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HomeMy WebLinkAboutCity_of_Oshkosh_2021-2022_Strategic_PlanningQuality of Life Public Safety InfrastructureandHealth Effectiveness of Government+ Strengthen Neighborhoods Economic Development -2021 2022 Cit y of Oshkosh Strategic Plan 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. 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 as well as the greater Oshkosh area. ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Staff Owner: John Fitzpatrick and Russ Van Gompel 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 Natural, Cultural and Recreational Assets of the City are recognized as a source 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 retaining a diverse mix of employees & employment opportunities, and revitalizing the downtown/central city area and the greater Oshkosh area. A.Continue to Support Business Retention and Expansion (BR&E), Attraction and Entrepreneurship B.Support Redevelopment Opportunities Throughout the City C.Continue to Develop Infrastructure Needed to Support Business and Residential Development D.Work with Community Partners to Attract and Develop Our Workforce 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.Provide Well Trained,Effective and Equipped Public Safety Professionals C.Enhance Crime Prevention, Community Policing, & Transportation Safety Strategies D.Improve the Community’s Ability to Withstand & Recover from Disruptive Events E.Implement Strategies & Solutions for Community Risk Reduction F.Continue to Improve Strategies to Address Substance Abuse in the Community G.Improve Transportation Safety within Community ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT –John Fitzpatrick & Russ Van Gompel Future State: Organizational efficiency has been maximized by successfully achieving the following City initiatives A.Maximize our Financial Position B.Recruit, Retain, Engage and Recognize Employees C.Develop Future Leaders & Volunteers and Reconnect with Alumni D.Improve our Performance and Outcome Measures including Benchmarks E.Align Employee Performance to Department Plans F.Improve our Internal and External Communications G.Strengthen Partnerships and Community Collaboration 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 3 ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS –Jeff Gilderson-Duwe , Ray Maurer, Brad Larson Future State:Recreational Assets of the City are recognized as a source of pride for the community A.Provide Improved Park and Senior Center Facilities B.Analyze, Plan and Implement Strategies to Maximize Parks Department Operational Efficiencies C.Implement the Adopted Design for Improvements to Museum Facilities D.Initiate work on the three major long-term exhibitions identified in the Master Plan E.Strengthen Exhibitions to Alignment with K-12 curriculum F.Accelerate Key Collection Management Tasks G.Evaluate Investment Strategies for Trusts H.Continue to Make Progress Toward the Library’s Vision of “A Library in Every Life” STRENGTHEN OUR NEIGHBORHOODS –Allen Davis, James Rabe Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire 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 & Redevelopment in Specific Neighborhoods D.Increase Owner Investment and Maintenance in Property E.Expand City Inter-Departmental Teams for Planning and Completing Neighborhood Projects F.Explore Options for Promoting Housing Stability Related to Homelessness G.Promote Social Connectedness 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, Bicycle and Pedestrian Facilities B.Update and Maintain Our Technology C.Improve Our City Facilities D.Improve Our Public Utilities E.Update and Improve Our City Equipment 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 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 as well as the Greater Oshkosh Area. Staff Owner: Allen Davis A.Continue to support Business Retention and Expansion (BR&E), Attraction and Entrepreneurship Staff Owner: Allen Davis Continue to invest and support the Greater Oshkosh Economic Development Corporation (GO-EDC) Coordinate marketing efforts with GO-EDC on selling City and RDA-owned land, marketing the city’s transportation connections, encouraging people to reside in the City, and promoting business growth Identify solutions to encourage existing business growth and entrepreneurship including incentives, starter lots, speculative buildings, incubators, and training opportunities. Partner with Greater Oshkosh EDC to offer two educational opportunity 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 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 of public/private funding into GO-EDC Continue to review existing City policies and codes to encourage business and entrepreneur growth in the City. B. Support Redevelopment Opportunities Throughout the City Staff Owner: Allen Davis Implement one recommendation from the Imagine Oshkosh Plan per year Implement one recommendation in the Sawdust District Master Plan per year Create and adopt a Redevelopment Plan for the Sawdust District for acquisition and demolition and target redevelopment 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 one Request for Proposal (RFP) per year C. Continue to Develop Infrastructure Needed to Support Business and Residential Development Staff Owner: Allen Davis Implement one project per year for each corridor (South Park, Jackson, and 9th) Evaluate the need for future plans to improve the City’s corridors (Oshkosh Ave, Oregon, Algoma, S. Main, or Witzel) Plan for industrial and business park expansions and workforce housing Explore the opportunity of a City-owned wetland bank Develop a residential subdivision development program for all types of housing including workforce housing, single family housing, and others 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 5 D. Work with Community Partners to Attract and Develop Our Workforce Staff Owner: Allen Davis Support joint efforts to implement a quality of life marketing campaign with community partners and businesses to attract and retain businesses and workers Explore different strategies to help disadvantaged people enter the workforce with community partners Public/Private organizations collaborate to identify solutions for workforce housing opportunities Explore the feasibility of a work program to encourage the re-entry into the workforce Identify solutions to barriers preventing citizens from working including daycare, affordable housing, and available transportation 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.Implement Strategies & Solutions for Community Risk Reduction 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 Police Department Annual Report to the community Strengthen Relationships with neighborhood organizations and diverse community groups Fire Department Provide transparent data that demonstrates organizational efficiency and performance. Continue to develop a talent pipeline from the community by offering and supporting youth programs. Create and support a “Leaders are Readers” program with the Oshkosh Area School District. Police Department Increase number of Crisis Intervention Team (CIT) trained staff Fire Department Support the Police Department’s at their “Coffee with a Cop” events. Fire companies participate in the National Night Out event in their response district. Provide infant and child car seat checks and installation. C. Enhance Crime Prevention, Community Policing, & Transportation Safety Strategies Staff Owner(s): Mike Stanley & Dean Smith B.Provide Well Trained, Effective and Equipped Public Safety Professionals Staff Owner(s): Mike Stanley & Dean Smith Police Department Improve outreach initiatives with neighborhood & diverse population groups Fire Department Place a fire training tower in service and begin utilizing it to train new and incumbent personnel. Continue to implement recommendations from the recently completed Staffing Study. Contract for and conduct a Space Utilization Study for Fire Department facilities. D.Improve the Communities Ability to Withstand and Recover from Disruptive Events Staff Owner(s): Mike Stanley & Dean Smith Fire Department Update and revise the City of Oshkosh Emergency Operations Plan Continue to offer additional training and exercises to City staff focusing on emergency management. Begin working on Continuity of Operations Plans for the City of Oshkosh. Police Department Conduct civilian training for disruptive events Fire Department Collaborate with the American Red Cross to install residential smoke detectors. Participate in the development and implementation for a strategic plan for fall prevention. Continue to participate in active efforts, and seek new opportunities to reduce overdoses. Strategic Goal 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 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 Strategic Goal G.Improve Transportation Safety Within Community Staff Owner(s): 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 Improve transportation safety within community Improve outreach efforts to the community F.Continue to Improve Strategies to Address Substance Abuse in the Community Staff Owner(s): Dean Smith Police Department Continue participation in local County CIT and Drug & Alcohol Task Forces and Groups Promote the Drug Addiction Initiative within the Community Continue to educate and reach out to schools, neighborhood associations, and citizens regarding substance abuse 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 7 ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Future State: Organizational efficiency has been maximized by successfully achieving City initiatives Staff Owner: John Fitzpatrick Objectives -WHAT Strategies / Tactics -HOWStrategic Goal C.Develop Future Leaders & Volunteers and Reconnect With Alumni Staff Owner: John Fitzpatrick Provide employee advancement opportunity awareness training Implement Diversity and Inclusion Plan & program corresponding employee education Create an alumni network to assist with community enhancement A. Maximize our Financial Position Staff Owner: Russ Van Gompel Research alternative budget strategies Prepare Capital Improvement Program with dedicated funding for facilities, roads/utilities, and other long- term projects. Total not to exceed the maximum to maintain the debt policy. Establish parameters over a five- year period. Monitor and report on debt management policy progress 8 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership B.Recruit, Retain, Engage and Recognize Employees Staff Owner: John Fitzpatrick Analyze compensation issues to maximize staffing opportunities Establish annual employee education and development plan Diversify employee population to align with community demographics D.Improve our Performance and Outcome Measures Including Benchmarks Staff Owner: John Fitzpatrick Continue employee education regarding performance measures / metrics Promote benchmark opportunities functionally, geographically, and comparably Utilize the Citizen Survey as a resource for future strategic planning / metric development E.Align Employee Performance to Department Plans Staff Owner: John Fitzpatrick Connect departmental business plans to organization wide plan Refine “Guiding Principles” connection in employee evaluation process Improve employee’s understanding of role in achieving plan initiatives 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 G.Strengthen Partnerships and Community Collaboration Staff Owner: John Fitzpatrick Support current partnerships & welcome new partners for collaboration Participate with the state agencies, legislators, the League of Wisconsin Municipalities and other groups to impact community oriented public policy Educate citizens on the availability of services through community partnerships 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 9 F.Improve Our Internal and External Communications Staff Owner(s): John Fitzpatrick Facilitate communications with, and feedback from, employees Facilitate public awareness of City services and values Encourage annual departmental / Council Member tours & orientation including at least one departmentally hosted annual house 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 C.Improve Our City Facilities Staff Owner(s): John Fitzpatrick, Jim Collins Develop Facility Improvement Plans for all City buildings. Include recommendations from plans in CIP for implementation. Assess, Plan and continue to improve security of all City facilities. Continue annual Roofing and Heating, Ventilating and Air Conditioning (HVAC) prioritization, maintenance, and replacement. Continue parking lot replacement and maintenance per Parking Lot Pavement Study. Continue implementation of energy efficiency upgrades. A.Improve our Streets, Transit, Bicycle and Pedestrian Facilities Staff Owner(s): Jim Collins, James Rabe, Allen Davis Annually update the 5 year Capital Improvement Plan (CIP) and implement the current year projects Follow recommendations of the 2019 Transit Development Plan, including supporting the Winnebago Catch-A-Ride program for after hours service Implement “free” student fare two year program. Collect and analyze data from this initial period Complete priority programs from the updated 2019 Pedestrian and Bicycle Circulations Plan Incorporate “Complete Streets” principles when and where its feasible Objectives -WHAT Strategies / Tactics -HOWStrategic Goal D.Improve Our Public Utilities Staff Owner: James Rabe Develop Storm Water Management Plans for unstudied watersheds. Complete planning study to develop plan for storm water compliance with the Upper Fox / Wolf River Total Maximum Daily Load (TMDL). Develop compliance options for waste water compliance with Upper Fox / Wolf River TMDL. Continue implementation of equipment replacement in accordance with Asset Management Plans. Develop long range Inflow and Infiltration (I&I) reduction strategies. Develop long range utility collection/distribution system replacement plan. Annually update the five year Capital Improvement Program (CIP) and implement the current year projects. Develop Public Information/Engagement Campaign to promote the activities completed by our utilities. E. Update and Improve our City Equipment Staff Owner(s): Various Departments Develop long range equipment replacement plans/strategies. Incorporate recommendations for equipment replacement in CIP. 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 10 B. Update and Maintain Our Technology Staff Owner: Various Departments Continue implementation of Geographic Information System (GIS) functionality Develop plan to extend technology infrastructure to all City facilities ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS Future State: Natural, Cultural and Recreational Assets of the City are recognized as a source of pride for the community Staff Owner(s): Jeff Gilderson-Duwe , Ray Maurer, Brad Larson C. Implement the Adopted Design for Improvements to Museum Facilities Staff Owner:Brad Larson Implement identified activities and enhancements that ensure exhibitions link to K-12 curriculum Develop and adopt a funding strategy to execute the design for essential building modifications A. Provide Improved Park and Senior Center Facilities Staff Owner: Ray Maurer Design and construct Parks Department Administration Building Implement Lakeshore Park Master Plan Complete Rainbow Memorial Park boat launch, parking lot and trail project Install updated AV equipment including a hearing loop at the Senior Center Objectives -WHAT Strategies / Tactics -HOWStrategic Goal 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 11 B.Analyze, Plan and Implement Strategies to Maximize Parks Department Operational Efficiencies Staff Owner: Ray Maurer Update Parks Department Strategic Plan Publish Annual Impact Report to the Community Improve our volunteer systems and processes D. Initiate work on the Three Major long- term Exhibitions Identified in the Master Plan Staff Owner:Brad Larson Commence and complete design development and implementation of the concept designs for long-term exhibitions E. Strengthen Exhibitions to Alignment with K-12 Curriculum Staff Owner:Brad Larson F. Accelerate Key Collection Management Tasks Staff Owner:Brad Larson Intensify work on the backlog of uncatalogued objects and accelerate rationalization of collection pieces ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS Future State: Natural, Cultural and Recreational Assets of the City are recognized as a source of pride for the community Staff Owner(s): Jeff Gilderson-Duwe , Ray Maurer, Brad Larson Objectives -WHAT Strategies / Tactics -HOWStrategic Goal 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 12 H.Continue to Make Progress Toward the Library’s Vision of “A Library in Every Life” Staff Owner: Jeff Gilderson-Duwe G. Evaluate Investment Strategies for Trusts 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 a working group to explore options related to trusts 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 & Redevelopment in Specific Neighborhoods 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 Promote New Home in Our Neighborhood Program Promote Historic Rehabilitation Program D.Increase Owner Investment and Maintenance in Property Staff Owner: Allen Davis & James Rabe 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 Implement “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. Implement an annual Lunch & Learn to promote neighborhood programs Implement code compliance loan program to work with property owners that are unable to secure traditional rehabilitation financing. Develop education campaign to increase awareness of existing codes related to rental housing, first time home buyers and neighborhood associations. Continue to conduct proactive property maintenance and zoning inspections City-wide Implement 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 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 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.Expand 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 Annual update of a neighborhood report card program Promote available resources and services at neighborhood meetings and event F.Explore Options for Promoting Housing Stability Related to Homelessness Staff Owner: Allen Davis Collaborate with other local and state agencies to gather data on current housing stability needs and options Explore options for evaluating the current affordable housing supply and demand in our community Research current housing stability programs from other communities Explore outreach options for educating the community on housing stability and affordable housing Objectives -WHAT Strategies / Tactics -HOWStrategic Goal 2021-2022 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 9.Inclusive: Foster environments that welcome individual or group differences, in order to promote dignity, respect, and opportunity for all people. Target / Lead Stakeholders •Resident Owners –Businesses and Homeowners •Potential Owners –Business and Homeowners •Frontline Employees •City Leadership 14 Collaborate with the RE:TH!NK Social Connectedness Team Incorporate social connectedness themes into neighborhood plans and other plans as necessary Support the Connecting Through Tech program with the Senior Center Collaborate with GO-HNI on neighborhood events the focus on increasing social connectedness Coordinate with AARP on community livability and social connectedness G. Promote Social Connectedness Staff Owner: Allen Davis