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HomeMy WebLinkAbout2019-2020Quality of Life Public Safety InfrastructureandHealth Effectiveness of Government+ Strengthen Neighborhoods Economic Development -2019 2020 Cit y of Oshkosh Strategic Plan 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 retain ing a diverse mix of employees & employment opportunities, and revitalizing the downtown/central city area and the greater Oshkosh area. September, 2018 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): Mike Stanley & Dean Smith Future State: Public Safety Officials are recognized as trusted, efficient and effective professionals 2 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 the greater Oshkosh area. A.Attract, Expand and Retain Businesses and Workforce B.Support Redevelopment Opportunities for Central City, Waterfront, Underutilized Properties in the City, and Busy Corridors C.Continue to Develop Infrastructure Needed to Support Business and Residential Development D.Promote and Market the City of Oshkosh E.Develop an Effective Economic Development Incentive Program PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY-Mike Stanley & Dean Smith Future State: Public Safety Officials are recognized as trusted, efficient and effective professionals A.Enhance Community Trust in Public Safety B.Strengthen Relationships with Neighborhood Organizations and Diverse Community Groups C.Implement Strategies and Solutions for Community Risk Reduction D.Provide An Appropriate Level of Response to Emergencies E.Improve the Community’s Ability to Withstand and Recover from Disruptive Events F.Continue to Improve Strategies to Address Substance Abuse in the Community G.Improve Transportation Safety within Community H.Strengthen our Professional and Diverse Workforce within Public Safety 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.Recruit, Retain, Engage, Recognize, Diversify and Develop Employees, Future Leaders and Volunteers B.Increase Varied Programming to Support Organizational Development C.Maximize Our Financial Position Based On Our Capabilities and Limitations D.Improve Our Internal and External Communication Systems E.Align Internal Department Action Plans to Strategic Plan F.Align Employee Performance to Department Plans G.Implement/ Improve Our Performance and Outcome Measures H.Enhance Local Engagement with State Legislators to Increase Local Control I.Strengthen Partnerships and Collaboration in Diverse Community Groups (Public / Private) 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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, 2018 3 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.Implement Comprehensive Outdoor Recreation Plan (CORP) B.Implement 2018-2020 Parks Strategic Plan C.Continue to Develop River Walk –“Focus On the Water” D.Enhance the Museum’s Capacity to Recognize, Preserve, and Interpret the History of Our Community E.Make Progress Toward the Library’s Vision of “A Library in Every Life” F.Establish a Long-Term Funding Strategy to Support and Improve Arts and Culture STRENGTHEN OUR NEIGHBORHOODS –Allen Davis, James Rabe Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspi re positive social interactions among residents A.Enhance and Promote a Culture of Neighborhood B.Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods C.Build Awareness for Neighborhood Development D.Increase Owner Investment and Maintenance in Property E.Establish City Inter-Departmental Teams for Planning and Completing Neighborhood Projects F.Increase Quality and Diversity of Housing Stock 4 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 Equipment2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 2018 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 and Greater Oshkosh Area. 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 the Aviation Business Park and other properties along I-41 Partner with Greater Oshkosh EDC to offer three educational opportunities per year for Elected Officials Continue to streamline the approval and permitting process by providing one process improvement per year for developers while preserving health & safety Create and continuously update a database of municipally-related data necessary for business expansion or attraction Complete 50 account management contacts with businesses per year Ensure that 90% of commercial building plans are completed in 5 business days Ensure that 90% of commercial building inspections are completed in one business day Measure dollar amount public/private funding into GO-EDC Update the Airport Zoning Code to encourage development B. Support Redevelopment Opportunities for Central City, Waterfront, and Underutilized Properties in the City Staff Owner: Allen Davis Implement one recommendation from the Imagine Oshkosh Plan per year Adopt the Sawdust District Master Plan Target redevelopment areas for reuse and development in the Sawdust District & sites identified in Imagines Oshkosh Plan 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 by issuing 1 Request for Proposal (RFP) per year C. Continue to Develop infrastructure needed to support business and residential development Staff Owner: Allen Davis Create a Jackson/Oregon Corridor plan and begin implementation Implement one project per year for each corridor plan (Oshkosh Ave, South Park, 9th) Create a Planned Development Zoning overlay and average one user per year of the city-owned rail transload facility in the Southwest Industrial Park Develop and Implement plans to improve the city’s corridors 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) Complete the feasibility of a city-owned wetland bank Research potential of a residential subdivision development program Complete Lakeshore site public infrastructure improvements 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 2018 5 D.Promote and Market the City of Oshkosh Staff Owner: Allen Davis Market our transportation connections, i.e.: rail, airport and I-41 connections Market the city-owned available lots in the industrial and business park, redevelopment areas, and scattered residential sites Support joint efforts to implement a quality of life marketing campaign with community partner to attract and retain businesses and workers Support GO-EDC in implementing an aggressive marketing plan 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 and Greater Oshkosh Area. Staff Owner: Allen Davis 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 2018 E.Develop an Effective Economic Development Incentive Program Staff Owner: Allen Davis Continue to promote and enhance the city’s Revolving Loan Fund, Capital Catalyst and other capital sources and measure private funds leveraged 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 6 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): Mike Stanley & Dean Smith A.Enhance Community Trust in Public Safety Staff Owner(s): Mike Stanley& Dean Smith E.Improve the Communities Ability to Withstand and Recover from Disruptive Events Staff Owner(s): Mike Stanley & 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 Publish an OPD Annual report to the community Enact Internal Affairs (IA) reporting system Fire Department Produce Annual Oshkosh Fire Department (OFD) 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 Collaborate with internal and external agencies and departments to identify the needs of system super-utilizers and provide education and resources to reduce their impact on the 911 system. C. Implement Strategies and Solutions for Community Risk Reduction Staff Owner(s): Mike Stanley & Dean Smith B.Strengthen Relationships with Neighborhood Organizations and Diverse Community Groups Staff Owner(s): Mike Stanley & 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 at least one event per year with neighborhood groups in their response district D.Provide an appropriate level of Response to Emergencies Staff Owner(s): Mike Stanley & Dean Smith Police Department Improve training related to Incident Command Structure (ICS) Fire Department Have a staffing study and station usage study completed by an external evaluator Police Department & Fire Department Conduct Civilian training for disruptive events Upgrade and test the Emergency Operations Center for the City of Oshkosh Strategic Goal 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 2018 7 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): Mike Stanley & Dean Smith Strategic Goal G.Improve Transportation Safety within Community Staff Owner(s): Mike Stanley & Dean Smith Police Department Continue to educate citizens & visitors on traffic safety through education and enforcement efforts Increase motorcycle unit deployments by 5%. Focus on traffic enforcement, particularly in roundabouts Fire Department Continue to provide car seat installation checks H.Strengthen our Professional and Diverse Workforce within Public Safety Staff Owner(s): Mike Stanley & Dean Smith Police Department Complete the annual standard compliance for Commission on Accreditation for Law Enforcement Agencies (CALEA) reaccreditation. Strengthen our recruitment process for diversity Fire Department Develop and implement a Strategic Plan for Recruiting for OFD Develop and implement a Yearly Training Plan for OFD I Enhance Crime Prevention and Community Policing Strategies Staff Owner: Dean Smith Police Department Improve outreach efforts to the Community F.Continue to Improve Strategies to Address Substance Abuse in the Community Staff Owner(s): Mike Stanley & 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 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 2018 8 ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Future State: Organizational efficiency has been maximized by successfully achieving City initiatives Staff Owner: John Fitzpatrick C. Maximize Our Financial Position Based On Our Capabilities and Limitations Staff Owner(s): Trena Larson and John Fitzpatrick Execute the plan to reduce city' s general obligation debt to approximately 70% of equalized value Research and analyze multi year budget option Objectives -WHAT Strategies / Tactics -HOWStrategic Goal D.Improve Our Internal and External Communication Systems (Citizens, Council, Manager, Department Heads, Supervisors, Employees) Staff Owner(s): John Fitzpatrick Facilitate communications with, and feedback from, employees Encourage Annual Departmental Council Member Tour/Orientation Encourage at least one departmentally hosted open house annually Facilitate Public Awareness of City Services and Value A.Recruit, Retain, Engage, Recognize, Diversify and Develop Employees, Future Leaders and Volunteers Staff Owner: John Fitzpatrick Analyze compensation issues to maximize staffing opportunities Implement Employee Education Program Develop and implement our diversity and inclusion program 9 Assess Departmental plans and plans for future development & or integration E.Align Internal Department Action Plans to Strategic Plan Staff Owner: John Fitzpatrick 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 2018 B.Increase Varied Programming to Support Organizational Development Staff Owner: John Fitzpatrick Provide training for advancement within the city Conduct supervisory training quarterly 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 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 Build Management Skills to Evaluate and Utilize Performance Measures Deliver performance measure/metrics training to department heads and supervisors Evaluate benchmark opportunities functionally and geographically G.Implement/ Improve Our Performance and Outcome Measures Staff Owner: John Fitzpatrick H.Enhance Local Engagement with State Legislators to Increase Local Control Staff Owner: John Fitzpatrick Conduct regular meetings between Council, staff and state legislators regarding issues of mutual interest Participate with the League of Wisconsin Municipalities & similar groups to impact public policy at the State level I.Strengthen Partnerships and Collaboration in Diverse Community Groups (Public / Private) 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 Incorporate Diversity and Inclusion into our decision-making processes 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 2018 10 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: 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 Incorporate complete streets principles when and where its feasible Annually update and implement 5 year Capital Improvement Plan (CIP) projects Develop plans for additional unstudied watersheds Implement recommendations of watershed plans as policy, time and budget allows Complete planning study to develop plan to comply with requirements of Total Maximum Daily Load (TMDL) Objectives -WHAT Strategies / Tactics -HOWStrategic Goal C.Execute Our Clear Water Initiatives Staff Owner: James Rabe Identify range of policies to address private clear water inflow and infiltration into the sanitary sewer system Educate community leaders and public about sources of clear water in the sanitary sewer system Reduce cross connections to the sanitary sewer system Continue to address clear water inflow and infiltration whenever it is discovered F. 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 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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 2018 11 E. Update and Maintain Our City Technology Staff Owner: John Fitzpatrick Implement a single time and attendance scheduling system for all departments Continue implementation of Enterprise Resource Program (ERP) (2016-2020) Optimize, standardize and expand Geographic Information System (GIS) functionality 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 E.Make Progress Toward the Library’s Vision of “A Library in Every Life” Staff Owner: Jeff Gilderson-Duwe D.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 (CORP) Staff Owner: Ray Maurer F.Establish a Long- Term Funding Strategy to Support and Improve Arts and Culture Staff Owner: Mark Rohloff Investigate Alternative funding models for long term support of quality of life institutions Evaluate concept of endowment to support long term development of Quality of Life (QOL) assets Work with community leaders on the Image Campaign to increase community pride and market Oshkosh’s quality of life Support Convention and Visitors Bureau (CVB) efforts to market community as “Wisconsin’s Event City” Implement top priority projects in CORP and individual park master plans Objectives -WHAT Strategies / Tactics -HOWStrategic Goal C.Continue to Develop River Walk-“Focus on the Water” Staff Owner: Allen Davis Complete a Riverwalk segment every year until the Fox River Corridor Plan is complete. 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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, 2018 12 B.Implement 2018-2020 Parks Strategic Plan Staff Owner: Ray Maurer Improve planning processes and assessment Improve use of technology and online services Improve Communications, collaborations and community partnerships Enhance, improve and expand special events and programs Improve our volunteer systems and processes STRENGTHEN OUR NEIGHBORHOODS Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live inspiring positive social interactions among residents Staff Owner(s): Allen Davis, James Rabe 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 and track dollars leveraged 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” by completing four to six projects per year and track dollars leveraged D.Increase Owner Investment and Maintenance in Property Staff Owner: Allen Davis A.Enhance and Promote a Culture of Neighborhood Staff Owner: 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 Collaborate with the Oshkosh Health Neighborhood Alliance (OHNA) 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 Conduct POLCO surveys to determine resident confidence with in neighborhoods Educate real estate community and community members on available neighborhood programs and activities Promote implementation activities of existing neighborhood plans. One project per year per Neighborhood Plan. Identify successes in neighborhood revitalization and apply those in more areas of the city Research the feasibility of developing a code compliance loan or grant program to work with property owners that can't secure traditional rehabilitation financing. Develop education campaign to increase awareness of existing municipal codes Continue to conduct proactive property maintenance and zoning inspections city-wide Develop and administer targeted Micro-Grant Program Continue private side lead service replacement program utilizing the DNR Safe Drinking Water Loan Program money Develop a long term private side lead service line replacement program to continue beyond the funding availability within the Safe Drinking Water Loan Program B.Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods Staff Owner: Allen Davis Objectives -WHAT Strategies / Tactics -HOWStrategic Goal 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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, 2018 13 STRENGTHEN OUR NEIGHBORHOODS Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live inspiring positive social interactions among residents Staff Owner(s): Allen Davis, James Rabe E.Establish City Inter- Departmental Teams for Planning and Completing Neighborhood Projects Staff Owner: Allen Davis Develop one neighborhood plan annually with resident leaders Support implementation of approved neighborhood plans by accomplishing one project per year per neighborhood association Ongoing update of a neighborhood report card program Promote available resources and services at neighborhood meetings and events 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 identify areas of appropriate residential density city-wide Update targeted blight elimination process and program Continue to provide architectural services program to enhance improvements to residential properties Promote available residential city-owned properties for (re)development Objectives -WHAT Strategies / Tactics -HOWStrategic Goal 2019-2020 STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Guiding Principles –We Will… 1.Can Do Spirit: Serve the public with 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, 2018 14