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HomeMy WebLinkAbout2017-2018City of Oshkosh Strategic Plan 2017 - 2018 Economic Development Public Safety and Health Infrastructure Effectiveness of Government Strengthen Neighborhoods + Quality of Life 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership SUPPORT ECONOMIC DEVELOPMENT Staff Owner: Allen Davis Future State: Be recognized as a premier community in Wisconsin by fostering entrepreneurial activity, developing and retaining a diverse mix of employees & employment opportunities, and revitalizing the downtown/central city area and I-41 corridor. September, 2016 ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Staff Owner: John Fitzpatrick Future State: Organizational efficiency has been maximized by successfully achieving City initiatives ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS Staff Owner(s): Jeff Gilderson-Duwe, Ray Maurer, Brad Larson Future State: Natural, Cultural and Recreational Assets of the City are recognized as a sources of pride for the community STRENGTHEN OUR NEIGHBORHOODS Staff Owner(s): Allen Davis Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspi re positive social interactions among residents IMPROVE AND MAINTAIN OUR INFRASTRUCTURE Staff Owner(s): James Rabe, Jim Collins, John Fitzpatrick Future State: A safe and effective infrastructure that provides a framework for full scale community enjoyment PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY Staff Owner(s): Tim Franz & Dean Smith Future State: Public Safety Officials are recognized as trusted, efficient and effective professionals 1 SUPPORT ECONOMIC DEVELOPMENT –Allen Davis Future State: Be recognized as a premier community in Wisconsin by fostering entrepreneurial activity, developing and retain ing a diverse mix of employees & employment opportunities, and revitalizing the downtown/central city area and I-41 corridor. A.Attract, Expand and Retain Businesses B.Support Redevelopment Opportunities for Central city, Waterfront, and Underutilized Properties in the City C.Develop Infrastructure Needed to Support Business and Residential Development D.Establish Economic Development Metrics E.Promote the City of Oshkosh F.Develop an Effective Economic Development Incentive Program PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY-Tim Franz & Dean Smith Future State: Public Safety Officials are recognized as trusted, efficient and effective professionals A.Enhance Community Trust in Public Safety B.Strengthen Relationships with Neighborhood Organizations and Diverse Community Groups C.Build Awareness of Personal Health and Safety D.Ensure High-Level of Response to Emergencies E.Prepare the Community’s Ability to Recover from Disruptive Events F.Develop Strategies to Address Substance Abuse in the Community G.Improve Transportation Safety within Community H.Develop a Professional and Diverse Workforce within Public Safety I.Enhance Crime Prevention and Community Policing Strategies ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT –John Fitzpatrick Future State: Organizational efficiency has been maximized by successfully achieving City initiatives A.Maximize Our Financial Position Based On Our Capabilities and Limitations B.Improve Our Internal and External Communication Systems C.Recruit, Retain, Engage, Recognize and Develop Employees and Future Leaders D.Improve Our Technology E.Align Internal Department Action Plans to Strategic Plan F.Align Employee Performance to Department Plans G.Develop / Improve Our Performance and Outcome Measures H.Reassess / Realign Our Boards and Commissions I.Increase Local Engagement with State Legislators to Increase Local Control J.Strengthen Partnerships in Community K.Encourage Collaboration with Diverse Community Groups 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 2 ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS –Jeff Gilderson-Duwe , Ray Maurer, Brad Larson Future State:Natural, Cultural and Recreational Assets of the city are recognized as a sources of pride for the community A.Update Comprehensive Outdoor Recreation Plan (CORP) B.Continue to Develop River Walk C.Enhance the Museum’s Capacity to Recognize, Preserve, and Interpret the History of Our Community D.Make Progress Toward the Library’s Vision of “A Library in Every Life” E.Develop a Long-Term Funding Strategy for Other Quality of Life Assets (Grand Opera House, Convention Center) STRENGTHEN OUR NEIGHBORHOODS –Allen Davis Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspi re positive social interactions among residents A.Create a Culture of Neighborhood B.Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods C.Build Awareness for Neighborhood Development D.Increase & Encourage Owner Investment and Maintenance in Property E.Establish City Inter-Departmental Teams for Planning and Completing Neighborhood Projects F.Increase Quality and Diversity of Housing Stock G.Encourage Diversity and Inclusion 3 IMPROVE AND MAINTAIN OUR INFRASTRUCTURE –James Rabe, Jim Collins, John Fitzpatrick Future State: A safe and effective infrastructure that provides a framework for full scale community enjoyment A.Improve Our Streets, Transit, Bike, Pedestrian and Public Utilities B.Improve Our Storm Water Management C.Execute Our Clear Water Initiatives D.Improve Our City Buildings and Energy Efficiency E.Update and Maintain Our City Technology F.Update and Maintain Our City Equipment G.Support the Improvement of the Community’s Telecommunication Infrastructure2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 Strategic Goal Objectives -WHAT Strategies / Tactics -HOW SUPPORT ECONOMIC DEVELOPMENT Future State: Be recognized as a premier community in Wisconsin by fostering entrepreneurial activity, developing and retaining a diverse mix of employees & employment opportunities, and revitalizing the downtown/central city area and I-41 corridor. Staff Owner: Allen Davis A.Attract, Expand, and Retain Businesses and Workforce Staff Owner: Allen Davis Continue to invest and support the Greater Oshkosh Economic Development Corporation (GO-EDC) Develop and implement action plans for prime real estate and redevelopment locations such as Buckstaff, the Riverwalk, the Pioneer area, Aviation Business Park, etc. Partner with Greater Oshkosh EDC to offer educational opportunities for Elected Officials Continue to streamline the approval and permitting process for developers while preserving health & safety Create and continuously update a database of municipally-related data necessary for business expansion or attraction Reduce Economic Disparities by Attracting Family Sustaining Jobs to Oshkosh B. Support Redevelopment Opportunities for Central City, Waterfront, and Underutilized Properties in the City Staff Owner: Allen Davis Implement the Central City Investment Strategy Identify and support targeted redevelopment areas for reuse and development 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 Continue to support the development of the Riverwalk along the Fox River and Lake Winnebago Market redevelopment sites to private developers C. Develop infrastructure needed to support business and residential development Staff Owner: Allen Davis Implement the recommendations in the 2016 Parking Study when applicable and budgeted Develop a city-owned rail transload facility in the Southwest Industrial Park Develop and implement plans to improve the city’s main corridors and to plan for industrial and business park expansions Market Interstate 41 as an economic development asset Pursue site designation certification within our industrial parks through the Wisconsin Economic Development Corporation (WEDC) Explore the feasibility of a city-owned wetland bank Research potential of a residential subdivision development program D.Establish Economic Development Metrics Staff Owner: Allen Davis Develop a Set of Metrics / dashboard that can monitor the progress of the City's Investment in Economic Development E.Promote the City of Oshkosh Staff Owner: Allen Davis Support involvement in the Interstate 41 Corridor initiative to jointly market the region Market our transportation connections Market the city-owned available lots in the industrial and business park, redevelopment areas, and scattered residential sites Develop and Implement a Quality of Life campaign with community partners Support joint efforts on a marketing campaign to attract and retain businesses and workers F.Develop an Effective Economic Development Incentive Program Staff Owner: Allen Davis Update Tax Incremental Financing (TIF) Policy to include residential redevelopment Develop an Economic Development Incentive policy Continue to promote and enhance the city’s Revolving Loan Fund Research all local, state, federal, and private grant opportunities regularly Research Economic Development incentives used by other communities in Wisconsin and nationwide Identify needs for loans and grants for niche businesses, entrepreneurs, or minority/women/disabled business owners 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 4 Objectives -WHAT Strategies / Tactics -HOW PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY Future State: Public Safety Officials are trusted, efficient and effective professionals Staff Owner(s): Tim Franz & Dean Smith A.Enhance Community Trust in Public Safety Staff Owner(s): Tim Franz & Dean Smith E.Prepare the Community’s Ability to Recover from Disruptive Events Staff Owner(s): Tim Franz & Dean Smith Police Department Produce Oshkosh Police Department (OPD) videos focused on our values Increase Police presence in Community through outreach efforts to schools, neighborhood associations, business’ and citizens Develop an OPD Annual report to the community Enact improved & transparent Internal Affairs (IA) reporting Fire Department Produce Annual Oshkosh Fire Department performance report Develop and adopt ordinance for fire protection and alarm systems compliance records system Police Department Increase number of Crisis Intervention Team (CIT) trained staff Fire Department Deliver Smoke Detector Trek Program into one targeted neighborhood per year Develop partnerships to deliver first aid and Cardiac Pulmonary Resuscitation (CPR) training through Neighborhood Groups C. Build Awareness of Personal Health and Safety Staff Owner(s): Tim Franz & Dean Smith B.Strengthen Relationships with Neighborhood Organizations and Diverse Community Groups Staff Owner(s): Tim Franz & Dean Smith Police Department Improve outreach initiatives with neighborhood & diverse population groups Fire Department Neighborhood Fire companies participate in National Night Out events in their response district Fire companies participate in one event per year with neighborhood groups in their response district D.Ensure High-level of Response to Emergencies Staff Owner(s): Tim Franz & Dean Smith Police Department Improve training related to Incident Command Structure (ICS) Fire Department Respond to 90% of property and life threatening emergencies in under 6 minutes, 90% of the time Police Department & Fire Department Conduct Civilian training for disruptive events Strategic Goal 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 5 Objectives -WHAT Strategies / Tactics -HOW PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY Future State: Public Safety Officials are trusted, efficient and effective professionals Staff Owner(s): Tim Franz & Dean Smith Strategic Goal G.Improve Transportation Safety within Community Staff Owner(s): Tim Franz & Dean Smith Police Department Continue to educate citizens & visitors on traffic safety through education and enforcement efforts Reestablish a motorcycle unit to focus on traffic enforcement, particularly in roundabouts Fire Department Continue to provide car seat installation checks H.Develop a Professional and Diverse Workforce within Public Safety Staff Owner(s): Tim Franz & Dean Smith Police Department Successfully complete Commission on Accreditation for Law Enforcement Agencies (CALEA) reaccreditation in 2017 Improve Recruiting, Training & Development for the OPD employees Fire Department Begin second phase of accreditation phase & self assessment of Fire Department Improve Recruiting, Training & Development for the Fire Department employees I Enhance Crime Prevention and Community Policing Strategies Staff Owner: Dean Smith Police Department Improve outreach efforts to the Community F.Develop Strategies to Address Substance Abuse in the Community Staff Owner(s): Tim Franz & Dean Smith Police Department Continue participation in local county CIT and Drug & Alcohol Task Forces and Groups Develop a Drug Addiction Initiative within the Community Continue to educate and reach out to schools, neighborhood associations, and citizens regarding substance abuse Fire Department Provide de-identified data on substance abuse from ambulance response to OPD Quarterly Continue participation in Fox Valley Heroin Task Force 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 6 ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Future State: Organizational efficiency has been maximized by successfully achieving City initiatives Staff Owner: John Fitzpatrick A. Maximize Our Financial Position Based On Our Capabilities and Limitations Staff Owner(s): Trena Larson and John Fitzpatrick Apply strategic plan initiatives to annual budget planning and funding process Utilizing Capital Improvement Plan (CIP) scoring system to prioritize projects and maximize funding available Execute the plan to reduce city' s general obligation debt to approximately 70% of equalized value Establish a schedule for regular review of user fees and rate structures 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. Continue implementation of Enterprise Resource Program (ERP) (2016-2020) Objectives -WHAT Strategies / Tactics -HOWStrategic Goal B.Improve Our Internal and External Communication Systems (Citizens, Council, Manager, Department Heads, Supervisors, Employees) Staff Owner(s): John Fitzpatrick Improve Communications with, and Feedback from, Employees Encourage Annual Departmental Council Member Tour/Orientation Encourage at least one departmentally hosted open house annually Select and develop effective media to communicate city’s performance management initiatives Increase Public Awareness of City Services and Value Explore & Implement Citizen Engagement Software C.Recruit, Retain, Engage, Recognize and Develop Employees and Future Leaders Staff Owner: John Fitzpatrick Update Affirmative Action Plan and Program Analyze compensation issues for targeted positions Build Awareness of Personal Health and Safety Implement updated Employee Recognition Program Implement Supervisory Training Program Provide training for advancement within the city Research Tuition Reimbursement and Employee Referral Programs Research Leadership Development program Research Career Ladders/Employee Development Program 7 D.Improve Our Technology Staff Owner: John Fitzpatrick Research and recommend the implementation of a single time and attendance scheduling system for all departments Continue implementation of Enterprise Resource Program (ERP) (2016-2020) Update main city website Optimize, standardize and expand Geographic Information System (GIS) functionality Include supervisors as a permanent addition to the strategic planning process Communicate the Strategic Plan and integrate it into daily operations and policies E.Align Internal Department Action Plans to Strategic Plan Staff Owner: John Fitzpatrick F.Align Employee Performance to Department Plans Staff Owner: John Fitzpatrick Educate supervisors on how to apply “Guiding Principles” in employee evaluation process Improve employee’s understanding of role in achieving plan initiatives Educate supervisors/managers on employee evaluation process & purpose 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 7 Objectives -WHAT Strategies / Tactics -HOWStrategic Goal ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Future State: Organizational efficiency has been maximized by successfully achieving City initiatives. Staff Owner: John Fitzpatrick Update our Affirmative Action Plan Incorporate Diversity and Inclusion into our decision-making processes Conduct training with departments to improve our recruiting, staffing and reporting capability efforts Work with departments and divisions to create metrics that are meaningful for their operations and valuable for benchmarking with other communities Convert created metrics to visual dashboards. Identify Key Performance Indicators (KPI’s) for scorecard Inclusion Assemble scorecards for departments and the council based on KPI’s selected Build Management Skills to Evaluate and Utilize Performance Measures Deliver performance measure/metrics training to department heads and supervisors Develop capability to determine Return On Investment (ROI) for larger city projects and services G.Develop / Improve Our Performance and Outcome Measures Staff Owner: John Fitzpatrick H. Reassess / Realign Our Boards and Commissions Staff Owner: John Fitzpatrick Evaluate existing Boards and Commissions and their mission/purpose. I.Increase Local Engagement with State Legislators to Increase Local Control Staff Owner: John Fitzpatrick Establish a regular meetings between Council, staff and state legislators regarding issues of mutual interest Continue greater engagement with The League of Wisconsin Municipalities & similar groups to impact public policy at the State level J.Strengthen Partnerships in Community Staff Owner(s): John Fitzpatrick/Everyone Identify potential new partners for collaboration and analyze how to strengthen current partnerships Educate citizens on availability of services through community partners K.Encourage Collaboration with Diverse Community Groups Staff Owner(s): John Fitzpatrick/Everyone 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 8 IMPROVE AND MAINTAIN OUR INFRASTRUCTURE Future State: A safe and effective infrastructure that provides a framework for full scale community enjoyment Staff Owner(s): James Rabe, Jim Collins, John Fitzpatrick B.Improve Our Storm Water Management Staff Owner(s): James Rabe D.Improve Our City Buildings and Improve Energy Efficiency Staff Owner(s): John Fitzpatrick, Jim Collins Address backlog of building issues, improve security of city properties Improve the efficiency of our buildings and equipment Complete priority Heating, Ventilating and Cooling (HVAC)/Roofing replacement and maintenance projects Implement parking lot replacement & maintenance schedule from 2014 Parking Lot Pavement study A.Improve Our Streets , Transit, Bike, Pedestrian and Public Utilities Staff Owner(s): Jim Collins, James Rabe, Allen Davis Update transit development plan that will guide our improvement efforts for the next 5-10 years Update the Bicycle and Pedestrian Circulation plan Complete priority projects from the 2011 Pedestrian and Bicycle Circulation Plan Educate motorists, bicyclists and pedestrians on laws and best practices to negotiate roundabouts Annually update and implement 5 year Capital Improvement Plan (CIP) projects Develop/Update long range asset management plans Develop plans for additional unstudied watersheds Implement recommendations of watershed plans as policy, time and budget allows Continue implementing water quality improvement projects in anticipation of future Total Maximum Daily Load (TMDL) requirements Objectives -WHAT Strategies / Tactics -HOWStrategic Goal F.Support the Improvement of the Community’s Telecommunication Infrastructure Staff Owner(s): Various Departments Collaborate with other governmental entities in the Oshkosh area to study the feasibility of improving the community’s broadband capabilities C.Execute Our Clear Water Initiatives Staff Owner(s): James Rabe Complete Phase II of Inflow & Infiltration (I&I) Study Identify Policies to Address Clear Water Initiatives Educate community leaders and public about sources of clear water in the sanitary sewer system Reduce cross connections to the sanitary sewer system E. Update and Maintain Our City Equipment Staff Owner(s): Various Departments Implement replacement schedule per CIP Maintain & update our Information Technology infrastructure Evaluate equipment replacement & maintenance schedules for fleet vehicles 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 9 ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS Future State: Natural, Cultural and Recreational Assets of the city are recognized as a sources of pride for the community Staff Owner(s): Jeff Gilderson-Duwe , Ray Maurer, Brad Larson D.Make Progress Toward the Library’s Vision of “A Library in Every Life” Staff Owner: Jeff Gilderson-Duwe C.Enhance the Museum’s Capacity to Recognize, Preserve, and Interpret the History of Our Community Staff Owner:Brad Larson Put a library card in every citizen’s hand Be recognized as a downtown anchor destination Be a provider of trusted “go to” online resources Become a community institution with widespread public and private support Create the next generation of long-term exhibitions, connecting them with core curriculum Develop and enhance publications & projects on community history Improve building infrastructure to provide essential visitor services Enhance and accelerate collections care & management A. Update Comprehensive Outdoor Recreation Plan Staff Owner: Ray Maurer E.Develop a Long- Term Funding Strategy for Other Quality of Life Assets Staff Owner: Mark Rohloff Work with management of Grand Opera House & Convention Center to develop Additional Programming and Promotion to Increase Revenue Investigate Alternative funding models for long term support of quality of life institutions Evaluate concept of endowment to support long term development of Quality of Life (QOL) assets Communicate the “Good” of Oshkosh to citizens to increase pride in Oshkosh Support efforts to market community’s quality of life Support Convention and Visitors Bureau (CVB) efforts to market community as “Wisconsin’s Event City” Secure consultant to assist with the Comprehensive Outdoor Recreation Plan (CORP) update by January 15, 2017 Inventory and analyze existing parks and facilities Complete Needs Assessment by conducting citizen survey, user group survey, neighborhood associations input and public information meetings Prioritize park improvements with input by the community and Advisory Park Board Seek approval of the CORP by the Advisory Park Board, Plan Commission and Common Council by December 1, 2017 Objectives -WHAT Strategies / Tactics -HOWStrategic Goal B.Continue to Develop River Walk Staff Owner: Allen Davis Complete a Riverwalk segment every year until the Fox River Corridor Plan is complete.2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 10 STRENGTHEN OUR NEIGHBORHOODS Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire positive social interactions among residents Staff Owner(s): Allen Davis C.Build Awareness for Neighborhood Development Staff Owner(s): Allen Davis Collaborate with GO-HNI, ADVOCAP, Habitat for Humanity, Housing Authority to implement neighborhood projects Track resident volunteer hours with the goal of increasing social capital within neighborhoods Explore the development of a Residential Tax Increment Finance (TIF) Policy to promote (re)development within neighborhoods Continue to promote and administer the “Great Neighborhoods Program” D.Increase & Encourage Investment and Maintenance of Properties Staff Owner: Allen Davis A.Create a Culture of Neighborhood Staff Owner(s): Allen Davis Provide technical assistance to Greater Oshkosh-Healthy Neighborhoods Initiative (GO-HNI) to support the creation and maintenance of resident-led neighborhood associations Support resident training opportunities to enhance leadership development Promote neighborhood identities through marketing and strategic improvements within neighborhoods Form a “Neighborhood Advisory Commission” to support and advocate for neighborhood based service delivery and policy development Work with GO-HNI to educate municipal staff and community members/agencies on the importance of neighborhoods Promote “Our Neighborhoods Engage (ONE)” Oshkosh city-wide through community outreach & marketing Participate with Oshkosh Healthy Neighborhoods Alliance to ensure an open line of communication with neighborhood associations Complete a “Confidence in the Community” Survey to benchmark resident confidence with neighborhood development Educate real estate community and community members of available neighborhood programs and activities Market and promote implementation activities of existing neighborhood plans Identify successes in neighborhood revitalization and apply those in more areas of the city E.Establish City Inter- Departmental Team to support ONE Oshkosh Staff Owner(s): Allen Davis Continue to provide flexible housing programs within recognized neighborhood associations and through out the city Develop education campaign to increase awareness of existing municipal codes Continue to conduct proactive property maintenance inspections city-wide Develop and administer targeted Micro-Grant Program Identify purpose and mission and identify staff to serve on team Develop one neighborhood plan annually with resident leaders Support implementation of approved neighborhood plans Oversee development & ongoing maintenance of a neighborhood report card program Promote available resources and services at neighborhood meetings and events B.Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods Staff Owner: Allen Davis F. Increase Quality and Diversity of Housing Stock Staff Owner: Allen Davis Collaborate with ONE Oshkosh partners to originate housing projects Update Comprehensive Plan to indentify areas of appropriate residential density city-wide Develop a targeted blight elimination process and program Create an architectural services program to enhance improvements to residential properties Promote available residential city-owned properties for (re)development Objectives -WHAT Strategies / Tactics -HOWStrategic Goal G.Encourage Diversity and Inclusion Staff Owner(s): Allen Davis Work with community partners to survey residents and business owners to better understand cultural climate and assets Encourage Community Events that Celebrate Diversity and Inclusion Add a Diversity and Inclusion Element within Neighborhood Plans 2017-2018 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with a confident can-do spirit 2.Accountable:Hold ourselves to the highest standards with a dedication to preserving the public trust 3.Transparent: Provide the public with information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision making process 5.Economical:Act in a fiscally responsible manner on behalf of our citizens 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, informative and thorough manner 7.Innovative:Take a prudent and creative approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership September, 2016 11