City Strategic Plan 2024+

Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 1 of 12 Adopted ___________, 2023 Mission: The City of Waupaca’s mission is to provide services that ensure a safe, vibrant and connected community. OLD VERSION: The city of Waupaca’s mission is to lead creatively, plan wisely and spend prudently to provide the services that ensure a safe and vibrant community. Vision: The City of Waupaca’s vision is to be the community of choice for all people and businesses as a premier place to live, work, shop and play. OLD VERSION: The City of Waupaca is a safe, clean, diverse, inviting and prosperous and well planned community that has a small town feeling. We have an honest, responsible, cooperative, cost effective, and efficient government that provides high quality public services and fosters a healthy and dynamic economy. We are proud of our past and are well positioned for our future. [Too wordy] Values 1. Honest We are trustworthy and transparent 2. Respectful We treat our community and employees who serve our community with respect 3. Innovative We explore and are open to innovative approaches to solving community problems 4. Collaborative We work together creatively to provide quality services to meet community needs and grow our local economy 5. Sustainable We value our financial and natural resources in planning for future generations Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 2 of 12 2024-2026/27 Strategic Plan I. Accelerate Economic Development (Continues to be a top priority) Lead: Jarod Rachu/Aaron Jenson Issues: The city needs to grow to stay financially stable and maintain quality levels of service that resident’s desire. There are current market challenges, specifically with housing availability, housing affordability, and infrastructure costs, along with childcare services, that community stakeholders view as current barriers to growth. Future State: We have an effective and streamlined Economic Development program that focuses on effective and efficient growth of the tax base. The Downtown is vibrant and is a destination. Churchill and Fulton Street Commercial Corridors are vibrant with a variety of businesses that fit wit hin the intent of each corridor. The City invests in economic development for businesses, housing and community. We attract new families, high quality job applicants, and sought -after businesses. A. Staff an Effective Economic Development Program B. Streamline Economic Development Processes and Procedures 1. Improve customer focus in Economic Development. 2. Update/Streamline Zoning Code to match City priorities. 3. Establish regular reporting mechanisms to track progress a. Quarterly updates to council on results 1. Building permit revenues 2. Added housing units and type 3. Commercial/industrial additions or expansions C. Strengthen Economic Development Partnerships and Collaboration 1. Collaborate with other organizations to create local solutions to current challenges economic development barriers (1) increasing access to housing (2) increasing access to childcare a. City b. Chamber c. Business Community d. School District e. Waupaca County EDC f. Philanthropic Organizations 2. Develop and execute a marketing plan for the City a. Increase foot traffic through additional events; therefore, bringing more money into the city 1. Work with the Chamber of Commerce and CVB to hire a Main Street Coordinator position while positively impacting City resources Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 3 of 12 D. Retain Existing Businesses and Attract Targeted New Businesses 1. Retain and encourage growth of our existing businesses a. Visit each major employer and understand their growth plans 1. Evaluate what type of visits with which types/sizes of business will be most impactful for those businesses and the greater community. Work with businesses to identify areas the City can assist them 2. Strengthen the Fulton Street and Churchill Street Commercial districts a. Prioritize grant writing to make redesign and construction of Fulton Street p ossible in the next three years 1. Actively strengthen RAISE Grant Application b. Actively recruit developers to redevelop non-conforming uses within TID 12 (Churchill) 3. Attract new employers a. Identify and actively reach out to recruit businesses, which will attract younger families by attending at least one commercial conference per year b. Identify and actively reach out to recruit business and industry that provide good paying jobs 1. Diversify our local economy by successfully recruiting professional jobs 2. Strengthen Waupaca for our current employers by attracting other manufacturing employers who support current major employers and successfully executing housing developments with housing for all income levels 4. Explore feasibility and potential outcomes of an industrial incubator space 5. Explore feasibility and expected outcomes of a shared office setting workspace E. Attract and Retain Young Families and Talented Workforce 1. Target prime working age (25-45) families as new residents 2. Continue to leverage arts and culture community to attract young families. a. Work alongside WAACN to find a permanent self-sustaining location for the Arts Hub 3. Promote and incentivize appropriate housing developments that prime working age people will be seeking a. Identify what this looks like… 1. Amenities 2. Price points 3. Product type 4. Assist current efforts to bring a diverse array of shopping, recreational, and entertainment options 5. Assist community partners to provide cultural orientation resources community wide F. Encourage Housing Development and Investment 1. Develop housing - incentivize development of both for rent and owner occupied homes across various price points. a. Identify builders / developers and actively communicate with them to build relationships. b. Establish partnerships with non-profit builders 2. Encourage re-investment in current housing inventory. a. Maintain and improve accountability with existing property owners and absentee landlords for blighted properties b. Find opportunities to help homeowners with reinvestment in their homes 1. Promote opportunities for homeowners through New Housing Bills. a. Specifically Act 17 which provides $50 million in one-time funds for low to moderate income households to repair their current home and address hazards like lead, mold and asbestos. c. Find opportunities to provide housing upgrade / renovation incentives 3. Work alongside community groups to strengthen existing neighborhoods through housing programs and activated neighborhood organizations. Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 4 of 12 Key Performance Indicator Comment Tax Base – equalized values Population # and revenue of building permits # of housing units created per year Commercial property vacancy rate Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 5 of 12 II. Strategically Invest, Improve and Maintain Public Infrastructure/Facilities Lead: Justin Berrens/Stephanie Reif/Aaron Jenson Issue: Limited resource for roads and infrastructure. Future State: We have a thoughtful investment plan updating our aging infrastructure. A. Complete Public Works Facility Within Budget and on Time (Spring of 2024) B. Continue Replacement / Expansion Programs (Streets/Water/Sewer) 1. Street Projects: A schedule will be prioritized by professional opinions of Public Works staff, Pacer ratings and City Council input. i. Upcoming Considerations are likely to include but are not limited to… 1. Fulton Street 2. Elm Street 3. Hill Street 4. Lensmire and Hardy Streets 5. Eastgate Subdivision 6. Jefferson Street 7. Industrial – Wendt – Spindt 8. Union Street 9. Churchill Street 10. Shoemaker/Riverside a. Street projects for the next several years should fall within a Capital Improvement Plan with a G.O. spending cap of $1.5 million per year. 2. Water Expansion i. Extend water to outside city limits when it makes sense. ii. Strategize with staff, Water and Sewer Utillity Board and City Council on how to most appropriately continue the lead line replacement program with reduced State/Federal funding. iii. Future infrastructure replacement will be considered alongside street replacement plans. iv. Execute simplified rate cases as needed to keep up with inflation. v. Explore full rate case in 2024. 3. Sewer i. Consider expansions of sewer in non-sewer areas including but not limited to… 1. Airport area east of Ferg Ln and Rotary St. 2. N. Washington Street 3. Highland Drive 4. S. Morton St. 5. S. Harrison St. 6. Berlin St. near Evans St. 7. Bailey St to water tower 8. River St. 9. Elm St west of Westly St. 10. Ballard Rd. Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 6 of 12 ii. Use long term planning to position the Utility to financially handle future large capital improvement projects, with minimal impact to rate payers, as outlined in the 2023 Wastewater Facility Management Plan. iii. Implement rate increases as needed to gradually keep up with inflation. iv. Future infrastructure replacement will be considered alongside street replacement plans or stand alone projects. C. Evaluate the Development of More Recreational Facilities 1. Work with FOWP to develop new and improve maintenance resources on existing multipurpose trail systems through the community (See CORP Plan) 2. Remove economic barriers participating in youth programs for non -resident youth while maintaining current levels of funding within the youth program fund i. Explore vouches systems for townships with not entirely within the WSD. ii. Re-explore Fund 80 as a potential solution. 3. Evaluate feasibility for public restroom facilities in the downtown area D. Strategically Enhance and Expand Waupaca Online 1. Continue to expand customer base by marketing the expanded broadband access created through the 11 tower built by the County. 2. Continue upgrades and enhancements to our current system to improve internet quality Key Performance Indicator Comment % of capital projects completed on time % of capital projects completed within budget Number of trees planted in public spaces Number of energy efficient upgrades in public facilities Total miles of streets paved Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 7 of 12 III. Enhance Public Safety Lead: Brian Hoelzel / Jerry Deuman Issue: An increase in employee retention and recruitment challenges for police departments locally, and across the state/nation. Identify a person/position to prioritize emergency movement preparedness/coordination. Future State: Waupaca is recognized as a community that provides exceptional public safety services . Local emergency management efforts has clear leadership and coordination. A. Develop Plan Long Term Capital Plan for “Public Safety Square” 1. Work with outside planning agencies to develop a comprehensive space needs plan for “ Public Safety Square”. This would include developing a plan, and potentially a phased approach to address long term fire department and police department needs. a. Currently have an application in to the Univer-City program at UW Madison for execution of this item. B. Maintain Current Resources to Combat Drug Problem/Crime 1. Drug Enforcement Officer 2. Two PSLO officers 3. Provide officers with proper equipment and training (ongoing) C. Be More Prepared in Emergency Management 1. Update Emergency Operations Plan by the Spring of 2024 2. Develop and Deliver Annual “Table Top” annual exercises based on our hazard vulnerability analysis results. D. Engage and Instill Ownership into the Members of the newly formed Emergency Management Committee – (2020) E. Collaborate w/ Other Agencies to Address Safety Problems 1. Seek outside funding for public safety organizations (ongoing) a. Grants b. Donation c. Develop one new community fundraiser for police and fire services d. Matching/in kind 2. Before accepting grants, evaluate the long term costs associated with new equipment and weigh those costs with the benefit to the department, community and impact on financial sustainability. 3. Continue Community Outreach and service events (ongoing) i. Continue efforts such as… 1. Drug takeback 2. Halloween on Main 3. Mental health initiatives 4. Shop with the Cop 5. Lakemen field fundraisers 6. Community active shooter trainings. 7. PSLO’s do donut with a cop – Students invited. 8. Battle with the Badges 9. Bread Basket Initiative 10. Members with CHAT 11. Members with Recovery Coalition 12. Member of Drug Court Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 8 of 12 ii. Implement New Public Relation Events... 1. Ie.. Cops and Bobbers F. Develop Neighborhood Pride and Strong Neighborhoods 1. Create/improve neighborhood watch 2. Promote neighborhood block parties Key Performance Indicator Comment # drug related crimes # of community relation initiatives by police department Amount of grant money received annually % of EMS response time within goal (8 minutes) Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 9 of 12 IV. Streamline City Processes Lead: Joshua Werner/All Department Heads Issues: Outdated or cumbersome processes; not fully utilizing technology; unsure if we are communicating the correct data to stakeholders. Future State: Internally and externally the city utilizes technology to provide efficiency and effectively communicate and process citizen requests/needs. A. Fully Utilize Technology 1. Offer City Services On-line a. Make Improvements to online payment options b. Make more of an effort to have customers utilize online billing and payment options. c. Continue to add customer options for On-line Forms/Processes wherever possible and practical. i. Goal to make all forms electronic and available online. Government accessible 24/7. d. Implement On-line meeting Agenda Software B. Utilize the Public Engagement Committee to develop and execute a strategy to effectively communicate issues that are important to residents and City operations (Public Relations). 1. Examples of communication topics may include… a. Strategic Plan Initiatives b. New developments c. Community Events d. Promotion of City Services e. Asking for community feedback/input Key Performance Indicator Comment Amount of physical paper used for city processes decreases Processes become more efficient through the use of technology City staff and the public become more proficient and comfortable with the use of technology to conduct city business Public has better understanding of city and city services Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 10 of 12 V. Ensure Long-Term City Financial Sustainability Lead: Stephanie Reif / Aaron Jenson Issues: Unsure if we are communicating the correct data to stakeholders. Future State: We are financially sustainable, affordable for residents, and well positioned to invest in city services/infrastructure to improve the City. A. Streamline City Financial Processes 1. Increase communication from Finance Office to Department Heads regarding real-time budget summary's a. Educate department heads on functionality and all capabilities so they are proficient users of our budget software b. Finance Director and Department Heads will meet quarterly (minimum) to review budget trends 2. Utilize forecasting models to best predict long term impacts of spending. 3. Continue investment (public and private) into the City with a thoughtful plan to address long term costs associated with that investment. 4. Take steps to maintain and improve upon current bond rating (A+) i. Decrease debt ii. Maintain or Add to General Fund Balance 5. Limit G.O. Borrowing to not exceed an average of $1.5 million through 2028. Exceedance of that cap may be considered for revenue generating capital initiatives. 6. Maintain a local mill rate of under $8.00 starting in 2024 7. Maintain competitive utility rates when benchmarking amongst comparable municipalities. 8. Reduce number of Audit findings each year B. Explore New Potential Revenue Sources and Protect Current Revenue Sources 1. Be involved in the Innovation Fund rollout and explore potential collaborations for funding. 2. Stabilize the Grant Writer position for long term City benefit 3. Prioritize environmentally sustainable practices that are attainable short term an d improve long-term financial sustainability Key Performance Indicator Comment Bond Rating Total number of audit findings Debt against equalized value Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 11 of 12 VI. Maintain the City of Waupaca as a Preferred Workplace Lead: Aaron Jenson / Dept. Heads Issues: We will be losing seasoned staff through aging out and retirements (many in department head positions) Institutional knowledge could be walking out the door. Transparency and departments working together. Future State: We have an organizational culture that attracts and retains high quality employees, empowers employees and allows both employees and elected officials to reach their full potential. A. Develop a Workforce, Attraction and Retention Strategy 1. Stay competitive with employee compensation a. Ensure employees are paid market rate wages. b. Explore and consider creative incentives that employee’s value, but do not negatively impac t City budgets. 2. As staff turns over, fill the highest need for the City and not necessarily the position that was just vacated 3. Develop alternative recruitment methods. i. Continue to improve upon workplace culture. Strive where employees feel valued, empowered . ii. Determine the value staff places on each fringe benefit. iii. Explore and consider creative incentives that would be desired by employees and would be in place of higher wages where possible. 4. Invest in leadership training for department heads, supervisors and aspiring leaders. i. Work together on these initiatives so organization leaders are using the same language and working off the same principles. 5. Increase involvement with Inspire Program to create a pipeline of employees from area high schools to our organization. 6. Improve/increase departmental collaboration a. Employee recognition b. Sharing talent across departments c. Sharing resources d. Build communication/respect between departments (ongoing) i. Do this through honest and respectful in person interactions ii. Always first assuming others have the best of intentions iii. Celebrate the success of others iv. Regularly practice gratitude for the effort of other team members B. Better Recognize Staff 1. Develop opportunities for “unscripted” employee recognition across depts. 2. Recognize staff for excellence 3. Recognize employees contributing to and encouraging to make improvements/innovations /thinking differently C. Prioritize Bi-lingual Skills Through Hiring Processes and Employee Trainings for Appropriate Positions D. Engage and Develop Employees and Future Leaders 1. Improve Onboarding Process i. Make new team members feel welcome and set up for success 2. Increase connections with high school students to provide work experiences that may lead to permanent employment after graduation. 3. Develop City Leaders (ongoing) a. Clear communication b. Provide direction Strategic Plan Developed from May 17 and 18, 2019 Strategic Planning Retreat Updated from July 11 and 12, 2023 Strategic Planning Retreat 3/17/2020 10/3/2023 Page 12 of 12 c. Recognize excellence Key Performance Indicator Comment Employee retention rate Employee satisfaction (through surveys) Numbers of applications received Total hours of training completed