HomeMy WebLinkAbout47. First Quarter Strategic Plan Update city
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Oshkosh
1 st Quarter
Strategic Plan Update
Report Created On:Apr 18,2019
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40 138
Objectives Strategies&Actions
Overall Summary
pro
Status Pending 3.61
On Track 77.11
Status Completed 19.28
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Plan Summary
Below is the 1st Quarter update for the 2019-2020 Strategic Plan
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Objective 1.1
Attract,Expand,and Retain Businesses and Workforce % #
On Track 100.0 9
Owner,Alden Davis
Update provided by Kortney Jenks on Apr 04,2019 20:58:44
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:
Aviation Plaza-Staff is working with developers interested in redeveloping the 26 acre commercial center.
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 for the district and promoting the Opportunity Zones.
Aviation Business park-Obtained"Gold Shovel"designation for a certified site and continue to market the available lots.
Transload-Working with multiple prospects for acquisition 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 educational opportunities for Elected Officials
The City and GO-EDC hosted an"Entrepreneur Event"and "Developer Financing Event"in March of 2019.GO-EDC will continue to provide updates
to Council and offer educational opportunities through 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 way to reduce review and redesign time. Review and response time continue to beat target
times. 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 municipally-related data necessary for business expansion or attraction
City maintains a database with pertinent information regardingvacant 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:Complete 50 account management contacts with businesses per year
In 2018 the City and Greater Oshkosh EDC were in contact with over 175 businesses,developers,brokers,etc.
Strategies&Actions 1.1.7:Ensure that 90%of commercial building inspections are completed in one business day
99%of inspections are completed within 1 business day.
Strategies&Actions 1.1.8:Measure dollar amount public/private funding into GO-EDC
City funding:$105,000--34%
Private funding:$400,000--65%
Strategies&Actions 1.1.9:Update the Airport Zoning Code to encourage the development
City staff continues to work with the consultant on updating the code.
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Strategies&Actions 1.1.10:Ensure that 90%of commercial buildings plans are reviewed in five business days
Building plans are reviewed in 5 or less business days 95%of the time.
Objective 1.2
Support Redevelopment Opportunities for Central City,Waterfront,and Underutilized Properties in the % #
City On Track 100.0 6
Owner.,Alien Davis
Update provided by Kortney Jenks on Apr 10,201916:21:11
Strategies&Actions 1.2.1:Actively pursue acquiring key sites for redevelopment through the Redevelopment Authority or Common Council that
have the 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.Properties around the Oshkosh Ave/Sawyer Street intersection have
been acquired and demolished in anticipation of the intersection improvements.2019 Capital Improvement Funding(CIP)funding allocates
funding for more redevelopment acquisitions.
Strategies&Actions 1.2.2: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.
Submitted grant application to WisDNR for Lakeshore riverwalk,from Tribal Heritage Trail to Rainbow Memorial Park(Punhoqua)and was awarded
by the 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 1.2.3:Market redevelopment sites to private developers by issuing 1 Request for Proposal(RFP)per year
In Q1 of 2019,the City has received options on multiple redevelopment sites in the city.
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.
Strategies&Actions 1.2.4:Implement one recommendation from the Imagine Oshkosh Plan per year
The City is working on the Sawdust District Master plan with a community stakeholder group.
Strategies&Actions 1.2.5:Adopt the Sawdust District Master Plan
City staff is working with a stakeholder group to develop a plan.Staff anticipates the plan will be done in 2019.
Strategies&Actions 1.2.6:Target redevelopment areas for reuse and development in the Sawdust District&sites identified in the Imagine Oshkosh
Plan
City staff is working on a Sawdust District Master Plan and acquires sites when opportunities present themselves.
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Objective 1.3
Continue to Develop infrastructure needed to support business and residential development % #
On Track 90.0 9
Owner,Alden Davis
Completed 10.0 1
Update provided by Kortney Jenks on Apr 10,201916:24:26
Strategies&Actions 1.3.2:Develop and implement plans to improve the city's main corridors
Oshkosh Ave.corridor has been planned as part of the Oshkosh Corporation Global Headquarter project. Construction schedule based on Tax
Increment Financing(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 1.3.3: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.
• Transload Terminal Aerials and Video
• Transload Terminal Press Release
• Transload Terminal Full Page Ad(September Issue of 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
• Attended the InDevelopment Conference to meet with regional developers
Strategies&Actions 1.3.4: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 city will review
WEDC's standards once they are released to study the potential of going through their program as well.
Strategies&Actions 1.3.6:Research potential of a residential subdivision development program
The City is continuing to research methods to encourage residential development with the help of Greater Oshkosh EDC.The City is also researching
more information on Mixed Use Tax Incremented Financing(TIF).This also aligns with the City Manager goals set by Council.Staff continues to
research alternatives for encouraging residential subdivision development.
Strategies&Actions 1.3.7:Create a Jackson/Oregon Corridor plan and begin implementation
City staff has developed on Research for Proposal(RFP)to choose a consultant for the plan.
Strategies&Actions 1.3.8:Implement one project per year for each corridor plan(Oshkosh Ave,South Park,9th)
Staff is meeting with the Sawdust District Master Planning Committee to identify improvements needed in the corridor.
Strategies&Actions 1.3.9:Create a Planned Development(PD)Zoning overlay and average one user per year of the city-owned rail transload
facility in the Southwest Industrial Park
The PD has been created and the city is working with businesses interested in locating near the transload terminal.
Strategies&Actions 1.3.10:Plan for industrial and business park expansions
The City continues to monitor available industrial and business park land to ensure there is enough to keep Oshkosh competitive in the market.
Strategies&Actions 1.3.11:Complete the feasibilityofa city-owned wetland bank
The City is working with the City of Neenah and a consultant on the feasibility of a wetland bank.
Strategies&Actions 1.3.12:Complete Lakeshore site public infrastructure improvements
City staff continues to work on the public infrastructure improvements needed to support Oshkosh Corporation and the park.
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Objective 1.5
Promote and Market the City of Oshkosh % #
On Track 100.0 4
Owner,Alden Davis
Update provided by Kortney Jenks on Apr 10,201916:27:38
Strategies&Actions 1.5.1:Market our transportation connections,i.e.:rail,airport and 1-41 connections
The City staff continuously market 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.EAAAirventure used as opportunity to
market Aviation Business park.
Strategies&Actions 1.5.2:Market the city-owned available lots in the industrial and business park,redevelopment areas,and scattered residential
sites
The City staff continuously market the city and Residential Development Authority(RDA)owned parcels for development.Partners with Greater
Oshkosh 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 CIR
Strategies&Actions 1.5.3:Support joint efforts to implement a quality of life marketing campaign with community partner to attract and retain
businesses and workers
City and Greater Oshkosh EDC partner to 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 new workers and businesses to the city.
Strategies&Actions 1.5.4:Support GO-EDC in implementing an aggressive marketing plan
The City works with GO-EDC on a regular basis to market the city using different methods including print,web-based,attending events,signage,etc.
Objective 1.6
Develop an Effective Economic Development Incentive Program % #
On Track 100.0 4
Owner:Alien Davis
Update provided by Kortney Jenks on Apr 10,201916:29:57
Strategies&Actions 1.6.1:Continue to promote and enhance the city's Revolving Loan Fund(RLF),Capital Catalyst and other capital sources and
measure private funds leveraged
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 was awarded additional WEDC funds for second round of start up and early stage development.
CHAMCO funds were also leveraged for this 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 are current.
Strategies&Actions 1.6.2: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 1.6.3:Research Economic Development incentives used by other communities in Wisconsin and nationwide
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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 1.6.4: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 for the Capital Catalyst Program(which Greater Oshkosh received)to encourage
smaller business owners and first time business owners to start a business in the city. 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 50.0 3
Owner.Dean Smith Contributor.Mike Stanley
� Completed 50.0 3
Update provided by Kortney Jenks on Apr 10,201917:32:11
Strategies&Actions 2.1.1:Produce Oshkosh Police Department(OPD)videos focused on our values
-1/8 Beyond the Badge episode filming
-1/11 Beyond the Badge aired.
-Completed Officer Dani Jo Burn's"Why I wear the badge"
-1/14 Police Recruitment Video Developed
-1/14 Police Recruitment Video posted
-2/20 K9 Instagram video Developed
-2/22 Sgt Heath Feavel"Why I wear the badge"
-3/2 Guns and Hoses Charity Game video
Strategies&Actions 2.1.2:Increase Police presence in Community through outreach efforts to schools,neighborhood associations,business'and
citizens
First Quarter:
-Arya Cares Family Bike Ride
-Thrivent Grants-Lakefront Manor,Winnebago County Veterans Services
-No Time for Crime Classes
-DARE classes
-Beyond the Badge Episodes
-Polar Plunge
-Guns and Hoses Charity Game
-Second Chance Presentations
-Bank Robbery/False Alarms presentations
-OPD honorary officer-Carey Swartz
-Job shadow-2 Marian Students
-Speaking at Marian University
-Stepping On Class for seniors
-Donation to Battle on the Bago
-Criminal Justice Advisory Board with Probation&Parole(P&P)meeting
-Ride alongs
-Coffee with a Cop
-Boots vs Badges-Herd Game
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-Welcome Home gifts to World Refugee Organization
-Officer Kate Mann continued to receive donations and work with community members/businesses regarding our successful"Santa's workshop"
-Neighborhood association meetings attended
-Attended City Council meetings
-7 OPD video related projects
-OPD mental health and wellness committee has been working with several local businesses to put on our events this year
-Members of Criminal Investigation Division(CID)and the Chief attended Damascus Roads grand opening
Strategies&Actions 2.1.3 Enact Internal Affairs(IA)reporting system
IAPro and Blue Team softwares are now being implemented.All staff has been trained on Blue Team software.
Strategies&Actions 2.1.4 Publish an OPDAnnual report to the community
Jody Riley and Tori Heidemann are in the finishing stages of completing the Annual Report for 2018.It is suspected to be complete in early April,
2019.
Strategies&Actions 2.1.5:Produce Annual Oshkosh Fire Department(OFD)performance report
2018 Annual report completed and sent for final printing.
Objective 2.2
Strengthen Relationships with Neighborhood Organizations and Diverse Community Groups oo #
On Track 66.67 2
Owner:Dean Smith Contributor.Mike Stanley
Completed 33.33 1
Update provided by Kortney Jenks on Apr 10,201917:34:34
Strategies&Actions 2.2.1:Improve outreach initiatives with neighborhood&diverse population groups
First Quarter:
-Officers and Kids Basketball game
-Guns and Hoses Charity Game
-Polar Plunge
-Beyond the Badge
-Second Chance school presentation by Officer Kate Mann
-Blessing bags created for OPD crossing guards
-Carey Swartz-honorary OPD officer
-No Time for Crime at elementary schools
-DARE
-Officer Kate Mann worked with the warming shelter
-Officer Kate Mann and Sgt Chris Gorte has been working with the world refugee organization
-Sgt Joe Framke has been working on Law Enforcement Enterprise Portal(LEEP)
-ReThink meeting
-Solutions recovery meeting
-Coffee with a Cop
-Criminal Justice Advisory board meeting
-Damascus Road grand opening,February 19
-Volleyball with the Boys and Girls Club
-Vice and Narcotics Unit(VNU)members partnered with 5-stones(5-stones is an organization that brings awareness to human trafficking in our
area)
-Ending Youth Exploitation Meeting
Strategies&Actions 2.2.3:Fire companies participate in one event per year with neighborhood groups in their response district
No events scheduled for 1st quarter 2019.
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Objective 2.3
Implement Strategies and Solutions for Community Risk Reduction % #
Status Pending 33.33 1
Owner:Dean Smith Contributor.Mike Stanley On Track 33.33 1
10 Completed 33.33 1
Update provided by Kortney Jenks on Apr 10,201916:38:39
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.
Our overall total currently is:57
Objective 2.4
Provide an appropriate level of Response to Emergencies % #
On Track 100.0 1
Owner:Dean Smith Contributor.Mike Stanley
Update provided by Kortney Jenks on Apr 10,201917:30:37
Strategies&Actions 2.4.1:Improve training related to Incident Command Structure(ICS)-work with Oshkosh Fire Department(OFD)
• On January 11,2019 Sgt.Matt Ziegler and Lt.Andy Lecker met with OFD to go over the new Active Shooter Incident Management(ASIM)
tabletop exercise equipment they recently purchased.A tabletop exercise will be set up for command staff in the near future.
• Eight members of the Oshkosh Police Department and four members of the Oshkosh Fire Department attended the Active Threat Integrated
Response Conference in Oshkosh on February 20-21,2019.
• On March 11th,2019 Sgt.Ziegler,members of Winnebago County Emergency Management and members of OFD met with area health care
providers to go over their disaster response plans and give feedback about how they could better prepare for emergencies.
Strategies&Actions 2.4.2:Have a staffing study and station usage study completed by an external evaluator
Matrix Consultants began staffing and station utilization study week of February 11,2019.Interviews conducted with department staff and other city
staff weeks of February 11-15 and February 18-22.Consultants also visit stations for initial review of department resources.
Objective 2.5
Improve the Communities Ability to Withstand and Recover from Disruptive Events % #
Status Pending 50.0 1
Owner:Dean Smith Contributor.Mike Stanley On Track 50.0 1
Update provided by Kortney Jenks on Apr 01,201918:56:28
Strategies&Actions 2.5.1:Conduct Civilian training for disruptive events
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• On January 7th Sgt.Matt Ziegler conducted a Civilian Response to Active Shooter training at Steinert Printing.Approximately 20 employees
attended.
• On January 11th Sgt.Ziegler met with staff at Oshkosh Media to help them better prepare and answer questions regarding intruders that
might enter their work areas.
• On January 17th Sgt.Ziegler gave two different Civilian Response to Active Shooter trainings at Franciscan Courts to approximately 75 staff
and volunteers.
• On February 6th,2019 Sgt.Ziegler gave a Civilian Response to Active Shooter training at the Boys and Girls Club.Approximately 15 staff
members were present.
• On March 15th,2019 Sgt.Ziegler gave a Civilian Response to Active Shooter training at Aegis Financial for about ten employees.
Objective 2.6
Continue to Improve Strategies to Address Substance Abuse in the Community oo #
On Track 80.0 4
Owner:Dean Smith Contributor.Mike Stanley
Completed 20.0 1
Update provided by Kortney Jenks on Apr 10,201917:37:32
Strategies&Actions 2.6.1:Continue participation in local county CIT and Drug&Alcohol Task Forces and Groups
Sgt Joe Framke has attended 3 monthly meetings for the Winnebago County Drug and Alcohol Coalition Steering Committee this year.
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 introduced Sgt.Brandon Ansel[who will replace Sgt.Framke in Spring of 2019.
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 said program.
Sgt.Framke is working on 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 Equity Recovery Services to develop an intake group for L.E.A.A.P.Sgt.Framke has provided training to P.R.I.S.M.(Peer-
based Response Information Support and Maintenance)which has included scenarios which included Ofc.Rukamp and role players.P.R.I.S.M.is
currently an active resource that officers can utilize 24/7.
Sgt.Framke has provided initial training to front desk personnel,patrol,criminal investigation division(CID)and school resource officer(SRO).Sgt.
Framke will be meeting with Lt.Lecker and Sgt.Ziegler to develop a training bulletin so the information can be sent out through Power 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 working with 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 or substance abuse.They are still working
with Sgt.Framke and anticipate being the intake group for L.E.A.A.P.
Page 11
Sgt.Framke has received approval from the city that Equity Recovery Services has adequate insurance coverage to act as L.E.A.A.R's Intake Group
Strategies&Actions 2.6.3:Continue to educate and reach out to schools,neighborhood associations,and citizens regarding substance abuse
All of the department's DARE officers are currently teaching classes.There are 366 DARE students right now.
Strategies&Actions 2.6.4:Provide de-identified data on substance abuse from ambulance response to Oshkosh Police Department(OPD)Quarterly
Report for entire year,including fourth quarter, generated and submitted to OPD.
Strategies&Actions 2.6.5:Continue participation in Fox Valley Heroin Task Force
Battalion Chief Hable continues participating in the Data Team reviewing studies and data to compile information to disseminate to the community
about drug use and abuse in the community and what we believe contributing factors are.
Objective 2.7 V
Improve Transportation Safety within Community % #
On Track 66.67 2
Owner.Dean Smith Contributor.Mike Stanley 40 Completed 33.33 1
Update provided by Kortney Jenks on Apr 01,201919:04:29
Strategies&Actions 2.7.1:Continue to educate citizens&visitors on traffic safety through education and enforcement efforts
-Sgt Chris Gorte attended the Winnebago County Traffic Safety meeting monthly.
-Captain Rebecca Kaiser attended three Traffic Review Advisory Board meetings.
-Officer Kate Mann has presented on"How to stop at a 4 way intersection."
Objective 2.8
Strengthen our Professional and Diverse Workforce within Public Safety % #
On Track 80.0 4
Owner:Dean Smith Contributor.Mike Stanley
® Completed 20.0 1
Update provided by Kortney Jenks on Apr 10,201917:50:07
Strategies&Actions 2.8.1:Complete the annual standard compliance for Commission on Accreditation for Law EnforcementAgencies(CALEA)
reaccreditation.
Lt.Andy Lecker manages the CALEA accreditation for the department.All of the department is working towards maintaining accreditation for the
2019 fiscal year.
Strategies&Actions 2.8.2:Strengthen our recruitment process for diversity
We ran a hiring process for Police Officer in the 1st quarter and 28%of the applicants reported as minorities.This is an increase from 10%minority
in the previous hiring process,and 19%minority one year ago at this time.
Strategies&Actions 2.8.3:Develop and implement a Strategic Plan for Recruiting for OFD
New Fire Department recruiting video completed February 2019.
Recruitment Strategies Committee meeting held with partners February 18,2019.Items discussed include Big Brothers/Big Sisters Group and
Explorer Post initiatives(tentative implementation fall 2019),enrollment options for students at FVTC interested in fire service career field,options
for finding candidates for hiring(purchasing additional candidate lists and/or lateral entry hiring),upcoming recruitment opportunities/career fairs,
and fire department sponsored seminars to support fire service candidates duringjob search.
Page 12
Objective 3.1
Enhance and Promote a Culture of Neighborhood oo #
On Track 80.0 4
Owner.Allen Davis
Completed 20.0 1
Update provided by Kortney Jenks on Apr 10,201917:54:56
Strategies&Actions 3.1.1:Provide technical assistance to Greater Oshkosh-Healthy Neighborhoods Initiative(GO-HNI) to support the creation and
maintenance of resident-led neighborhood associations
Sixteen neighborhood associations have been developed and city continues to support GO-HNI in their efforts.
Strategies&Actions 3.1.3:Promote neighborhood identities through marketing and strategic improvements within neighborhoods
City partners with GO-HNI to market the neighborhoods. GO-HNI activities include:website established,helped create marketing brochures for
individual neighborhood associations, and discussing partnering with other housing organizations on a Rock The Block project.
Strategies&Actions 3.1.5:Work with GO-HNI to educate municipal staff and community members/agencies on the importance of neighborhoods
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 at the Downtown Farmers Market, and Neighborhood Night Out in
August.
Strategies&Actions 3.1.6:Collaborate with the Oshkosh Health Neighborhood Alliance(OHNA)to support and advocate for neighborhood-based
service delivery and policy development
Staff is present at all Alliance meetings to present information on city policies,city plans,and city programs.The City partners with other Alliance
members on ongoing initiatives.
Objective 3.2
Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods oo #
On Track 100.0 4
Owner:Allen Davis
Update provided by Kortney Jenks on Apr 10,201917:56:54
Strategies&Actions 3.2.1:Collaborate with GO-HNI,Advocap,Habitat for Humanity,Housing Authority to implement neighborhood projects
Working on multiple projects with the above organizations.Rock the Block programming is in the planning phase for 2019 and 2020 projects-
Community Foundation,Habitat and GO HNI are all participants.
Strategies&Actions 3.2.2:Track resident volunteer hours with the goal of increasing social capital within neighborhoods
City and GO-HNI track volunteer hours.In 2018 there were 6,202 volunteer hours.
Strategies&Actions 3.2.3:Explore the development of a Residential Tax Increment Finance(TIF)Policy to promote(re)development within
neighborhoods
City is researching opportunities that may exist to utilize TIF in neighborhoods for redevelopment purposes.An example of this is the Morgan
District Tax Incremental District(TID)boundary area which includes residential homes adjacent to the proposed development.
Page 13
Strategies&Actions 3.2.4:Continue to promote and administer the"Great Neighborhoods Program"
Continue to promote and administer the"Great Neighborhoods Program."Applications are due June 3,2019. Applications will be under review in
June and July,with action by Council to award the grants.
Objective 3.3
Build Awareness for Neighborhood Development oo #
On Track 80.0 4
Owner.,Alien Davis
� Completed 20.0 1
Update provided by Kortney Jenks on Apr 02,201916:29:01
Strategies&Actions 3.3.1:Promote"Our Neighborhoods Engage(ONE)"Oshkosh city-wide through community outreach&marketing
City continues to market the program.
Strategies&Actions 3.3.3:Complete a"Confidence in the Community"Survey to benchmark resident confidence with neighborhood development
Survey has been completed and results are being used for benchmarking.
Strategies&Actions 3.3.4:Educate real estate community and community members of available neighborhood programs and activities
This is an ongoing activity,that includes presentations at various civic organizations,neighborhood groups,and the general public.Additionally info
was distributed at the State of the City event and explained some of what we do there. Staff has also explained the housing programs to individual
realty,lending,and title company representatives as the opportunity arises.
Strategies&Actions 3.3.5:Market and promote implementation activities of existing neighborhood plans.One project per year per Neighborhood
Plan.
Staff attends monthly Greater Oshkosh Healthy Neighborhood Alliance meetings to educate and learn from neighborhood representatives.Staff will
start preparing 2020 CIP projects for neighborhoods(blight removal,public improvements)and Healthy Neighborhood CIP funding programs
applications are due June 3,2019.
Strategies&Actions 3.3.6:Identify successes in neighborhood revitalization and apply those in more areas of the city
Some examples of success stories include:Rock the Block,William Waters Plaza,and the Great Neighborhoods Program grants that enhance public
areas in neighborhoods.
Objective 3.4
Increase Owner Investment and Maintenance of Properties oo #
Status Pending 20.0 1
Owner:Allen Davis On Track 80.0 4
Update provided by Kortney Jenks on Apr 02,201916:47:54
Strategies&Actions 3.4.1: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 and 5 of those groups have plans.
Strategies&Actions 3.4.2:Develop education campaign to increase awareness of existing municipal codes
Staff continues to educate the public on the city's zoning codes.
Strategies&Actions 3.4.3:Continue to conduct proactive property maintenance inspections city-wide
Page 14
In Q1 of 2019,there were 412 cases with 78%of those being back into compliance under 30 days.
Strategies&Actions 3.4.4:Develop and administer targeted Micro-Grant Program
Has been created and is being marketed.
Strategies&Actions 3.4.5:Research the feasibility of developing a code compliance loan or grant program to work with property owners that can't
secure traditional rehabilitation financing
Staff continues to research the feasibility of this type of loan/grant program.
Objective 3.5
Establish City Inter-Departmental Team to support ONE Oshkosh % #
On Track 50.0 2
Owner,Alden Davis
Completed 50.0 2
Update provided by Kortney Jenks on Apr 02,201916:48:13
Strategies&Actions 3.5.3:Support implementation of approved neighborhood plans by accomplishing one project per year per neighborhood
association
Continuously implementing approved neighborhood plans-Middle Village,Millers Bay, Stevens Park,River East,and Menominee South.
Conversations are being held with other neighborhoods who are considering plans.
Strategies&Actions 3.5.4:Ongoing update of a neighborhood report card program
City completed a report card program for 2018 and was showcased at the State of the City.Will continue for 2019.
Objective 3.6
Increase Quality and Diversity of Housing Stock oo #
On Track 100.0 5
Owner.,Alien Davis
Update provided by Kortney Jenks on Apr 02,201916:48:36
Strategies&Actions 3.6.1:Collaborate with ONE Oshkosh partners to originate housing projects
Working on multiple projects with other housing organizations to develop affordable housing in neighborhoods including:
ADVOCAP-YouthBuild completed new construction house project in Middle Village,2nd project in planning stages.
Housing Authority-Waite Rug Factory rehabilitation using CDBG-RLF funding
Habitat-Identify possible lots for house construction projects in 2019.
GO-HNI-Completed Bowen Street rehab,search for another rehab project.
Working with OACF,GOHNI and Habitat to organize 5 Rock the Block events for the next 3 years.
Strategies&Actions 3.6.2:Update Comprehensive Plan to identify areas of appropriate residential density city-wide
Worked with East Central Wisconsin Regional Planning Commission on updating the city's Comprehensive Plan that included recommendations on
density.The plan was adopted in October of 2018.
Strategies&Actions 3.6.3:Update targeted blight elimination process and program
Page 15
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 3.6.4:Continue to provide architectural services program to enhance improvements to residential properties(60%completed)
Recently,a city staff person has been hired with an architectural and design background and is completing more reviews.
Strategies&Actions 3.6.5:Promote available residential city-owned properties for(re)development
City markets properties for redevelopment on multiple media platforms including: DevelopOshkosh and Zillow,contacts with neighbors,and lot
signage.
Objective 4.1
Improve Our Streets,Transit,Bike,Pedestrian and Public Utilities oo #
On Track 40.0 2
Owner:James Rabe Contributors:Jim Collins and Allen Davis i�vCompleted 60.0 3
Update provided by Kortney Jenks on Apr 01,201919:12:51
Strategies&Actions 4.1.5:Annually update and implement 5 year Capital Improvement Plan(CIP)projects
2019 CIP approved by Council. Project plans being developed and bid.
Strategies&Actions 4.1.6:Incorporate complete streets principles when and where its feasible
Each street is reviewed during design for feasibility.
Objective 4.2
Improve Our Storm Water Management % #
On Track 100.0 3
Owner:James Rabe
Update provided by Kortney Jenks on Apr 10,201917:58:23
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.
Strategies&Actions 4.2.3:Complete planning study to develop a plan with requirements of Total Maximum Daily Load(TMDL)
Preparing grant application for completion of water quality study update.
Objective 4.3
Execute Our Clear Water Initiatives % #
On Track 100.0 4
Owner:James Rabe
Page 16
Update provided by Kortney Jenks on Apr 01,2019 20:36:36
Strategies&Actions 4.3.2:Identify a range ofpolicies to address private clear water inflow and infiltration into the sanitary sewer system
Additional private property policies will be necessary for repairing laterals and removing cross connections.
Strategies&Actions 4.3.3:Educate community leaders and public aboutsources of clear water in the sanitary sewer system
Information is provided in the State ofthe City each year. Letters are sent out in conjunction with construction projects.
This educational campaign will be a continual effort,with no real completion date.
Strategies&Actions 4.3.4:Reduce cross connections to the sanitary sewer system
This is an ongoing strategy that does not have a defined completion date. 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.
Strategies&Actions 4.3.5:Continue to address clear water inflow and infiltration whenever it is discovered
This is an ongoing strategy that does not have a defined completion date. 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
L
Improve Our City Buildings and Improve Energy Efficiency % #
10 On Track 75.0 3
Owner.Jim Collins Contributor.John Fitzpatrick 40 Completed 25.0 1
Update provided by Kortney Jenks on Apr 10,201917:59:42
Strategies&Actions 4.4.2:Improve the efficiency of our buildings and equipment
Reviewed proposals and negotiating contract with FGM for study.
Strategies&Actions 4.4.4:Implement parking lot replacement&maintenance schedule from 2014 Parking Lot Pavement study
Working on bidding convention center north parking lot
Objective 4.5
Update and Maintain Our City Equipment % #
On Track 100.0 3
Owner:James Rabe Contributors:Jim Collins and John Fitzpatrick
Update provided by Kortney Jenks on Apr 01,201919:14:13
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 infrastructure
Continuing to execute life-cycle replacement of desktop,laptops,server&mobile data computers.Evaluating newer technology for public safety to
increase effectiveness and efficiency.
Strategies&Actions 4.5.3:Evaluate equipment replacement&maintenance schedules for fleet vehicles
Page 17
Central Garage monitors fleet maintenance and recommends replacement based upon maintenance costs,expected service plan and long range
plans.
Objective 4.6
Update and Maintain Our City Technology oo #
On Track 100.0 3
Owner.John Fitzpatrick Contributor.Dean Smith
Update provided by Kortney Jenks on Mar 21,201914:42:01
Strategies&Actions 4.6.1:Implementation a single time and attendance scheduling system for all departments
We will be implementing Tyler Technologies ExecuTime Time&Attendance for all general,civilian&non-sworn employees.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 4.6.2:Continue implementation of Enterprise Resource Program(ERP)(2016-2020)
Continuing the implementation of the utility billing module of the ERP,while planning the migration to monthly billing.Also,working on the
implementation of the special assessments module to go live simultaneously with utility billing.Beginning the preliminary phases of real estate and
personal property tax billing modules,to go live by the end of the year.
Strategies&Actions 4.6.3:Optimize,standardize and expand Geographic Information System(GIS)functionality
Continued the management of quality creation/scanning/indexing of historic documents from engineering/streets&water distribution.Also,
providing data analysis for city departments to support the city's quality of life analysis.Expanding the use of the Survey123 mobile application for
field GIS data collection.Collaborated with Winnebago County for additional GIS data sharing.
Objective 5.1
Update Comprehensive Outdoor Recreation Plan(CORP) % #
On Track 16.67 1
Owner:Ray Maurer
Completed 83.33 5
Update provided by Kortney Jenks on Apr 01,201919:15:35
Strategies&Actions 5.1.1:Implement top priority projects in CORP and individual park master plans
Projects that were funded in the 2019 CIP are currently in process as noted here:
Little Oshkosh Playground Replacement-staff and the consultant,Play By Design,conducted Design Days on March 20&21 at the Boys and Girls
Club and Webster Stanley Elementary School. The conceptual design is being drafted and anticipated it will be shared with the Advisory Parks
Board and the public on April 8,2019.
Westhaven Park restroom update-the interior of the restroom has been demolished and architect has been hired to assist with design and bid
specs. Currently in design phase with bidding anticipated this spring.
Stoegbauer Park play equipment replacement-the preferred design was chosen by the neighborhood association and approved by the Common
Council. Removal of the existing play equipment is scheduled for April 25th and installation of the new equipment is scheduled for May,2019.
Oaks Trail repaving-city engineering staff is currently working on design and any necessary permits. Project is on schedule for completion this
summer/fall.
Bowen Street Fishing dock renovation-donations being solicited and material list being compiled.
Page 18
Park Master Plan for Lakeshore Park-the consultant was recently hired by the city and the kickoff meeting with city staff is scheduled for April 2nd.
Objective 5.2
Implement 2018-2020 Parks Strategic Plan % #
Status Pending 60.0 3
Owner:Ray Maurer On Track 40.0 2
Update provided by Kortney Jenks on Apr 02,201915:20:22
Strategies&Actions 5.2.1:Improve planning processes and assessment
Strategies&Actions:Create a strategic plan and follow-up action items
-Keep department working together toward common goals
-Working top/down as a team
Strategies&Actions:Develop Key Performance Indicators
Completed
Strategies&Actions:Improve our advanced project planning processes
-Train key staff on project management skills
Strategies&Actions:Improve our ability to facilitate multiple projects
-Prioritize all department projects in December/January
Strategies&Actions:Improve communication on progress of plans
-Implement quarterly department meetings to update staff on projects and operations status
-Communicate project prioritization and status weekly
Strategies&Actions:Develop maintenance tracking and staffing process
Continue to work with IT to improve upon the system.Plan to be completed by August 1,2019
Strategies&Actions 5.2.4:Enhance,improve and expand special events and programs
Offered two winter movies and a St.Patty's Day Bingo event in Winter2018/2019
Increase winter events
Develop partnerships to provide additional winter events
Objective 5.3
Continue to Develop River Walk"Focus on the Water" % #
Completed 100.0 1
Owner Allen Davis
Page 19
Update provided by Kortney Jenks on Apr 10,201918:00:42
City has applied for a grants from WisDNR to obtain funding for a riverwalk segment each year,with 2017 funded,2018 pending. The City was
successful in obtaining about$800,000 in 2017. As a result,the Jeldwen/Morgan District riverwalk construction has been completed a year early,
and approximately$1,000,000 under budget.
Objective 5.4
Enhance the Museum's Capacity to Recognize,Preserve,and Interpret the History of Our Community % #
On Track 100.0 4
Owner:Brad Larson
Update provided by Kortney Jenks on Apr 01,201919:45:22
Strategies&Actions 5.4.1:Create the next generation of long-term exhibitions,connecting them with core curriculum
The 2019 CIP includes funding for the conceptual design phase for a"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 year to 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&Actions 5.4.2:Develop and enhance publications&projects on community history
Museum Archival photographic resources were used as part of the Oshkosh Public Library's new Washington Avenue multimedia walking tour,
which launches on June 1,2019.Library staff were able to access Museum historic photograph collection through Past Perfect online,and helps
illustrate how Museum collections can be used in diverse ways.
Strategies&Actions 5.4.3: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 5.4.4:Enhance and accelerate collections care&management
The Museum reached 18,000 high quality scans of historic photographs in Past Perfect Online on January 2,2019.This program enables people to
search the historic photo collection and place orders for reprints.The photographic collection contains more than 70,000 images.
Objective 5.5
Make Progress Toward the Library's Vision of"A Library in Every Life" oo #
On Track 100.0 4
Owner.Jeff Gilderson-Duwe
Update provided by Kortney Jenks on Apr 01,201919:12:26
Strategies&Actions 5.5.1:Put a library card in every citizen's hand
Project:Double the number of schools participating in"Sky Hero League"first grade student outreach program in 2018-2019 school year.Latest
Progress:Participation has doubled to eight schools.Next step:Work with school media specialists to help get additional first grade teachers
interested in participating.
Project:Run the"Libraries Build Strong Communities"National Library Week promotion in April 2018.Expand partnerships with area business to
highlight the benefits of having a library card;Status:Planning in progress for April 2019.
Strategies&Actions 5.5.2:Be recognized as a downtown anchor destination
Page 20
Project:Graphics/Animation/STEAM:Digital creation space;Status:Done/ongoing;Latest Progress:Public programs underway for use of new 3D
printing equipment;experimenting with open lab hours and opportunities to reserve space for projects.
Project:Develop themed,attractive,interactive installation/activities in the children's area;Latest progress:Explorers Grove interactive reading and
play space opened to the public in January 2019.
Objective 5.6
Establish a Long-Term Funding Strategy to Support and Improve Arts and Culture % #
On Track 100.0 3
Owner:Jahn Fitzpatrick
Update provided by Kortney Jenks on Apr 10,201918:05:44
Strategies&Actions 5.5.2:Investigate Alternative funding models for long term support of quality of life institutions
Ongoing efforts by Parks,Library and Museum to develop their respective long range plans.Projects not funded specifically in 2019-2023 CIP will be
subject to funding based on favorable economic condition in City's long range debt management plan.
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 for future 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.
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 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.
Objective 6.1
Recruit,Retain,Engage,Recognize and Develop Employees and Future Leaders % #
On Track 100.0 3
Owner.John Fitzpatrick Contributor.Dean Smith
Update provided by Kortney Jenks on Apr 17,2019 15:18:54
Strategies&Actions 6.1.1:Analyze compensation issues to maximize staffing opportunities
The Human Resources Division assisted the Engineering Division with reorganizing for greater efficiency which also allowed for the opportunity to
create Engineering Tech job family.
Strategies&Actions 6.1.2:Implement Employee Education Program
No update
Strategies&Actions 6.1.3:Develop and implement our diversity and inclusion program
Page 21
Diversity and Inclusion program planning currently underway.Implementation and training forstaffto take place in 2019.
Objective 6.2
Increase Varied Programming to Support Organizational Development % #
On Track 100.0 2
Owner:John Fitzpatrick
Update provided by Kortney Jenks on Apr 18,201915:10:50
Strategies&Actions 6.2.1:Provide training for advancement within the city
No update
Strategies&Actions 6.2.2:Conduct supervisory training quarterly
No update
Objective 6.3
Maximize Our Financial Position Based On Our Capabilities and Limitations % #
On Track 66.67 2
Owner:Trena Larson
® Completed 33.33 1
Update provided by Kortney Jenks on Apr 10,201918:10:41
Strategies&Actions 6.3.1:Execute the plan to maintain the city's general obligation debt below 70%of our statutory limit
The City is currently beginning our 2019 General Obligation borrowing.Staffwill incorporate this borrowing into our current model and evaluate the
possible inclusion of any purposed projects which have been assigned into favorable economic conditions(FEC)in the 2019 CIR In addition,staff
will be bringing forward an updated model/strategy for the Council to advice on the direction of the City's available debt capacity.
Strategies&Actions 6.3.2:Research and analyze multi-year budget option
Finance is currently awaiting the release of the State's bi-annual budget and any possible outcomes which would directly related to City Revenues
and/or expense limitations which may be set in this budget cycle.This release will help the City determine any volatility and impact directly on the
City's 2020 and 2021 budget which impact the effectiveness of a multi-year budget.
Objective 6.4
Improve Our Internal and External Communication Systems % #
On Track 58.33 7
Owner.John Fitzpatrick Contributor.Dean Smith Completed 41.67 5
Update provided by Kortney Jenks on Apr 10,201918:24:22
Strategies&Actions 6.4.1:Facilitate communications with,and feedback from,employees
Through Committee work with the Wellness&Employee Recognition Committees and Virtual Meeting the Human Resources Division improved
communication to employees.Examples of this includes:
Page 22
• Recognized 4th Quarter&Employee of the Year Recipients
• Held 4 Lunch&Learns January to March on a variety of different topics
•
Hosted 1st Quarter Virtual Meeting April 3,2019
Strategies&Actions 6.4.2:Encourage Annual Departmental Council Member Tour/Orientation
No update
Strategies&Actions 6.4.3:Encourage at least one departmentally hosted open house annually (0%completed)
The Transportation Department will be hosting the 2019 open house in September.Exact date to be determined.
Strategies&Actions 6.4.4:Facilitate PublicAwareness of City Services and Value
City staff are currently working on entering performance measure data into the Envisio system and developing Public Dashboards for the City.
Public Dashboards will display the strategic plan and key performance indicators.
Oshkosh Media Services is continuously working with City departments to provide insight to the organization.
• During 1st Quarter they completed a Recruitment video for the Fire Department,Beyond the Badge,Go Transit:How to Ride the Bus in
addition to other various projects.
Objective 6.5
Align Internal Department Action Plans to Strategic Plan % #
On Track 100.0 1
Owner.John Fitzpatrick Contributor.Dean Smith
Update provided by Kortney Jenks on Apr 17,2019 15:32:17
Strategies&Actions 6.5.1:Assess Departmental plans and plans for future development&or integration
The Parks Department plan was recently integrated into the Envisio System.
Objective 6.6
Align Employee Performance to Department Plans % #
Completed 100.0 3
Owner.John Fitzpatrick Contributor.Dean Smith
Update provided by Kortney Jenks on Apr 10,201918:11:58
Strategies&Actions 6.6.2:Improve employee's understanding of role in achieving plan initiatives
Page 23
Through the addition of Supervisor Performance Evaluation training,supervisors understand how to better communicate with their employees on
how their positions and job duties align with the completion of the City's strategic goals.Additionally supervisors continue to become more
involved in the strategic planning process.
Strategies&Actions 6.6.3:Educate supervisors/managers on employee evaluation process&purpose
Each year supervisors are provided Supervisor Performance Evaluation Training which provides them with the knowledge and skills needed to
provide a well thought out evaluation to their employees.
Objective 6.7
Implement/Improve Our Performance and Outcome Measures % #
On Track 100.0 3
Owner.John Fitzpatrick Contributor.Dean Smith
Update provided by Kortney Jenks on Apr 10,201918:12:15
Strategies&Actions 6.6.1 Evaluate benchmark opportunities functionality and geographically
Once public dashboard is made available to the public,next step is to evaluate benchmark opportunities with other municipalities of similar size
and geographic location.
Strategies&Actions 6.6.2:Build Management Skills to Evaluate and Utilize Performance Measures
Public&Department scorecards will be assembled once all first quarter data has been entered.Once the Public Dashboard is made available to the
Public training will take place for Department Heads and supervisors on the Performance Measures/metrics.
Strategies&Actions 6.6.3:Deliver performance measure/metrics training to department heads and supervisors
Public&Department scorecards will be assembled once all first quarter data has been entered.Once the Public Dashboard is made available to the
Public training will take place for Department Heads and supervisors on the Performance Measures/metrics.
Objective 6.8
Enhance Local Engagement with State Legislators to Increase Local Control oo #
On Track 100.0 2
Owner:John Fitzpatrick
Update provided by Kortney Jenks on Apr 17,2019 15:18:04
Strategies&Actions 6.8.1:Conduct regular meetings between Council,staff and state legislators regarding issues of mutual interest
Meeting took place at the Oshkosh Fire Department on February 25,2019 with Council Members,City Manager Rohloff and City Staff.The next
proposed meeting to take place after the State budget is approved.
Strategies&Actions 6.8.2:Participate with the League of Wisconsin Municipalities&similar groups to impact public policy at the State level
Staff and Council remain heavily engaged in with League on variety of legislative issues that are priorities for both League of Wisconsin
Municipalities(LWM)and City.Issuesjointly addressed include Dark Store Reform,2019-2020 State Budget,Personal Property Tax Exemption for
Machinery and the Expenditure Restraint Program.
Page 24
Objective 6.9
Strengthen Partnerships and Collaboration in Diverse Community Groups(Public/Private) % #
On Track 100.0 3
Owner;John Fiupatrick
Update provided by Kortney Jenks on Apr 17,2019 15:22:11
Strategies&Actions 6.9.1:Identify potential new partners for collaboration and analyze how to strengthen current partnerships
Oshkosh Community Success Coalition Strategic Planning-Efforts focused on diversity and inclusion are being researched as part of retention
projects.
Strategies&Actions 6.9.2:Educate citizens on availability of services through community partners
The Annual State of the City took place on March 18,2019.This event allows the opportunity for citizens to talk with the Mayor,Council and
Departments and local community partners about what is occurring in the City of Oshkosh.
Strategies&Actions 6.9.3:Incorporate Diversity and Inclusion into our decision-making processes
Diversity and Inclusion planning currently underway.Implementation and training for staff to take place in 2019.
Page 25