HomeMy WebLinkAbout42. 4th Quarter Strategic Plan Update-2018-v2 1/4/2019 4th Quarter Strategic Plan Update
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0shkosh
4th Quarter Strategic Plan Update
Report Created On:Jan 04,2019
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1/4/2019 4th Quarter Strategic Plan Update
Overall Summary
Bio
Status Pending 1.04
On Track 70.83
Caution 1.04
1%kaStatus • Completed 27.08
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Objective 1.1
Attract,Expand,and Retain Businesses and Workforce % #
On Track 100.0 7
Owner.Allen Davis
Strategies&Actions:7
Update provided byKortneyJenks on Jan 04,2019 17:30:15
Strategies&Actions 1.1.1:Continue to invest and support the Greater Oshkosh Economic Development Corporation(GO-EDC).
City continues to support and work with GO-EDC on economic development projects in the community. Bi-weekly coordination meetings continue
and since January 1,2018,the City and GO-EDC have been in contact with over 175 businesses.
Strategies&Actions 1.1.2:Develop and implement action plans for prime real estate and redevelopment locations such as Buckstaff,the Riverwalk,
The Pioneer area,Aviation Business Park,etc.
City is currently working on multiple projects on locations identified by the City as key real estate and redevelopment locations in the City including:
Buckstaff-Waiting for final WisDNR approval on remediation and grant close outs.
Riverwalk-Completed Morgan District section in Summer 2018,2 years ahead of schedule and under budget.
Pioneer-Continue to work with developer on financing and improvement alternatives.Developer is tearing down the building.
Sawdust District-Working on a Master Plan forthe district and promoting the Opportunity Zones.
Aviation Business park-Obtained"Gold Shovel"designation fora certified site and continue to market the available lots.
Transload-Working with multiple prospects fo r acq u isition of City-owned land and working on a grant to assist with costs to pave the roads in the
South West Industrial Park(SWIP).
Strategies&Actions 1.1.3:Partner with Greater Oshkosh EDC to offer education opportunities for Elected Officials.
Sessions on wetlands,tax credits and Tax Increment Financing(TIF)were held in 2017.City held a workshop with Council on Economic
Development and included Greater Oshkosh in the discussion.GO-EDC will continue to provide updates to Council and offer educational
opportunities through the Department of Defense grant,joint events with other economic development organizations,and the State.
Strategies&Actions 1.1.4:Continue to streamline the approval and permitting process for developers while preserving health&safety
Staff has been promoting pre-submittal meetings as a wayto reduce review and redesign time. Review and response time continue to be under
targettimes. The City's online permitting and plan approval portal has grown in popularity with developers as an easy way to submit plans.
Strategies&Actions 1.1.5.Create and continuously update a database of municipality-related data necessary forbusiness expansion or attraction.
City maintains a database with pertinent information regarding vacant City lots that private developers or prospects will need to develop in the City.
In addition,the City has created and updated the guide for entrepreneurs and other early stage businesses. Account management levels now
exceed 175 businesses and developers. Greater Oshkosh EDC maintains client confidentiality.
Strategies&Actions 1.1.6.Reduce Economic Disparities byAttracting Family Sustaining Jobs to Oshkosh.
City has started incorporating this strategy into specific development agreements for Tax Increment Financing(TIF)and continues to research other
methods to measure this strategy.TIF application and scoring criteria include details on projected income and benefits.
Objective 1.2
Support Redevelopment Opportunities for Central City,Waterfront,and Underutilized Properties in the % #
City On Track 100.0 5
Owner Allen Davis
Strategies&Actions:5
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Update provided byKortneyJenks on Dec 19,201815.45.49
Strategies&Actions 1.2.1:Implement the Central City Investment Strategy
Staff is working on the Capital Improvement Plan(CIP)elements identified forthe 2019-2023 time frame.The Sawdust District Master Plan will be
completed in early 2019 and a corridorstudy for Jackson Streetwill start in 2019.
Strategies&Actions 1.2.2:Identify and support targeted redevelopment areas forreuse and redevelopment
The City continuously supports projects that reuse and redevelop properties in the City.
Specific projects include:
Lamico-Annex Student Housing is open and completed.
Buckstaff-Arena 100%complete
Rec Lanes/Shop 8th/Main -building acquired,asbestos abatement underway,demo in 2019.
Morgan District-1st phase General Development Plan and Site Implementation Plan has been approved.
Strategies&Actions 1.2.3:Actively pursue acquiring keysites for redevelopment through the RedevelopmentAuthority(RDA)or Common Council
that have potential to have a significant impact on the community if redeveloped
When applicable,City and RDA have acquired sites that are critical to larger projects with a positive economic impact on the community. Rec Lanes
and adjoining Shop acquired in late 2017 at the NE corner of Main/8th Street. 2019 CIP funding allocates funding for more redevelopment
acquisitions.
Strategies&Actions 1.2.4:Continue to support the development of the Riverwalk along the Fox River and Lake Winnebago
City has applied for Wisconsin Department of Natural Resources(WDNR) funding every year to continue Riverwalk development along waterfront.
Completed the Morgan District Riverwalk section in 2018.
Submitted grant application to WisDNR for Lakeshore Riverwalk,from Tribal Heritage Trail to Rainbow Memorial Park(Punhoqua)and was awarded
bythe WisDNR. Construction to occur in 2019.
Begin design of Riverwalk from Main Street east to CN Railroad right of way in 2019 on Pioneer Drive. Staff would submit a WisDNR grant in May,
2019.Construction could occur in 2020.
Submitted grant application to WisDOT for Rainbow Memorial Park for Riverwalk-Punhoqua to Oshkosh Ave.and received the grant.Design and
Construction could occur in 2020-2021.
City has been awarded$3,890,000,with another$800,000 tentatively awarded for the Lakeshore Riverwalk.
Strategies&Actions 1.2.5:Market redevelopment sites to private developers
City markets redevelopment sites through multiple platforms including websites,tradeshows,handouts,and social media.City also partners with
Greater Oshkosh EDC who markets the properties as well through their media outlets.When conducting business retention and attraction visits or
discussing with private developers,the city and Greater Oshkosh discuss available property that could benefit the business and/or developer.
Objective 1.3
Develop infrastructure needed to support business and residential development
On Track 71.43 5
Owner:Ailen Davis Completed 28.57 2
Strategies&Actions:7
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Update provided byKortneyJenks on Dec 19,201815.48.16
Strategies&Actions 1.3.1:Implement the recommendations in the 2016 Parking when applicable and budgeted
The recommendation approved from the study to date has been to implement parking lot signage program.The Transportation Department and
Parking Utility are working on this.
Strategies&Actions 1.3.3:Develop and implement plans to improve the City's main corridors and to plan forindustrial and business park
expansions.
Oshkosh Ave.corridor has been planned as part of the Oshkosh Corporation Global HQ project. Construction schedule based on TIF performance.
Jackson Street corridor -Work with Jackson Neighborhood Association on Traffic/Safety,and develop corridor plan north to 1-41.in 2019 Budget.
Strategies&Actions 1.3.4:Market Interstate 41 as an economic development asset.
Continues to work with Greater Oshkosh EDC on marketing the City's location on Interstate 41 to developers and businesses.
Economic Development Actions taken include:
• Transload Terminal Aerials and Video
• Transload Terminal Press Release
• Transload Terminal Full Page Ad(September Issue of New North 13213(NNB2B):
• Participated in the Oshkosh Corporation groundbreaking event,which selected a location due to 1-41 access
• Included 1-41 sites in prospect response submissions
Strategies&Actions 1.3.5.Pursue site designation certification within our industrial parks through the Wisconsin Economic Development
Corporation(WEDC)
Worked with Greater Oshkosh EDC to obtain certification through New North's Gold Shovel Site Certification Program and the Citywill review
WEDC's standards once they are released this summerto studythe potential of going through their program as well.
Strategies&Actions 1.3.7.Research potential of a residential subdivision development program
The City is continuing to research methods to encourage residential developmentwith the help of Greater0shkosh EDC.The City is also researching
more information on Mixed Use Tax Incremented Financing(TIF).Staff continues to research alternatives for encouraging residential subdivision
development.
Objective 1.4
Establish Economic Development Metrics % #
On Track 100.0 1
Owner Allen Davis
Strategies&Actions:l
Update provided byKortneyJenks on Jan 04,2019 17:3 7:58
Strategies&Actions 1.4.1:Develop a Set of Metrics/dashboard that can monitor the progress of the City's Investment in Economic Development
City has metrics identified and is developing a base to measure in the future.Economic metrics are based on Moody's Rating Service.
Objective 1.5
Promote the City of Oshkosh % #
On Track 100.0 5
Owner.Allen Davis
Strategies&Actions:5
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Update provided byKortneyJenks on Dec 19,201815:49:33
Strategies&Actions 1.5.1:Support involvement in the Interstate 41 Corridor initiative to jointlymarket the region
Supports Greater Oshkosh's involvement in this organization by:
• Collaborating with Initiative 41.
• Participating in the creation of anew Comprehensive Economic Development Strategy(CEDS)
Strategies&Actions 1.5.2:Market our transportation connections
Continuously markets the City's proximity to an interstate,multiple state highways,airport and railroad access and connections.Transload Facility
has already attracted additional interest from businesses looking to expand in Oshkosh.EAA Ai rventure used as opportu nity to market Aviation
Business Park.
Strategies&Actions 1.5.3:Market the city-owned available lots in the industrial and business park,redevelopment areas,and scattered residential
sites
Continuously marketing City and Residential Development Authority(RDA)owned parcels for development.Partners with Greater 0sh kosh EDC to
promote the sites on multiple media platforms for developers.Based on feedback from the Council workshop on Economic Development,City staff
is working on increasing the amount of signs that list City-owned property for sale with funds in the CIP.
Strategies&Actions 1.5.4:Develop and Implement a Quality of Life Campaign with community partners
City is partneringwith multiple organizations to develop the Oshkosh Image Campaign thatthe Mayor initiated which the Oshkosh Area Community
Foundation is now coordinating.
Strategies&Actions 1.5.5.Support joint efforts on a marketing campaign to attract and retain businesses and workers
City and Greater Oshkosh EDC partnerto visit over 150 businesses and private developers each year.Discussions regarding business retention and
expansion are discussed as well as workforce training needs.The Quality of Life campaign and request for information(RFI)received from Wisconsin
Economic Development Corporation(WEDC)and New North are used to attract newworkers and businesses to the City.Currently on trackto
exceed 175 accounts contacted in 2018.
Objective 1.6
Develop an Effective Economic Development Incentive Program % #
On Track 66.67 4
Owner.Allen Davis 10 Completed 33.33 2
Strategies&Actions:6
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Strategies&Actions 1.6.3:Continue to promote and enhance the city's Revolving Loan Fund(RLF)
City partners with Greater Oshkosh EDC to promote and encourage utilization of the City's RLF. The recent Capital Catalyst Program was used to
leverage additional state funds. This element of the RLF has provided assistance to early stage businesses with a combination of grant(state)and
loan funds(RLF and state). Capital Catalyst 2 recently awarded additional WEDC funds for second round of start up and early stage development.
CHAMCO funds were also leveraged forthis funding round.Two RLF loans totaling$105,000 have been made,repayments are current. Seven
Capital Catalyst projects received WEDC grant and City loan funds totaling$250,000. All businesses are making their repayments on time,as
scheduled.
Strategies&Actions 1.6.4:Research all local,state,federal,and private grant opportunities regularly
City researches grant opportunities on a continuous basis. The City has successfully obtained over$3,000,000 in grant funds awarded in 2017.The
city has applied for multiple grants in 2018 and plans to submit multiple grants through the rest of the year for economic development projects,
Riverwalk,and Community Development Block Grant(CDBG). Grant applications submitted in 2018 include Transportation Economic Assistance
(TEA)grant for Westfield/Koeller,Riverwalk on Lake Shore, Rainbow Memorial Park Riverwalk,and a grant proposal for paving the roads in the
Southwest Industrial Park.
Strategies&Actions 1.6.5.Research Economic Development incentives used by other communities in Wisconsin and nationwide
City researches other Economic Development incentives utilized in other communities on a continuous basis.Specific incentives researched include
Tax Increment Finance,land write downs,infrastructure improvements,and land banking.
Strategies&Actions 1.6.6.Identify needs for loans and grants for niche businesses,entrepreneurs,or minority/women/disabled business owners
City supported Greater Oshkosh EDC's grant application to WEDC forthe Capital Catalyst Program(which Greater0shkosh received)to encourage
smaller business owners and first time business owners to start a business in the city. In addition,the City and consultant are exploring a possible
AeroCatalyst Fund for aviation start ups in order to leverage Aeroinnovate and other UW-Oshkosh entrepreneurial programs.Capital Catalyst 2 was
funded so more funding options are available in Oshkosh. Aerocatalyst Fund is planned to be privately funded now.
Objective 2.1
Enhance Community Trust in Public Safety % #
On Track 66.67 6
Owner.Dean Smith Completed 33.33 3
Strategies&Actions:9
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Update provided byKortneyJenks on Dec 19,201818:06:12
Strategies&Actions 2.1.1:Produce Oshkosh Police Department(OPD)videos focused on our values
-10/3:Beyond the Badge filming with Reach Counseling and the Christine Ann Domestic Abuse Shelter
-10/24:Facebook Live:Lights of Christmas at Culvers
-11/7:Pizza Ranch night for Lights of Christmas-FB live video and additional photos posted to Facebook(FB).Over$500 raised during this event.
-11/28:FB live video from Channel to our Facebook.
-12/4:Beyond the Badge(BYB)posted to FB
This is YTD as of 12/10/2018
Strategies&Actions 2.1.2:Increase Police presence in Community through outreach efforts to schools,neighborhood associations,business'and
citizens
Community Projects for Fall/Winter 2018:
-Comfort for Kids Project
-Knitting for Kids for the Holidays
-Fleece Blankets for domestic abuse shelter
-Thanksgiving Food Boxes
-Santa for Seniors
-Step Up/Shop with a Cop
-Holiday Bags for Refugees
-Law Enforcement Night at the Warming Shelter-12/14
-Lights of Christmas Campaign
-Kids in need Program
-Blessing Bags
Additional:
October
-Safety Patrol Presentation to Smith Elementary
-Coffee with a Cop
-Journey Together Service Dogs Project
-Officers attended Tri County Ice Arena Event
-Run with the Cops
-Bank Alarms Training/Robbery Training for Verve
-Citizens Academy(This event ran through November)
-Lights of Christmas Culvers Event
-Truck or Treat Event
-Officers Attended Boo Fest at Festival Foods
November
-Lights of Christmas Pizza Ranch Event
-Santa for Seniors Event
-Safety Paws Expo at Bergstrom
-Bank Robbery and False Alarm Training at Horicon Bank
-Thanksgiving Meal delivery
-City Wide Neighborhood Watch meeting
-Officers attended the St Andrews Church event
-Presentation at Jefferson School by Officer Mann
December
-Lights of Christmas Kickoff event at Timber Rattlers stadium
-Officer Mann handed out gift cards,stuffed animals and blankets to patients at Mercy and Aurora Hospitals
-Officers delivered gifts and gift cards to 11 refugee families
-Santa for Seniors Event
This is YTD as of December 11th,2018.
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Strategies&Actions 2.1.4:Enact improved&transparent Internal Affairs(IA)reporting
IAPro and Blue Team software are now being implemented.Training forthe software took place on December 11th and 12th for the supervisors.
Objective 2.2
Strengthen Relationships with Neighborhood Organizations and Diverse Community Groups % #
On Track 66.67 2
Owner Dean Smith Completed 33.33 1
Strategies&Actions:3
Update provided by KortneyJenks on Dec 18,2018 02:45:49
Strategies&Actions 2.2.1:Improve outreach initiatives with neighborhood&diverse population groups
Fall/Winter Projects
-Comfort for Kids
-Knitting forthe Holidays
-Fleece Blankets for domestic abuse shelter
-Santa for Seniors
-Thankgiving Food Boxes
-Step up/Shop with a cop
-Holiday bags for the Refugees
-Lights of Christmas Campaign
-Blessing Bags
-Kids in need
-Holiday gifts given to World Refugee Organization
Strategies&Actions 2.2.3:Fire companies participate in one event per year with neighborhood groups in their response district
Events scheduled/held forthe year.
10/27 Middle Village-Trunk and Treat
11/06 Northshore Neighborhood
Objective 2.3
Build Awareness of Personal Health and Safety % #
Status Pending 20.0 1
Owner:Dean Smith On Track 60.0 3
Completed 20.0 1
Strategies&Actions:5
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Update provided byKortneyJenks on Dec 19,201818:07:10
Strategies&Actions 2.3.1:Increase number of Crisis Intervention Team(CIT)trained staff
Five officers were sent to training and became CIT certified in November of 2018.
Strategies&Actions 2.3.2:Deliver Smoke Detector Trek Program into one targeted neighborhood per year
2018 Detector Trek(South Park Neighborhood)report from Community Program Coordinator John Holland:
The results are in for this year's Detector Trek.
• 111 Residences Checked
• 100 detectors installed in 60 homes
• 30 batteries installed in 19 homes
• 54%of homes needed detectors installed
• 15%of detectors checked needed batteries*
• 17%of homes needed batteries installed/replaced*
*If batteries needed in older detector,detectorjust replaced
• 27%had the correct number of working smoke alarms
• 12%of homes checked had ZERO smoke alarms
Objective 2.4
Ensure High-level of Response to Emergencies
On Track 100.0 5
Owner.Dean Smith
Strategies&Actions:5
Update provided by KortneyJenks on Dec 18,2018 02:51:10
Strategies&Actions 2.4.1:Improve training related to Incident Command Structure(ICS)-work with Fire Department
No updates forthe fourth quarter.
Objective 2.5
Prepare the Community's Ability to Recover from Disruptive Events % #
On Track 100.0 1
Owner Dean Smith
Strategies&Actions:l
Update provided by KortneyJenks on Dec 18,2018 02:52:00
Strategies&Actions 2.5.1:Conduct Civilian training for disruptive events
-Sergeant Ziegler conducted two Civilian Responses to Active Shooter training sessions this quarter.
-Officer Kate Mann works with local banks in training for robberies/intruder events.
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Objective 2.6
Develop Strategies to Address Substance Abuse in the Community % #
On Track 88.89 8
Owner.Dean Smith 10 Completed 11.11 1
Strategies&Actions:9
Update provided byKortneyJenks on Jan 04,2019 18:26:50
Strategies&Actions 2.6.1:Continue participation in local county CIT and Drug&Alcohol Task Forces and Groups
Sgt Framke has attended 12 monthly meetings for the Winnebago County Drug and Alcohol Coalition Steering Committee this year.
Strategies&Actions 2.6.2:Develop a Drug Addiction Initiative within the Community
-Sgt.Framke has been invited by the Winnebago County District Attorney's Office to assist in the development of a program related to opiate misuse.
Sgt.Framke assisted in supplying data to support the District Attorney's Office in applying for a grant to support this program.
-Sgt.Framke sits on the steering committee for the Winnebago County Drug and Alcohol Coalition.He assists in planning and coordinating
community events that focus on education,prevention and intervention.The committee looks to engage the community to build awareness of
substance abuse.
-Sgt.Framke is nearing the completion of the department's Law Enforcement Addiction Assistance Program(L.E.A.A.P.).Sgt.Framke has worked
with community partners in medical,treatment,recovery,law enforcement,Department of Corrections(DOC),the District Attorney's Office with
support from the Oshkosh Area Community Foundation.Sgt.Framke has incorporated students from Oshkosh North Communities to assist in
promoting the program and build community support.
-Sgt.Framke has worked with Solutions Recovery Club to develop an intake group for L.E.A.A.P.Sgt.Framke has provided trainingto P.R.I.S.M.(Peer-
based Response Information Support and Maintenance)which has included scenarios which included Ofc.Rukamp and role players.
-Sgt.Framke has provided initial trainingto front desk personnel,patrol,Criminal Investigations Division(CID)and School Resource Officer(SRO).
Sgt.Framke will be meetingwith Lt.Lecker and Sgt.Zieglerto develop a training bulletin so the information can be sent outthrough Power Data
Management Software(DMS).Once the latest proposal of L.E.A.A.P.receives approval Sgt.Framke will coordinate department training for both
sworn and non-sworn staff.
-Sgt.Framke is workingwith Equity Recovery Services as becoming the intake group for LEAAP.Todd VanderGailen is the point of contact and is
developing a larger group of recovery coaches.
-Equity Recovery Services has gone live with P.R.I.S.M.(Peer Response,Information,Support and Maintenance)This is a group of recovery coaches
who are available 24/7 that can be used as a resource for individuals struggling with alcohol dependency orsubstance abuse.They are still working
with Sgt.Framke and anticipate being the intake group for L.E.A.A.P.
-Sgt.Framke has received approval from the City that Equity Recovery Services has adequate insurance coverage to act as L.E.A.A.P.'s Intake Group
-Sgt.Framke has recently accepted a position on Solutions Board of Directors.Solutions Recovery Club is an organization that serves the recovery
community by offering programs for individuals and their families.
Strategies&Actions 2.6.3:Continue to educate and reach out to schools,neighborhood associations,and citizens regarding substance abuse
-Officer Brand[started Drug Abuse Resistance Education(DARE)at Roosevelt Elementary school with approximately 45 kids.
-Officer Flaig started DARE at Washington Elementary school with approximately 37 kids.
-Officer Grubofski has begun teaching DARE at Traeger Elementary school with approximately 58 kids.
-Officers Vang, Brickham,Pierce and Nichols will begin with their schools in the fourth quarter and the first quarter of 2019.
Strategies&Actions 2.6.8.Continue participation in Fox Valley Heroin Task Force
Battalion Chief(B/C) Chuck Hable continues with regular participation on the Winnebago County Drug and Alcohol Coalition Data Team.The Data
Team continues to review various sources of data that analyze substance use and abuse on multiple levels,including family and home situations,
gender and race,sexual identification,etc.B/C Hable also participates in the regular meetings of the Winnebago County Overdose Fatality Review
committee,which reviews recent overdose deaths in our communities and identifies gaps that might prevent these from occurring in the future.
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Objective 2.7 _
Improve Transportation Safety within Community % #
On Track 66.67 2
Owner.Dean Smith Completed 33.33 1
Strategies&Actions:3
Update provided byKortneyJenks on Jan 04,2019 18:29:46
Strategies&Actions 2.7.1:Continue to educate citizens&visitors on traffic safety through education and enforcement efforts
-Sgt Go rte attended the Winnebago County Traffic Safety meeting monthly.
-Captain Kaiser attended three Traffic Review Advisory Board meetings.
-Officer Mann has presented on Safety Patrol for local elementary schools.
Strategies&Actions 2.7.3:Continue to provide carseat installation checks
4th quarter checks as of December 18,2018-16 car seats checked by Community Program Coordinator John Holland
Objective 2.8
Develop a Professional and Diverse Workforce within Public Safety % #
On Track 50.0 4
Owner.Dean Smith Some Disruption 12.5 1
Completed 37.5 3
Strategies&Actions:8
Update provided byKortneyJenks on Dec 19,201821:52:27
Strategies&Actions 2.8.2:Improve Recruiting,Training& Development for the OPD employees
This is ongoing.Captain Kent has worked with the HR Division and with our Public Affairs/Crime Prevention Officerto target advertising for vacant
positions.In addition,we continue sending employees to priority training that was identified forthe 2018 budget.
Strategies&Actions 2.8.7.Begin second phase of accreditation phase&self assessment of Fire Department
Additional work on accreditation tabled pending results of staffing/facilities study by outside consulting firm.Study to begin in 2019.
Strategies&Actions 2.8.8.Improve Recruiting,Training&Development for the Fire Department employees
Fire Department working with HR Division to develop new recruiting brochure.
Fire Department office to hold recruitment strategy meeting with UW-Oshkosh and Fox Valley Technical College(FVTC)representatives on
September 13,2018.
Objective 3.2
Improve Our Internal and External Communication Systems % #
Status Pending 6.67 1
Owner:John Fitzpatrick On Track 46.67 7
Completed 46.67 7
Strategies&Actions:15
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Update provided byKortneyJenks on Jan 04,201917.41:51
Strategies&Actions 3.2.1:Improve Communications with,and Feedback from,Employees
Through Committee work with the Employee Recognition Committee,Wellness Committees and Virtual Meeting the Human Resources Division
improved communication to employees.Examples of this:
• Recognized 3rd Quarter Recipient and Outstanding Service Award Recipients
• Held 2 Lunch&Learns in 4th Quarter(November 15&December 5)
• Held 5 Open Enrollment Meetings in October
• Hosted 4th Quarter Virtual Meeting on December 13,2018
Strategies&Actions 3.2.2:Encourage Annual Departmental Council Member Tour Orientation
Council Member Mugerauer completed a Public Works tour in October.
Strategies&Actions 3.2.5:Increase PublicAwareness of City Services and Value
• Currently working on developing Performance Measures&Public Dashboard for the City which will display the strategic plan and
performance indicators.
• Oshkosh Media Services is continuously working with City departments to provide insight to the organization.
• During 4th Quarter they completed Public Service Announcements for the Fire Department&Parks Advisory Board and Episodes for
Beyond the Badge&On Fire:Hazmat Station in addition to other various projects.
• They have over 1,224 Subscribers on Polco
Objective 3.3
Recruit,Retain,Engage,Recognize and Develop Employees and Future Leaders % #
On Track 30.77 4
Owner;John Fitzpatrick Completed 69.23 9
Strategies&Actions:13
Update provided byKortneyJenks on Dec 19,201821:54.,35
Strategies&Actions 3.3.1:UpdateAfrmativeAction Plan and Program
Human Resources staffing updates are complete and transitional orientations are underway.Affirmative Action Draft Plan is complete,next step is
review.
Strategies&Actions 3.3.6.Provide training for advancement within the city
Organizational Development training has been researched,next step is review.
Supervisor Training currently being provided Quarterly to Supervisors.
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Objective 3.4
Improve Our Technology % #
On Track 100.0 6
Owner.John Fitzpatrick
Strategies&Actions:6
Update provided by KortneyJenks on Dec 20,201815:18:41
Strategies&Actions 3.4.1:Research and recommend the implementation of a single time and attendance scheduling system for all departments
We have researched and recommended Tyler Technologies ExecuTime Time&Attendance for all general,civilian&non-sworn employees.We will
be working in 2019 on the funding for implementation.
The Oshkosh Fire Department employees(minus hourly civilian)will be using a more specialized COTS(commercial off the shelf)software package
that has an available payroll export compatible with the city's Tyler Technologies Munis ERP payroll system.
Strategies&Actions 3.4.2:Continue implementation of Enterprise Resource Program
Continuing the implementation of the utility billing module of the Enterprise Resource Program(ERP),while planning the migration to monthly
billing.
Phase 3-projected implementation dates:
Tax Billing December 19,2018
Utility-March 19,2019
Strategies&Actions 3.4.3:Update main city website
"Soft launched"the new city website on November 9.In the first month live,the site saw 62,560 visitors and 81,126 from live to 12/16/18.
Strategies&Actions 3.4.4:Optimize,standardize and expand Geographic Information System
Planning the creation/scanning/indexing of historic documents from Engineering/Streets&Water Distribution.
Objective 3.5
Align Internal Department Action Plans to Strategic Plan % #
On Track 33.33 1
Owner.,John Fitzpatrick Completed 66.67 2
Strategies&Actions:3
Update provided byKortneyJenks on Dec 17,201819:01:19
Strategies&Actions 3.5.2:Communicate the Strategic Plan and integrate it
Strategic Planning for 2019-2020 is complete.Presented to Council on October 23,2018.
Objective 3.7
Develop/Improve Our Performance and Outcome Measures % #
On Track 45.45 5
Owner.John Fitzpatrick Completed 54.55 6
Strategies&Actions:11
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Strategies&Actions 3.7.1:Work with departments and divisions to create metrics that are meaningful for their operations and valuable
for benchmarking with other communities
The Performance Measures Committee presented their work to Council on December 11.Future work with benchmarking is expected.
Strategies&Actions 3.7.2:Convert created metrics to visual dashboards.
See 3.7.1
Strategies&Actions 3.7.4:Assemble scorecards for departments and the council based on KPI's selected
See 3.7.1
Strategies&Actions 3.7.5.Build Management Skills to Evaluate and Utilize Performance Measures
See 3.7.1
Strategies&Actions 3.7.6.Deliver performance measure/metrics training to department heads and supervisors
See 3.7.1
Strategies&Actions 3.7.7.Develop capability to determine Return On Investment(ROI)for larger city projects and services
See 3.7.1
Objective 3.9
Increase Local Engagement with State Legislators to Increase Local Control % #
On Track 50.0 1
Owner;John Fitzpatrick Some Disruption 50.0 1
Strategies&Actions:2
Update provided by KortneyJenks on Dec 20,201815:23:22
Strategies&Actions 3.9.1:Establish a regularmeetings between Council,staff and state legislators regarding issues of mutual interest
Staff is seeking direction on continuing these meetings,and who should be involved.
Strategies&Actions 3.9.2:Continue greater engagement with The League of Wisconsin Municipalities&similargroups to impact public
policy at the State level
Staff and Council remain heavily engaged in with the League on variety of legislative issues that are priorities for both League of Wisconsin
Municipalities(LWM)and City.Issues jointly addressed include Dark Store reform,Rental Inspection,and Expenditure Restraint Program.
Objective 3.10
Strengthen Partnerships in Community % #
On Track 100.0 2
Owner.John Fitzpatrick
Strategies&Actions:2
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Strategies&Actions 3.10.1:Identify potential new partners for collaboration and analyze how to strengthen current partnerships
Staff continues to be engaged with GO-EDC in regard to economic development initiatives.Mayor,City Manager and Staff are actively involved in
the Oshkosh Image Campaign.
Strategies&Actions 3.10.2:Educate citizens on availability ofservices through community partners
Created more cross links through County and school services.An example of this would be on ourwebsite we now have a quick link to the County
Department Directory website.This provides excellent customer service to both current residents and potential visitors of the City of Oshkosh.
Objective 3.11
Encourage Collaboration with Diverse Community Groups % #
On Track 100.0 3
Owner.John f itzpat;ick
Strategies&Actions:3
Update provided by KortneyJenks on Dec 20,201815:30:42
Unity in the Community launched.City is a sponsor&active participant in the event.
Objective 4.1
Improve Our Streets,Transit,Bike,Pedestrian and Public Utilities % #
On Track 16.67 1
Owner.James Rabe Completed 83.33 5
Strategies&Actions:6
Update provided by Kortney Jenks on Dec 20,2018 15:32:29
Strategies&Actions 4.1.1:Update transit development plan that will guide improvement efforts for the next 5-10 years
The Transit Development Plan is approved,implementation will occur in 2019.
Strategies&Actions 4.1.5.Annually update and implement year Capital Improvement Plan(CIP)Projects
The majority of 2018 contracts are complete. Some projects will be finished or bid in 2019. 2019 CIP was approved by Council and we are beginning
to plan/design for these projects.
Objective 4.2
Improve Our Storm Water Management % #
On Track 100.0 3
Owner.James Rabe
Strategies&Actions:3
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Strategies&Actions 4.2.1:Develop plans for additional unstudied watersheds
Currently,have 5 previously unstudied watersheds under study&in various stages of completion. Two reports are in final draft stage.
Strategies&Actions 4.2.2:Implement recommendations of watershed plans as policy,time and budget allows
Storm sewer upgrades are completed with street reconstruction projects. Libbey-Nicolet detention basin is near completion. Parkway has been
delayed to 2019. Jeld-Wen outfall has been scheduled for 2019.
Strategies&Actions 4.2.3:Continue implementing water quality improvement projects in anticipation of future Total Maximum Daily Load(TMDL)
requirements
South Park Lagoon project construction completed. Westowne Water Quality Basin has been delayed. Libbey-Nicolet/North Main Street detention
basin construction nearing completion. We anticipate TM DL loading in first quarter 2019.
Objective 4.3
Execute Our Clear Water Initiatives % #
On Track 100.0 4
Owner.,Jaynes Rabe
Strategies&Actions:4
Update provided by KortneyJenks on Dec 20,201815:35:59
Strategies&Actions 4.3.1:Complete Phase 11 of Inflow&Infiltration(1&1)Study
Continue yearly flow monitoring of sanitary sewer system. System-wide sewer model developed and utilized for capacity reviews.
Strategies&Actions 4.3.2:Identify Policies to Address Clear Water Initiatives
Sump pump discharge ordinance updated and approved in March. Additional private property policies will be necessary for repairing laterals and
removing cross connections.
Strategies&Actions 4.3.3:Educate community leaders and public about sources of clear water in the sanitarysewersystem
Information is provided in the State of the City each year. Letters are sent out in conjunction with construction projects.
This educational campaign will be a continual effort.
Strategies&Actions 4.3.4:Reduce cross connections to the sanitarysewersystem
This is an ongoing strategy.Clearwater infiltration into sanitary sewer is corrected when discovered through inspections. During street
reconstruction,suspected private lateral cross connections are reported to Inspection Services. Flow monitoring and closed-circuit televising are
key components of our inspections.
Objective 4.4
Improve Our City Buildings and Improve Energy Efficiency % #
On Track 75.0 3
Owners Jinn Collins Completed 25.0 1
Strategies&Actions:4
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Strategies&Actions 4.4.2:Improve the efficiency of ourbuildings and equipment
Elevator Modernization Electrical Project was completed on 12/28/18
Strategies&Actions 4.4.3:Complete priority Heating,Ventilating and Cooling
Grand Opera House backstage HVAC unit is being installed the week of 12/17/18.Work should be complete by end of 2018.
Oshkosh Public Library Remote Terminal Unit(RTU)Replacements BID awarded 10/23.Project is scheduled to begin in February,2019 and complete
by Summer,2019.
BID has been awarded forAir Compressors at Oshkosh Fire Department(OFD)on 11/27.Project is expected to begin in early 2019 and completed by
Spring,2019.
SOLE OFD Exhaust System,BID awarded on 12/11.Project is expected to begin in early 2019,and completed by Spring,2019.
Strategies&Actions 4.4.4:Implement parking lot replacement&maintenance schedule from 2014 Parking Pavement study
The South Park shelter lot is complete. The Otter Street lot is reconstructed. The State Street parking lot is milled and overlaid. The Convention
Center(aka Ceape lot) will be reconstructed in 2019.
Objective 4.5
Update and Maintain Our City Equipment % #
On Track 33.33 1
Owner James Robe Completed 66.67 2
Strategies&Actions:3
Update provided byKortneyJenks on Dec 17,201820:22:13
Strategies&Actions 4.5.1:Implement replacement schedule per CIP
Bidding and purchasing of equipment identified in CIP is coordinated through Purchasing Division.
Strategies&Actions 4.5.2:Maintain&update our Information Technology
Continued to worked with county-wide agencies to plan and configure City of Oshkosh agency specific workflow and design for a major law
enforcement records system upgrade,which went live December 5,2018.
Objective 5.3
Enhance the Museum's Capacity to Recognize,Preserve,and Interpret the History of Our Community % #
On Track 100.0 4
Owner.Brad Larson
Strategies&Actions:4
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Strategies&Actions 5.3.1:Create the nextgeneration of long-term exhibitions,connecting them with core curriculum
The 2019 CIP includes funding for the conceptual design phase fora"Sporting&Recreation"exhibition.Conceptual design work will begin in spring
with Split Rock Studios,but until a design is adopted no decision can be made on scheduling and funding. Staff are using 2019 as a yearto research
and select artifacts for the major exhibition,Deep Roots,Growing City(plan adopted one year ago).Design development for Deep Roots is
scheduled to begin in 2020,pending CIP funding.Our 2019 operating budget includes private funding for an education intern to assist staff in
ensuring exhibition themes strongly connect to curriculum.
Strategies&Actions5.3.2:Develop and enhance publications&projects on community history
The next Museum book is currently at the printer,due out before the end of 2018.This publication,titled AWorld ofPartings,is the annotated diary
of an Oshkosh woman named Nancy Derby.The Museum Archives holds her diary.Her record of life in Oshkosh throughout the Civil War enables
readers to become part of the Derby household during that disturbing time in our history. Staff member Gin nyGross edited and interpreted the
experiences and lifestyle that Nancy Derby relates in her diary,and thereby helps us understand a world now long gone.The Museum is also
working with the Fire Department(Ceape Street station)to exhibit and interpret a 19th century fire bell at an outside location.
Strategies&Actions 5.3.3:Improve building infrastructure to provide essential visitorservices
The 2019 CIP includes funding to begin the design development phase with the chosen architectural firm,Engberg Anderson.We anticipate this
process will begin in spring and be done over two years(2019 and 2020).
Strategies&Actions 5.3.4:Enhance and accelerate collections care&management
The Museum took a major step forward in autumn 2018 with the transfer of all collection from the Fire Barn to the Sawyer Street facility.The Fire
Barn was then demolished.Modifying the building(Steiger Wing)is tied to this goal,as the Archives must be improved.The 2019 CIP includes funds
to begin design development with the architectural firm EngbergAnderson;that process should begin in spring 2019.The Museum will also take a
major step forward in 2019 with the Carriage House,the Museum's main collection storage facility.The structure is currently subject to periodic roof
leaks due to general deterioration of the roof. The Carriage House roof is scheduled for replacement in 2019.Finally,staff are focused on identifying
individual artifacts for conservation treatment,focusing on objects selected for the next major exhibition,Deep Roots,Growing Cityand Sporting
and Recreation.
Objective 5.4
Make Progress Toward the Library's Vision of"A Library in Every Life" % #
On Track 100.0 4
Owner.Jeff Gilderson-Duwe
Strategies&Actions:4
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Strategies&Actions 5.4.1:Put a library card in every citizen's hand
Project:Evaluate library's current practices pertaining to welcoming new card holders;Status:Done;Next Step:Convene a library project team to
design a new library card registration/welcoming program.
Project:Using the River East neighborhood as a test case,develop service responses and implement targeted marketing initiatives that fit the
neighborhood's needs and assets;Status:Delayed until 2019;Next Step:Next step:Director and Development Head planning a listening session/
focus group event with River East neighborhood residents.
Project:Explore outreach service opportunities in the library space being built at the Evergreen retirement community;Status:Done;Library
outreach bookdrop service has been enhanced with making Evergreen library space available as a holds pickup location for the general public as
well as Evergreen residents;library surplus book stock has been made available to supplement items already owned by the Evergreen library;and
Oshkosh Public Library(OPL)offerings on site have been improved with copies of newer bestsellers.
Project:Book bike outreach;Status:Bike received and assembled:Next step:Plan Summer 2019 outings:staffing;scheduling;collections;
promotion;intended outcomes.
Project:Run the"Libraries Build Strong Communities"National LibraryWeek promotion in April 2018.Expand partnerships with area business to
highlightthe benefits of having a library card;Status:Numberof business participating doubled to more than 80;Next Step:Plan for2019.
Strategies&Actions 5.4.2:Be recognized as a downtown anchor destination
Project:Graphics/Animation/STEAM:Digital creation space;Status:Done/ongoing;Latest Progress:3D printer was purchased using privately
donated grant funds;Lego wall mounted on wall of creation space Nov 2018;tables&chairs purchased to provide flexibility with set up in room.
Project:Initiate"Book a Librarian"service;Status:Done/ongoing;Latest progress:Individuals register for one-on-one assistance from the Digital
Services Librarian on using tablets,smartphones,and online resources such as OverDrive and Hoopla.
Project:Partner with River East Neighborhood Assoc,City of Oshkosh Community Development Department,and Oshkosh Community Foundation
to advance plans to renovate William Waters Plaza,located across Washington Avenue from the library building;Latest Progress:OPL board and
Friends of the Library Board approved funding support;library staff met with city planning staff;Next steps:city staff seeking design work for plaza
amenities.
Project:Develop use,set-up and scheduling procedures to integrate use of"non-traditional"spaces into existing library routines;Status:Done/
ongoing;Latest Step:Explore further use of Children's Department spaces for programming.
Project: Refine ideas and techniques learned from the PBIS initiative and other training opportunities to improve staff interaction with adult visitors
to the library;Latest Progress:Director and Head of Reference and Adult Services working on a training program fortechniques public services staff
may use to assess the service needs of library users,including adults and teens;Next Step:Train two Reference Assistants in service needs
assessment techniques.
Project:End of Summer block party/Friends fundraiser;Latest Progress:August 24,2018 event featured vinyl record sale,popcorn and baked
goods,large-scale"bouncy"chair for kids,and the Britins,a Beatles cover band.Partners in the event included the Friends of the Library and
members of the River East Neighborhood Association.The Friends raised about$2000.
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Project:"Dark Stacks;"Latest Progress:Second annual Halloween-time librarytourwith macabre literary themes introduced more than 200 people
to areas of the library not normally visited by them;Next Step:Plan for 2019.
Project:Grinchmas celebration as part of Downtown Oshkosh holiday celebration;Latest Progress:Whoville shops were created for each activity,
including:Write a letter to the Grinch,a Who name generator,Who hair parlor,readings of the Dr.Seuss book,a teen activity was added to make dog
toys for the Humane Society and more.All supplies were exhausted before the end of the event due to massive turnout.We estimate over 1000
people attended this non-traditional way library event under the Dome;Next Step:Plan for 2019.
Project:Life-sized Candyland game underthe dome;Status:Done;Latest Progress:participants worked in teams to play a version of the classic
children's game underthe Dome.109 participants moved overthe"board"through a variety of magical candy-oriented locations.
Project:Explore provision of additional convenience services to library visitors;Latest Progress:First Floor Public Service Department has created a
Business Centerwhere the catalog internet stations were-it currently includes a photocopier and an express(short-term use)Internet station;Next
Step:enhance the Business Center with fax machine, office supplies such as scissors,stapler,etc.The service desk also intends to begin offering
stamps and envelopes for sale.
Project:Develop themed,attractive,interactive installation/activities in the children's area;Latest progress:Design finalized;fabrication in progress;
Next step:Installation scheduled for January;unveiling event planned for Jan 25,2019.
Strategies&Actions 5.4.3:Be a provider of trusted"go to"online resources
Project:Create a self-guided audio-visual walking tour centered on the history and architecture of the 100-200 blocks of Washington Avenue;Latest
Progress:Tour creation completed;Next Step:Plan promotion and release of tour,scheduled for launch in June,2019.
Project:Create a plan for Oshkosh Public Library digitization of local history resources,including an analysis of costs,procedures,platforms,access,
and a prioritization of collections for digitization;Latest progress:Three collections identified as high priority for addition to the digital collections:
Oshkosh Yearbooks (earlier than 1923);Oshkosh City Directories(1923-1941);and postcard collections.
Project:Initiate an online book discussion program;Status:Done/ongoing;Latest Progress:The monthly"Online Anytime"Bookclub launched on
the library's Facebook videos page June 5,2018,hosted by OPL's Digital Services Librarian.
Strategies&Actions 5.4.4:Become a community institution with widespread public and private support
Project:Assist the Friends in the goal of re-energizing their organization,including increasing membership and exploring new fundraising
opportunities;Latest Progress:August fundraiser garnered about$2000 and five new Friends;Next Step:Exploring potential partners for a Spring
fundraiser.
Project:Enhance recruitment of new supporters by defining the benefits of belonging to,volunteering with,or supporting the Friends;Latest
Progress:After the Friends Annual Meeting,all current Friends received OPL punchcard for one free item from library bookstore per month;Next
Step:December 2018 Friends general meeting agenda includes discussion of ideas for additional Friends benefits.
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Objective 5.5 _
Develop a Long-Term Funding Strategy for Other Quality of Life Assets % #
On Track 83.33 5
Owner.John Fitzpatrick 10 Completed 16.67 1
Strategies&Actions:6
Update provided by KortneyJenks on Dec 20,201818.,01:44
Strategies&Actions 5.5.2:Investigate Alternative funding models for long term support of quality of life institutions
Ongoing efforts by Parks,Libraryand Museum to develop their respective long range plans.
Strategies&Actions 5.5.3:Evaluate concept of endowment to support long term development of Quality of Life(QOL)assets
Each department is working on their own plan.Museum board adopted new investment policy for its endowed funds to identify how some funds
will be used forfuture Museum CIPS.
Strategies&Actions 5.5.4:Communicate the"Good"of Oshkosh to citizens to increase pride in Oshkosh
Marketing and Fund Development Coordinator in Parks is working on programs to raise funds and promote activities of both the Parks Department
and neighborhood programs.In addition,completed"Welcome to Oshkosh"videos.
Strategies&Actions 5.5.5.Support efforts to market community's quality of life
City is partnering with multiple organizations to develop the Oshkosh Image Campaign that the Mayor initiated which the Oshkosh Area Community
Foundation is now coordinating.
Strategies&Actions 5.5.6.Support Convention and Visitors Bureau(CVB)efforts to market community as"Wisconsin's Event City"
City continues to cooperatively work with the CVB with membership on its Board and through participation in joint quality of life initiatives,
including Oshkosh Image Campaign.City also entered into new year agreement with the CVB to continue as City's Designated Marketing
Organization through 2023.
Objective 6.1
Create a Culture of Neighborhood % #
On Track 60.0 3
Owner Alden Davis Completed 40.0 2
Strategies&Actions:5
Update provided by KortneyJenks on Dec 20,201818:02:18
Strategies&Actions 6.1.1:Provide technical assistance to Greater Oshkosh-Healthy Neighborhoods Initiative(GO-HNI) to support the creation and
maintenance ofresident led neighborhood associations
Sixteen neighborhood associations have been developed and city continues to support GO-HNI in their efforts to maintain existing Neighborhood
Associations and develop new ones.
Strategies&Actions 6.1.3:Promote neighborhood identities through marketing and strategic improvements within neighborhoods
City partners with GO-HNI to market neighborhood associations.GO-HNI activities include:website maintenance,marketing brochure creation for
individual neighborhood associations.
Strategies&Actions 6.1.5.Work with GO-HNI to educate municipal staff and community members/agencies on the importance ofneighborhoods
Multiple events,marketing,and training opportunities have been held to demonstrate the importance of neighborhoods.In addition,city staff has
supported GO-HNI neighborhood-focused projects including a monthly presence atthe Downtown Farmers Market,the Beautify Oshkosh event in
April,and Neighborhood Night Out in August.
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Objective 6.2
Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods % #
On Track 100.0 4
Owner.Allen Davis
Strategies&Actions:4
Update provided by KortneyJenks on Dec 20,2018 18:02:49
Strategies&Actions 6.2.1:Collaborate with GO-HNI,Advocap,Habitat for Humanity,Housing Authority to implement neighborhood projects
The Oshkosh Area Community Foundation,GO-HNI,Habitat For Humanity and the City of Oshkosh have partnered on the"Rock the Block"
revitalization project in 2018 with plans to hold three project years(2019,2020,2021).
Strategies&Actions 6.2.2:Track resident volunteer hours with the goal of increasing social capital within neighborhoods
City and GO-HN I track volunteer hours.In 2017 there were 3,667 volunteer hours.At the end of 2018 the current n u m ber volu nteer hours was
tracked at 3,503.
Strategies&Actions 6.2.3:Explore the development of a Residential Tax Increment Finance (TIF)Policy to promote(re)development within
neighborhoods
City continues to research how TIF is being used to support revitalization in existing neighborhoods. Neighborhood housing and
improvement/rehabilitation project costs have been included in TID#29 Morgan District and TID#Oshkosh Avenue. No increment has yet been
created in those TIDs so there is no specific funding set aside for TID related housing rehab loans or grants.
Strategies&Actions 6.2.4:Continue to promote and administer the"Great Neighborhoods Program"
Continue to promote and administerthe"Great Neighborhoods Program."Applications were due July 1,2018.Common Council approved four
projects under Resolution 18-406 in July 2018. Projects are in varying phases of implementation.
Objective 6.3
Build Awareness for Neighborhood Development % #
On Track 83.33 5
Owner Allen Dmkie
Completed 16.67 1
Strategies&Actions:6
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Strategies&Actions 6.3.1:Promote"Our Neighborhoods Engage(ONE)"Oshkosh city-wide through community outreach&marketing
City continues to market the program.
Strategies&Actions 6.3.3:Complete a"Confidence in the Community"Survey to benchmark resident confidence with neighborhood development
Staff has completed the survey in 2018 using Polco and is currently analyzing survey results.
Strategies&Actions 6.3.4:Educate real estate community and community members of available neighborhood programs and activities
This is an ongoing activity that has included Kiwanis,Jackson Street,and Middle Village Neighborhood events.Additionally information was
distributed at the State of the City event and with staff present to answer questions. Staff has also explained the housing programs to individual
realty,lending,and title company representatives when requested or opportunities present themselves. Staff recently presented on the housing
programs to realtors at Keller Williams,and at Rock the Block Town Hall meetings in the Sacred Heart Neighborhood. Earlier this year staff
presented to the River East Neighborhood twice and also to the Kiwanis Club.
Strategies&Actions 6.3.5.Market and promote implementation activities of existing neighborhood plans
Staff attends monthly Greater Oshkosh Healthy Neighborhood Alliance meetings to educate and learn from neighborhood representatives.
Continue to promote and administer the"Great Neighborhoods Program."Applications were due July 1,2018.Common Council approved four
projects under Resolution 18-406 in July 2018. Projects are varying phases of implementation.
Strategies&Actions 6.3.6.Identifysuccesses in neighborhood revitalization and apply those in more areas of the city
Rock the Block,Grove Street Twindo project,Great Neighborhoods Program project implementation.
Objective 6.4
Increase&Encourage Investment and Maintenance of Properties % #
On Track 100.0 4
Owner Allen Davis
Strategies&Actions:4
Update provided byKortneyJenks on Jan 04,201917:37:11
Strategies&Actions 6.4.1:Continue to provide flexible housing programs within recognized neighborhood associations and through out the city
Work with various organizations and neighborhood associations to improve the housing programs. There are now 16 recognized Neighborhood
Associations in Oshkosh,an increase of two from 2017. Staff has expanded the scope of the housing loan programs to include properties in the City
built before 1970. Staff also created a Curb Appeal Micro Grant program. Landmarks Commission and staff are working on the creation of historic
preservation incentives to restore historic properties.
Strategies&Actions 6.4.2:Develop education campaign to increase awareness of existing municipal codes
Recently updated city's zoning guides to reflect the new zoning ordinance and continuing to educate the public. Staff created a rental sign brochure
to educate property owners on legal conforming sign options for residential districts. Staff also has created a"Zoning Code Enforcement"brochure
detailing that process.
Strategies&Actions 6.4.3:Continue to conduct proactive property maintenance inspections city-wide
Various methods are used to improve the properties in neighborhoods in the citythrough the Rental Housing Inspection Program,city-wide
proactive zoning code inspections,and compliant-based inspections.1,117 properties were proactively inspected through Quarter4,2018 with
approximately 158 violations.
Strategies&Actions 6.4.4:Develop and administer targeted Micro-Grant Program
The program was created and eligibility criteria determined. Staff is looking to release the program in conjunction with the Rock the Block program
forthe Sacred Heart Neighborhood in 2019.
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Objective 6.5 _
Establish City Inter-Departmental Team to support ONE Oshkosh % #
On Track 60.0 3
Owner.Allen Davis Completed 40.0 2
Strategies&Actions:5
Update provided by KortneyJenks on Dec 20,2018 18:09:28
Strategies&Actions 6.5.1:Identify purpose and mission and identify staff to serve on team
The neighborhood planning team meets bi-weekly to plan and organize tasks and projects.
Alexa,Steven and Anne GO-HNI,Darryn are workingwith the Neighborhoods in the following areas:
Neighborhood Association Organization;Neighborhood Plans;Neighborhood Plan implementation projects;Great Neighborhoods CIP projects;
Neighborhood project fundraising;Financing individual Housing rehab projects;Attending Neighborhood Association meetings and Oshkosh
Healthy Neighborhood Alliance meetings.
Strategies&Actions 6.5.3:Support implementation of approved neighborhood plans
Continuously implementing approved neighborhood plans-Middle Village,Millers Bay,Stevens Park,and River East.Multiple other plans are being
created including Menominee South.Conversations are being held with other neighborhoods who are considering developing neighborhood plans.
Strategies&Actions 6.5.4:Oversee development&ongoing maintenance of a neighborhood report card program
City completed a report card program for 2017 it was showcased at the State of the City in 2018,this will in 2019.Quality of Life maps were
completed and staff maintain/update them on an ongoing basis. The existing map uses 2015 data.City Staff are looking to update maps with 2016
and 2017 data.Data sources are good except staff have a meeting scheduled with Chief Smith to determine what 2016 and 2017 Oshkosh Police
Department(OPD)data can be used in the updated maps.
Objective 6.6
Increase Quality and Diversity of Housing Stock % #
On Track 100.0 5
Owner Allen Davis
Strategies&Actions:5
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Strategies&Actions 6.6.1:Collaborate with ONE Oshkosh partners to originate housing projects
Planning,Parks,and GO-HNI staff are continuously working with the Neighborhoods in the following areas:Neighborhood Association
Organization,Neighborhood Plans,Neighborhood Plan implementation projects,Great Neighborhoods CIP projects,Neighborhood project
fundraising,Financing Individual Housing Rehabilitation projects,Attending Neighborhood Association meetings and Oshkosh Healthy
Neighborhood Alliance meetings.
Strategies&Actions 6.6.2:Update Comprehensive Plan to identifyareas of appropriate residential density city-wide
The update to the Comprehensive Plan as approved by Council on October 9,2018 and now includes land use recommendations for density.
Strategies&Actions 6.6.3:Develop a targeted blight elimination process and program
Southshore Redevelopment District and Jefferson Street Redevelopment are examples of acquisition/demolition of targeted blight removal.In
addition,the acquisition and demolition of the buildings at Sawyer and Oshkosh Ave continue. Blight removal for select properties in
Neighborhood Associations continue on a case-by-case basis.
Strategies&Actions 6.6.4:Create an architectural services program to enhance improvements to residential properties
Planning staff now includes an Assistant Planner who has an architectural and design background who works closely with customers on design
standard issues. Examples include properties on Bent and Melvin that went through the design standards process at Plan Commission and staff and
the owners worked togetherto find a solution to preserve the property's architectural integrity.
Strategies&Actions 6.6.5.Promote available residential city-owned properties for(re)development
City markets properties for redevelopment on multiple media platforms including:Develop Oshkosh and Zillow,contacts with neighbors,and lot
signage.
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