The URL can be used to link to this page

Home My WebLink About2015-2016City of Oshkosh City of Oshkosh 2015-16 Strategic Plan Citizens of Oshkosh, On behalf of the Oshkosh Common Council, it is with great pride that I present to you the 2015-2016 Strategic Plan. This document represents the collective efforts of City leadership in developing a unified plan that will pave the way for Oshkosh to become one of Wisconsin’s premiere communities. The plan identifies the following key strategic initiatives that will help facilitate the City’s journey toward excellence: Support Economic Development Continue to Strengthen Our Neighborhoods Improve and Maintain Our Infrastructure Improve Our Quality of Life Assets Develop an Effective, High Performing Government With the fulfillment of each of these initiatives, we will be better prepared to respond to an evolving environment, while meeting the needs of our citizenry. The development of each of these initiatives were the result of input from citizens and other important stakeholders received through various means such as community studies and surveys. This plan also reaffirms the City’s commitment to the guiding principles that were created during previous planning sessions. A Can Do Spirit and promise to be Accountable, Transparent, Engaging, Economical, Responsive, Innovative and Equitable continues to guide our actions as stewards of the City to ensure that the most positive experience possible is enjoyed by our customers. These principles establish our commitments and affirm that we will: Serve the public with a confident can-do spirit Hold ourselves to the highest standards with a dedication to preserving the public’s trust Provide the public with information on our actions and decisions Actively pursue citizen involvement throughout the decision making process Act in a fiscally responsible manner on behalf of our citizens Respond to citizen requests equitably and fairly in a timely, informative and through manner Take a prudent and creative approach to problem solving Strive to achieve equity in the allocation of community resources I thank everyone who has been involved in the development of this plan, as well as those who will be responsible for implementing it. Sincerely, Mark A. Rohloff City Manager City of Oshkosh Community Profile The City of Oshkosh, population 66,000, is an award-winning community in the heart of the Fox River Valley, about ninety miles north of Milwaukee and fifty miles south of Green Bay. Oshkosh is a progressive and participative community that offers small-town friendliness with big city features and a high quality of life for people of all ages and interests. The City encompasses 24 square miles and is the largest municipality in Winnebago County. Oshkosh is served by US Highways 41 and 45 and State Highways 21, 44, and 76, Wittman Regional Airport, the Outagamie County Regional Airport (20 miles), and General Mitchell International Airport (80 Miles). Oshkosh is a great place to live as a result of an excellent school system, outstanding health care facilities, and abundant entertainment opportunities, a low cost of living, a clean environment, and much more. The attributes of Oshkosh include its parks, galleries, nationally accredited museums, golf courses, entertainment venues, festivals, and activities that make Oshkosh a haven for anyone interested in combining city life with the benefits of a small town. Oshkosh and the surrounding area boast an abundance of sights and sounds for residents and visitors to discover and enjoy. The city is on the western shore of Lake Winnebago (217 square miles) and banked by the Fox River and Lake Butte des Morts (8,800 acres). Oshkosh has been ranked in Money Magazine’s “Top 100 Best Places to Live in the United States”, in 2009 Business Week ranked Oshkosh as “The Best Place in Wisconsin to Raise Kids” and the Oshkosh metro area was named one of the “50 Smart Places to Live” in the United States by Kiplinger’s Personal Finance in June of 2006. Rankings were based upon the amount and quality of affordable housing, a reasonable cost of living, quality of life, access to health care, and a strong economy. Wisconsin has some of the safest metro areas in the U.S. according to the 13th annual Safest City and Metropolitan Area Awards compiled by Morgan Quitno Press. The Oshkosh-Neenah MSA also was named a 2007 5-star Quality of Life Metropolitan area by Expansion Management. Quality of life factors considered when compiling the list include affordable housing, good public schools, and median income. Oshkosh has a rich history. While the fur trade brought the first European settlers to this area as early as 1818, the establishment and growth of the lumber industry after the Civil War fueled the development of Oshkosh. The structures which now make up the city’s historic areas are a result of the capital and materials generated by the lumber and associated wood manufacturing industries. When Oshkosh was formally incorporated in 1853, it had already been designated the county seat and had a population of nearly 2,800. The 1859 arrival of rail transportation provided an important opportunity to meet the demands of a larger and rapidly growing construction market. By 1870, Oshkosh had become third largest city in the state with a population of over 12,000. In addition to providing capital and materials for construction of buildings now considered historic, the lumber industry was associated with entrepreneurs and businessmen who made significant contributions to the community, politics and philanthropic organizations. Availability of materials and capital, along with the devastating downtown fires in the mid 1870s, created opportunities for architects to produce a range of well-designed buildings for residential, commercial, civic and religious use. Oshkosh has a strong tradition of education and offers one of the finest school systems in the nation. The schools, both public and private, offer a variety of educational programs. Oshkosh was one of the seven cities in Wisconsin on a list of the top 25 school districts in the country, according to the July 2006 issue of Corporate Report Wisconsin. Public schools in Oshkosh include fifteen elementary schools, five middle schools, two high schools, and four charter schools with nearly 10,300 students. In addition, the private schools have an enrollment just over 1,000 students. Fox Valley Technical College, headquartered in Appleton, has two locations in Oshkosh and is constructing a third. The University of Wisconsin Oshkosh is the third largest university in the state, with a total enrollment of more than 13,000 students. With 1,400 graduate students, UW Oshkosh has the largest graduate program of the eleven comprehensive universities in the UW System. The University’s 74 associate, baccalaureate and master’s degree programs are organized within four outstanding colleges; Business Administration, Education and Human Services, Letters and Sciences, and Nursing. The University, founded in 1871, serves as an arts and cultural center for 1.2 million citizens of northeast Wisconsin, and its NCAA Division III athletic program is among the very best in the nation. Oshkosh has two hospitals newly built since 2000, Mercy Medical Center and Aurora Medical Center, with over 200 beds. There are five clinics in the community and 180 physicians/nurse practitioners. There are 29 community parks and natural resource areas, several golf courses, four museums/galleries, a library, movie theater and numerous marinas and boat landings. Attractions include the Experimental Aircraft Association (EAA), the Grand Opera House, Leach Amphitheater, Menominee Park and Zoo, Military Veterans Museum, Morgan House, Opera House Square, Oshkosh Public Museum, Paine Art Center and Gardens, Pollack Community Water Park, and the Oshkosh Public Library. Oshkosh is a state leader in regard to hosting annual events including several Professional Fishing Tournaments, Brews & Blues, Celebration of Lights, Country USA Concert, Faire on the Green, EAA Air Venture Oshkosh, Miss Wisconsin Pageant, Irishfest, Octoberfest, U.S. Open Volleyball Tournament, Otter Street Fisheree, Sawdust Days, Inland lake Yachting Association Regatta, Lifest Christian Music Festival and Waterfest Summer Concert Series. I. SUPPORT ECONOMIC DEVELOPMENT I.A Identify / Develop Funding Sources I.B Partner with Existing Businesses and Stakeholders I.C Continue to Facilitate the Process for Businesses/Developers I.D Measure Our Economic Development Success I.E Develop Targeted Economic Development Plans I.F Complete Specific Economic Development Projects III. IMPROVE AND MAINTAIN OUR INFRASTRUCTURE III.A Improve Our Streets , Transit, Bike and Pedestrian Infrastructure II. CONTINUE TO STRENGTHEN OUR NEIGHBORHOODS II.A Create and Sustain a Culture of Neighborhood II.B Realign, Update, and Enforce Zoning II.C Promote and Develop Public / Private Partnerships II.D Increase & Encourage Owner Occupancy / Owner Investment in Property II.E Enhance Crime Prevention Measures II.F Identify Funding Sources CITY OF OSHKOSH 2015-2016 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a September, 2014 EX T E R N A L P R I O R I T Y G O A L S III.A Improve Our Streets , Transit, Bike and Pedestrian Infrastructure III.B Improve Our Storm Water Management and Execute Our Clear Water Removal Initiatives III.C Improve Our City Buildings III.D Manage Our City Equipment IV. IMPROVE OUR QUALITY OF LIFE ASSETS IV.A Continue to Develop River Walk IV.B Update Existing Quality of Life Asset Plans IV.C Implement Top Priority Projects in Plans IV.D Implement Special Event Coordination/Management IV.E Promote and Develop Partnerships to Fund Quality of Life Assets IV.F Preserve and Protect City’s Natural Resources 1.Can Do Spirit: Serve the public with a confident can-do spirit 2. Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3. Transparent: Provide the public with information on our actions and decisions 4. Engaging: Actively pursue citizen involvement throughout the decision making process 5. Economical:Act in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners – Businesses and Homeowners •Potential Owners – Business and Homeowners •Frontline Employees •City Leadership V. DEVELOP AN EFFECTIVE, HIGH PERFORMING GOVERNMENT V.A Strengthen Our Financial Position and Capabilities V.B Improve Employee Engagement V.C Develop a Performance Culture V.D Engage and Educate Citizens. Market the City and Communicate Value EX T E R N A L P R I O R I T Y G O A L S IN T E R N A L PR I O R I T Y G O A L S 1 CITY OF OSHKOSH 2015-2016 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a EXTERNAL Priority Goals Objectives - WHAT Strategies / Tactics -HOW I. SUPPORT ECONOMIC I.A Identify / Develop Funding Sources Staff Owner: Community Development Identify Federal, State, Regional, County, and Local Public and Private Funding Options Establish Revolving Loan Fund Develop Financial Assistance Package and Starting a Business in Oshkosh Kit Determine Funding and Staffing for Economic Development Through Public and /or Private Partnerships (GOEDC) I.C Continue to Facilitate the Process for Businesses / Developers Staff Owner: Community Development Public Works Develop a Plan that Centralizes Economic Development for the City of Oshkosh Determine Optimal Economic Development Structure (Q4 12) Provide a Single Point of Contact / Expediter Service for Potential Business and Developers Rethink role of BID(s) and/or Associations in Downtown Development Streamline Development Plan Review and Approval Process Streamline Permitting Process I.B Partner with Existing Businesses and Stakeholders Staff Owner: Community Development GOEDC Identify Partnership Opportunities Identify Best Fit with Existing Businesses and Target industries Develop Joint Marketing / Sales Program to Targets Oshkosh, UW-O, FVTC, OASD, Chamber, CVB, OACF, Chamco Assist Local Bus. w/ Stay, Expand, Growth Plans Support GOEDC with money and Staff (GOEDC) City Partnership with BR&E Program Complete Business Retention Calls September, 2014 1.Can Do Spirit: Serve the public with a confident can-do spirit 2. Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3. Transparent: Provide the public with information on our actions and decisions 4. Engaging: Actively pursue citizen involvement throughout the decision making process 5. Economical:Act in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners – Businesses and Homeowners •Potential Owners – Business and Homeowners •Frontline Employees •City Leadership ECONOMIC DEVELOPMENT I.E Develop Targeted Economic Development Plans Staff Owner: Community Development Create and Execute City Wide Economic Development Plan Meld city economic development interface with GOEDC strategic plan Market Segmentation (Ind., Comm / Retail / Service) Identify Regional Competitive Advantages Create Marketing Plan Identify Major Stakeholders Identify and Explore Financing Options Specific goals/deliverables Measurement, accountability and revise as needed Budget – five year Develop 10 Year Plan for North and South Side of Downtown / New Central City Plan Streamline Permitting Process I.D Measure Our Economic Development Success Staff Owner: Community Development Develop a Set of Metrics / Scoreboard that can Monitor the Progress of the City's Investment in Economic Development I.F Complete Specific Economic Dev. Projects Staff Owner: Community Development Work with Stakeholders to Remove Buckstaff Building and Develop Plans for Reuse Work with Pioneer Owners to Remove Code Violations and Assist in Any Redevelopment Plans Help Move JELD WEN Project Forward Help Launch UW-O Accelerator/Aviation Business Park 2 II. CONTINUE TO STRENGTHEN II.C Promote and Develop Public / Private Partnerships Staff Owner: Community Development Update and Implement revised Zoning Regulations and Codes Redefine Zoning Codes to Match Neighborhood Identities and Needs Assess Zoning Regulations for Historical District Create Proper Buffers Between Residential and Commercial Development Strengthen Rental Regulations Create a Rental Registration and Inspection Program Aggressively Pursue Enforcement of Code Regulations Pertaining to Property Owners Review Staffing for Code Enforcement-Nuisance Abatement II.A Create and Sustain a Culture of Neighborhood Staff Owner(s): Community Development, Police Department Establish Neighborhood Identities Develop Neighborhood Plans Create a Neighborhood Report Card Program Nurture and Support Neighborhood Leadership Partner w/ NeighborWorks, Advocap, Habitat, Landlords, Housing Authority/ UW-O Jointly Develop Neighborhood Development Plans to Targeted Neighborhood Associations Form Neighborhood Commission of Members of Neighborhood Associations Identify Successes in Neighborhood Revitalization and Replicate in Other Neighborhoods Move Toward Organization Wide Neighborhood Based Service Delivery II.B Realign, Update and Enforce Zoning Staff Owner: Community Development EXTERNAL Priority Goals Objectives - WHAT Strategies / Tactics -HOW CITY OF OSHKOSH 2015-2016 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a September, 2014 STRENGTHEN OUR NEIGHBORHOODS Development II.D Increase & Encourage Owner Occupancy / Owner Investment in Property Staff Owner: Community Development Move Toward Organization Wide Neighborhood Based Service Delivery Model Continue Collaborative Effort with the Police Reporting Area Officers and Community Development Personnel in Establishing Neighborhood Identities II.E Enhance Crime Prevention Measures Staff Owner(s): Police Department Provide Public and Private Funding Incentives for Home Improvements and Purchases Implement Programs to Increase Home Ownership and Neighborhood Associations Educate Realtors and Neighbors on the Availability of City Incentives Enhance Neighborhood District/Reporting Area Officer Problem Solving and Crime Prevention Efforts CCOV Presence for Community Outreach and Problem Solving Activities in At Least 30% of Police Defined Reporting Areas by December 31, 2015. Achieve OPD Traffic Stop Goal According to OPD Plan by December 31, 2015 Achieve OPD Drug Overdose Goal According to OPD Plan by December 31, 2015 Increase the Visible Presence of Bike and Foot Patrols in City Neighborhoods II.F Identify Funding Sources Staff Owner: Community Development Develop Revolving Fund for Home Maintenance / Purchase Identify Federal, State, Regional, County, and Local Public and Private Funding Options 1.Can Do Spirit: Serve the public with a confident can-do spirit 2. Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3. Transparent: Provide the public with information on our actions and decisions 4. Engaging: Actively pursue citizen involvement throughout the decision making process 5. Economical:Act in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners – Businesses and Homeowners •Potential Owners – Business and Homeowners •Frontline Employees •City Leadership 3 III. IMPROVE AND MAINTAIN OUR III.A Improve Our Streets , Transit, Bike and Pedestrian Infrastructure Staff Owner(s): Public Works, Transportation, Community Development Implement Bike / Pedestrian Plan Recommendations Finish Bike and Ped. Imp. on Sawyer St (2014) and Murdock Ave (2015) Complete $3.8M Program for Street Reconstruction per CIP Borrowing Limitations In Special Assessment Notice Add Project Overview and Need for Project with Each Notice Improve Main Corridor Look Through Business Districts Identify Opportunities to Remove Overhead Clutter Along Gateway Corridors Implement Fleet Wide APC (Automatic Passenger Counting) System and Utilize to Evaluate Ridership and Stops Replace 2 2003 Buses in 2015 and 3 in 2016 Update the 10 Year City Parking Lot Pavement Plan and Reconstruct Parking Lots as Necessitated and Recommended in the Plan as Budgets Allow Improve the Hotel Parking Ramp (Including Retrofitting to LED) as Recommended by the 2011 Carl Walker Survey Implement Tablet Fare Type Tracking and AVL (Automatic Vehicle Location) Tablets on the Buses to More Accurately Track Ridership and Revenue Sign and Stripe Bike Lanes Following the Bike and Pedestrian Plan as Approved and the Budget Allows Create a New Transit Development Plan in 2016 Work with East Central to Develop a Bus Stop Accessibility Survey and Use this Survey to Improve Bus Stop Accessibility as Budgets Allow Improve Safety and Security at the Downtown Transit Center by Installing CITY OF OSHKOSH 2015-2016 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a EXTERNAL Priority Goals Objectives - WHAT Strategies / Tactics -HOW September, 2014 MAINTAIN OUR INFRASTRUCTURE III.B Improve Our Storm Water Management and Execute Our Clear Water Removal Initiatives Staff Owner(s): Various III.C Improve Our City Buildings Staff Owner(s): Various Complete Central Garage by 2015 Improve the Efficiency of our Buildings Implement HVAC/Roofing Recommendations Implement Parking Lot Replacement Schedule III.D Manage Our City Equipment Staff Owner(s): Various Improve Safety and Security at the Downtown Transit Center by Installing an Upgraded Camera System Accessible by the Transportation and Police Departments Retrofit Street Lights to LED as Budget Allows Upgrade Existing Intersections to Activation as Budgets and Time Allow - Eliminating Flash intersections Implement Replacement Schedule per CIP Develop Equipment Strategy to Acquire New Equipment and Minimize Borrowing Continue Inflow & Infiltration Investigations and Removals Continue Development of Storm Water Management Plans for Watersheds Construct At Least One Major Stormwater Management Project Annually. Reduce Clear Water Connections to Sanitary Sewer System (Plumbing Insp) Identify Policies to Address Clear Water Removal Initiatives Educate Community Leaders and Public 1.Can Do Spirit: Serve the public with a confident can-do spirit 2. Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3. Transparent: Provide the public with information on our actions and decisions 4. Engaging: Actively pursue citizen involvement throughout the decision making process 5. Economical:Act in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners – Businesses and Homeowners •Potential Owners – Business and Homeowners •Frontline Employees •City Leadership 4 IV. IMPROVE OUR QUALITY OF LIFE IV.C Implement Top Priority Projects in Plans Staff Owner(s): Various Museum Strategic Plan Comprehensive Outdoor Recreation Plan (CORP) Menominee Park Master Plan South Park Master Plan Rainbow Park Master Plan Golf Course Master Plan IV.A Continue to Develop River Walk Staff Owner(s): Community Dev, Parks Department IV.B Update Existing Quality of Life Asset Plans •Strategic Plans •Facilities Plan - Physical / Maintenance •Capital Improvements Staff Owner(s): Various Inventory QOL assets (Model Good Life Report – Eau Claire) Plan How to Get Value From QOL Assets – Comprehensive (Model Good Life Report – Eau Claire) Brand and Market Oshkosh and its Resources. Premier Destination PLANS Public library Senior Center Zoo Master Plan Convention Center Develop Maintenance Plan for Statues & Monuments Develop (LR) Physical & Financial Maintenance Plan for Grand Opera House, Working as Partners with GOH Foundation Continue Development of South Shore River Walk CITY OF OSHKOSH 2015-2016 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a EXTERNAL Priority Goals Objectives - WHAT Strategies / Tactics -HOW September, 2014 QUALITY OF LIFE ASSETS IV.D Implement Special Event Coordination / Management Staff Owner(s): Various Increase Accountability of Special Events Including Plans for Pedestrians Explore staff Support for Special Event Coordination IV.E Promote and Develop Partnerships to Fund Quality of Life Assets Staff Owner(s): Finance, Parks, Museum, Library Investigate Alternative Funding Models for Long Term Support of Quality of Life Institutions Evaluate Concept of Endowment to Support Long Term Development of QOL Assets Investigate Potential for a Friends of Oshkosh Parks 1.Can Do Spirit: Serve the public with a confident can-do spirit 2. Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3. Transparent: Provide the public with information on our actions and decisions 4. Engaging: Actively pursue citizen involvement throughout the decision making process 5. Economical:Act in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners – Businesses and Homeowners •Potential Owners – Business and Homeowners •Frontline Employees •City Leadership 5 IV.F Preserve and Protect City’s Natural Resources Staff Owner(s): Protect City’s Natural Resources from Aquatic Nuisances Protect City’s Natural Resources from Emerald Ash Boer V. DEVELOP AN EFFECTIVE, HIGH PERFORMING V.B Improve Employee Engagement Staff Owner(s): Department Heads, Supervisors, Human Resources V.A Strengthen Our Financial Position and Capabilities Staff Owner(s): Finance Dept., Administrative Services, City Managers Office Monitor and Report on Five Year Plan to Reduce City' s General Obligation Debt to Approximately 70% of Equalized Value. Develop Priorities of CIP' s to get to Target Level. Provide Council with Recommended Priorities of CIP' s by September 1, 2014 Continue the Structural Review of the City' s Health Insurance Plan. Identify Ways to Control City' s Increasing Costs and Contributions for Health Insurance and Benefit Package. Develop a Plan to Phase in Changes Over Time. Provide Update to Council During Budget Sessions Deploy ERP – Enterprise Resource Program/Financial Software Improve Employee’s Understanding of Role Provide Education to Employees as to Why We are Doing What We are Doing and Expected Results Improve Strategic Planning Process Improve Communications with and Feedback from Employees Improve Employee Recognition Create a Formal Career Development Program Provide Training for Advancement Within the City Continue to Improve the Wellness Program CITY OF OSHKOSH 2015-2016 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a INTERNAL Priority Goals Objectives - WHAT Strategies / Tactics -HOW September, 2014 PERFORMING GOVERNMENT V.C Develop a Performance Culture Staff Owner(s): Human Resources DEVELOP METRICS Identify Key Performance Indicators (KPIs) and Dashboard for Key City Services w/in Departments Build Leader and Employee Skills to Manage to Performance Measures Deliver Performance Measure/Metrics Training to Dept. Heads and Supervisors Workshop with Council on Selecting KPIs and How to Communicate Them Develop Capability to Determine ROI for Larger City Projects and Services Evaluate and Refine City Survey LEAN INITIATIVES Set-up Regular Report Outs to Council V.D Engage and Educate Citizens. Market the City and Communicate Value Staff Owner(s): Admin. Serv. Continue to Improve the Wellness Program Continue to improve Performance Review Process. Select and Develop Effective Medium to Communicate City’s KPIs Increase Public Awareness of City Services and Value 1.Can Do Spirit: Serve the public with a confident can-do spirit 2. Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3. Transparent: Provide the public with information on our actions and decisions 4. Engaging: Actively pursue citizen involvement throughout the decision making process 5. Economical:Act in a fiscally responsible manner on behalf of our citizens 6. Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7. Innovative:Take a prudent and creative approach to problem solving 8. Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners – Businesses and Homeowners •Potential Owners – Business and Homeowners •Frontline Employees •City Leadership 6