HomeMy WebLinkAbout12024RESOLUTION NO. 12024
A RESOLUTION ADOPTING THE CITY OF PUEBLO STRATEGIC
PLAN 2011-2015
WHEREAS, it is the desire of the Pueblo City Council to meet the City’s Mission
and City’s Core Values as adopted, and
WHEREAS, the City of Pueblo Strategic Plan 2011-2015 was created to provide
a roadmap for fulfilling the City’s Mission and Core Values by identifying major service
and program areas, providing clear direction for reaching the City’s goals, and further
identifying the specific and measurable actions that will be taken to accomplish the
strategies for each goal; NOW, THEREFORE,
BE IT RESOLVED BY THE CITY COUNCIL OF PUEBLO, that:
SECTION 1.
The City Council hereby adopts the City of Pueblo Strategic Plan 2011-2015, a
copy of which is attached and made a part of this Resolution.
SECTION 2.
The City Manager is hereby authorized and directed to implement the attached
City of Pueblo Strategic Plan 2011-2015.
SECTION 3.
This Resolution shall be effective upon its final passage and approval.
INTRODUCED: November 22, 2010
BY: Ray Aguilera
COUNCILPERSON
Background Paper for Proposed
R
ESOLUTION
AGENDA ITEM # Q-1
DATE:
November 22, 2010
DEPARTMENT:
OFFICE OF THE CITY MANAGER
JERRY M. PACHECO, CITY MANAGER
JENNY M. EICKELMAN, ASSISTANT CITY MANAGER
TITLE
A RESOLUTION ADOPTING THE CITY OF PUEBLO STRATEGIC PLAN 2011-2015
ISSUE
Should City Council adopt the City of Pueblo Strategic Plan 2011-2015?
BACKGROUND
The City of Pueblo Strategic Plan 2011-2015 was drafted in an effort to help carry out
the City’s Mission and Core Values as set forth by the City Council. The specific goals
in the Strategic Plan identify the major service and program areas that will become the
focus of the City’s strategic efforts over the next five years. Each strategy provides a
clear direction for reaching specific goals, and the objectives provide specific steps or
actions that will be taken to accomplish the goals that will ultimately help meet the City’s
Mission and Core Values.
RECOMMENDATION
Administration recommends approval of the Resolution.
FINANCIAL IMPACT
There is no financial impact.
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City's Mission:
Pride in our community, its history, work ethic, and diverse culture.
United in our goals and mission for a strong and vibrant community
Entrepreneurial spirit that fosters educational excellence and enhanced opportunities
Beautification, cleanliness, and amenities for a Proud City
Leadership with the utmost integrity, character, ethical standards, and honesty
Outstandin service toward an enhanced quality of life for our citizens
City's Core Values:
Visionary
Ethical
4 Accountability
Transparency
Professionalism
Responsive and Respectful
4 Service Oriented with a "Can Do Attitude"
TABLE OF CONTENTS
Organizational Goals
Goal 1 Service Excellence: 1
Goal 2 Workforce Excellence: 1
Goal 3 Organizational Effectiveness 3
Goal 4 Fiscal Responsibility 3
Goal 5 Public Safety 5
Goal 6 Public Spaces 5
Goal 7 Community Services 6
Appendix: Definitions, Departmental Strategic Plans, Acknowledgements .8
ORGANIZATIONAL GOALS
GOAL 1 SERVICE EXCELLENCE TEAM LEADER.
Provide the public with easy access to information and public services in
Gina Dutcher, City Clerk
a responsive and beneficial manner
STRATEGY 1 1 Identify and remove any potential barriers to the access of public information.
Objective 1 1 1 Ensure that the City Web site is updated with information that is consistent, timely, and accurate.
Objective 1 1.2 Develop and expand online applications and services, including but not limited to payments for Municipal
Court tickets, sales tax licenses, and payments for other municipal programs.
Objective 1.1.3 Provide more programming content for Channel 17 related to municipal services and community
announcements, including closed captioning, high definition, and live broadcasting.
Objective 1 1 4 Maintain the City's 311 Governmental Information Phone Line
Objective 1 1.5 Educate and expedite information between the City Council and the Department Directors.
STRATEGY 1.2 Develop educational and informational marketing campaigns to inform the public about what
municipal services are available for their benefit.
Objective 1.2.1 Conduct community "listening" meetings with neighborhood groups, service clubs, and other interested
organizations.
Objective 1.2.2 Continue the "Coffee with the City Manager" events.
Objective 1.2.3 Create and implement a comprehensive communications plan to encourage citizen participation in civic life.
Objective 1.2.4 Develop a strategy that implements the distribution of press releases, web site information, City newsletters,
and articles to community groups that identifies the services provided by each department
STRATEGY 1.3• Establish performance measures to assess the City's responsiveness and effectiveness.
Objective 1.3.1 Develop a customer satisfaction questionnaire to be used to assess the City's responsiveness to customers'
needs.
Objective 1.3.2 Administer a statistically valid public opinion poll every two years to assess citizen satisfaction with the
quality of municipal services.
Objective 1.3.3 Provide services that are responsive to the needs of the community
GOAL 2 WORKFORCE EXCELLENCE TEAM LEADER
Enhance the diversity, quality, effectiveness, and productivity of the Marisa Walker, HR Director
City's workforce. Toni Selman, Civil Service Administrator
STRATEGY 2.1 Develop and implement best practices in the recruitment and selection of employees.
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Objective 2.1 1 Increase diversity of the City workforce to better represent the community
Objective 2.1.2 Create awareness of municipal government career opportunities and hiring processes by expansion of internal
and community partnerships.
Objective 2.1.3 Collaborate between Civil Services, Human Resources, and Departments on the identification and
application of progressive selection examination instruments and processes.
STRATEGY 2.2 Support and promote the health and well being of City employees.
Objective 2.2.1 Encourage employees to support and participate in healthy lifestyle activities, such as those promoted in the
City's Wellness Program.
Objective 2.2.2 Educate employees and the benefits of healthy lifestyles.
Objective 2.2.3 Recommend and manage a quality benefit program for employees.
STRATEGY 2.3 Foster and maintain a learning environment that is inclusive and supportive.
Objective 2.3.1 Partner to identify and develop cost effective, quality training and professional development opportunities for
employees.
Objective 2.3.2 Increase awareness and understanding of department specific processes and regulations through the
development of structured internal education curriculum (example, CORA, Legal, HR, City Clerk, IT,
Purchasing, and Finance).
STRATEGY 2.4. Develop a standardized performance management process for General Service and management
em ployees.
Objective 2.4.1 Identify key performance management system elements and develop City program standards by January 1,
2012.
Objective 2.4.2 Educate and train managers on performance management skills and measurement standards by March 31,
2012.
Objective 2.4.3 Educate employees on the new City performance management system to include goal setting, action plans,
and evaluation process and criteria by June 1, 2012.
STRATEGY 2.5. Centralize policies into a Citywide Policies and Procedures manual.
Objective 2.5.1 Compile and review all City Department policies and procedures for potential consolidation.
Objective 2.5.2 Recommend Citywide Policies and Procedures manual by January 1, 2012.
STRATEGY 2.6• Research and develop a succession planning /career path program model.
Objective 2.6.1 Research workforce forecasting, skill gap analysis, knowledge sharing, and succession planning/career -path
best practices.
Objective 2.6.2 Identify key stakeholders (representation from all Departments) to participate on a task force charged with
workforce forecasting to identify critical vacancies and the development of a succession planning/career -path
program for City employees.
Objective 2.6.3 Develop recommendations for program implementation and resource allocation.
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GOAL 3 ORGANIZATIONAL EFFECTIVENESS TEAM LEADER
Ensure that operations and service delivery are performed in an organized, Jenny Eickelman, Asst. City Manager
coordinated, efficient, and effective manner
STRATEGY 3.1 Ensure that City operations and services are delivered in an organized manner
Objective 3.1.1 The City Manager will assess municipal functions to identify and eliminate any duplication of services
performed by the departments.
Objective 3.1.2 Improve the vertical and horizontal flow of communication within the organization.
STRATEGY 3.2 Ensure that City operations and services are delivered in a coordinated manner
Objective 3.2.1 Develop a capital improvement review committee consisting of external service departments to coordinate
the planning, design development, and construction of City projects.
Objective 3.2.2 Develop a review committee to assess the consolidation of administrative support services.
Objective 3.2.3 Develop a capital improvement committee consisting of City, County, Urban Renewal Authority, and
Board of Water Works representatives to coordinate capital improvement projects.
STRATEGY 3.3 Ensure that City services are delivered in an efficient manner
Objective 3.3.1 Implement "best practice" techniques, methods, processes, activities, incentives, or rewards in all areas of
municipal government.
Objective 3.3.2 Increase safety, risk management, and loss control awareness throughout the organization.
Objective 3.3.3 Incorporate economies of scale related to capital projects through objective 3.2.1
Objective 3.3.4 Provide the necessary tools and resources to provide first class services.
Objective 3.3.5 Engage all departments in prioritization of citywide vehicle and equipment replacement program.
STRATEGY 3.4. Achieve world class status for municipal services.
Objective 3.4.1 Assist departments to achieve the highest status or accreditation in their respective field.
Objective 3.4.2 Provide strong leadership and embrace honesty integrity, equity, and respect for one another
Objective 3.4.3 Embrace flexibility and welcome change.
GOAL 4 FISCAL RESPONSIBILITY TEAM LEADER.
Strengthen the City's fiscal capacity. Sam Azad, Director of Finance
STRATEGY 4.1 Assess, analyze and provide recommendations related to the City's financial structural imbalance.
Objective 4.1 1 In cooperation with City Administration and the Council, search for financial structural solutions.
Objective 4.1.2 Engage the City Council in the course of annual and semi - annual strategic planning sessions to discuss and
identify the City's essential services.
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Objective 4.1.3 Create Citywide fiscal priorities by program.
Objective 4.1.4 Engage in long -term financial planning.
Objective 4.1.5 Explore, analyze, and recommend options to diversify revenue sources.
Objective 4.1.6 Study, analyze, and develop a fiscally responsible and an inclusive wage package program.
Objective 4.1 7 Monitor and manage a fiscally responsible benefit program for all employees.
STRATEGY 4.2 Develop efficient and effective resource allocation practices
Objective 4.2.1 Create a Grant Policy that standardizes the short- and long -term impacts of grants on the City's overall
financial strength.
Objective 4.2.2 Coordinate the development of financial and budgetary performance measures for all departments.
Objective 4.2.3 Conduct a cost - benefit analysis and long -term financial impacts analysis of all capital projects.
Objective 4.2.4 Analyze and develop a valid and adequate fee structure for City services.
Objective 4.2.5 Create a multi year financial plan guideline and objectives.
Objective 4.2.6 Perform a complete qualitative and quantitative revenue forecasting model.
Objective 4.2.7 Revise purchasing policy to reduce the time and costs associated with procurement.
Objective 4.2.8 Revise purchasing policy to raise monetary thresholds for discretionary purchasing.
Objective 4.2.9 The Purchasing Department will implement a no -cost online bid system which will decrease the internal cost
of providing bid documents, streamline the bidding process, and maximize competition to a much greater
extent.
STRATEGY 4.3 Develop a comprehensive vehicle and equipment replacement policy for all City departments, and
explore a capital replacement policy
Objective 4.3.1 Explore options to fund the vehicle and equipment replacement program.
Objective 4.3.2 Review, implement, and enforce a Citywide vehicle usage policy
Objective 4.3.3 Explore options to fund a capital replacement program where all capital facilities have a defined lifespan and
are scheduled for replacement.
STRATEGY 4.4. Develop a comprehensive economic development plan that enhances the City's tax base.
Objective 4.4.1 Explore ways to attract "new to the market" retail development.
Objective 4.4.2 Ensure that primary job creating capital improvement projects and Urban Renewal projects provide a direct
financial benefit to the City
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GOAL 5 PUBLIC SAFETY TEAM LEADER
Increase the visibility, awareness and responsiveness of pubhc safety Chris Riley, Fire Chief
related services.
STRATEGY 5.1 Increase the visibility of the Police Department in neighborhoods.
Objective 5.1 1 Maintain the two existing Police satellite facilities and establish a third satellite facility in the Minnequa-
Bessemer neighborhood.
Objective 5.1.2 Increase the number of Neighborhood Watch Associations throughout the city while continuing to support the
existing neighborhood watch groups.
Objective 5.1.3 Increase traffic enforcement operations in residential neighborhoods.
STRATEGY 5.2 Develop a community outreach program at the patrol officer and firefighter level.
Objective 5.2.1 Continue to provide Citizens Police Academies and Spanish Speaking Citizens Academies and maintain the
DARE /SRO programs.
Objective 5.2.2 Continue to enhance Fire Explorer Post 343 and Police Explorer Post 108 and recruit youths in the
community
Objective 5.2.3 Continue to partner and collaborate with the Pueblo Community College Fire and Police Science Programs.
STRATEGY 5.3• Analyze dispatch operations and call volumes to determine appropriate staffing and deployment.
Objective 5.3.1 Continue to utilize the Fire Department Accreditation Assessment Methodologies to attain National Standards
Dispatch Processing Time, which includes high quality dispatch performance.
Objective 5.3.2 Explore expanding the roles of Call Takers to provide dispatch call volume relief and operational support.
Objective 5.3.3 Conduct a staffing study utilizing the methodology of the Association of Public Safety Communications
Officials (APCO) to analyze appropriate staffing and deployment needs.
GOAL 6 PUBLIC SPACES TEAM LEADER.
Ensure that City managed and maintained facilities, infrastructure and public Earl Wilkinson, Director of Public Works
places are afforded appropriate attention, maintenance, repairs, and upgrades.
STRATEGY 6.1 Protect, enhance, and maintain City infrastructure.
Objective 6.1 1 Improve and implement maintenance management systems.
Objective 6.1.2 Improve and implement utility planning systems that forecast system expansion requirements and costs.
Objective 6.1.3 Seek opportunities to acquire funding through traditional and non- traditional means for infrastructure
maintenance.
Objective 6.1.4 Strive for energy efficiency in all roadway and pedestrian lighting systems, traffic signal systems, and
pumping systems.
Objective 6.1.5 Explore the creation of a capital improvement replacement fund to include bridges, sidewalks, curb and gutter,
traffic signals, fiber optic networks, etc.
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STRATEGY 6.2. Protect, enhance, and maintain public buildings.
Objective 6.2.1 Provide a safe, accessible environment for the public and City employees.
Objective 6.2.2 Strive for energy efficiency in all buildings.
Objective 6.2.3 Develop a capital replacement program for roofs, mechanical systems, carpet, etc.
Objective 6.2.4 Develop a program to reduce the City's inventory of 120 public buildings.
STRATEGY 6.3• Protect, enhance, and maintain parks, trails, streetscapes, and open spaces.
Objective 6.3.1 Replace, renovate, and redevelop aged and deteriorated infrastructure, parks, and facilities.
Objective 6.3.2 Investigate the wider implementation of Special Improvement Maintenance Districts to maintain
neighborhood and small parks with small area of impact. Allow the local homeowners to determine the level
of maintenance desired relative to level of funding available
Objective 6.3.3 Explore modifications to City development regulations, specifically the park dedication requirements, to
ensure the City provides a sustainable park system.
Objective 6.3.4 Develop a parks and trails master plan to guide development and grant projects.
STRATEGY 6.4 Refine /restructure the approval process for brick and mortar CDBG projects.
Objective 6.4.1 Allow City staff to coordinate with neighborhoods and submit applications for major or larger area - benefit
projects.
Objective 6.4.2 Have City staff prioritize projects identifying the most beneficial improvements and prepare preliminary cost
estimates.
Objective 6.4.3 Allow the citizens advisory committee to comment on the final package to be submitted to Council for
approval.
GOAL 7 COMMUNITY SERVICES TEAM LEADER.
Preserve, maintain, and improve the City's unique quality of life. Ada Clark, Director of Housing
STRATEGY 7 1 Preserve and improve neighborhood livability and quality of life for city residents.
Objective 7 1 1 Provide a safe, attractive, and well - maintained public right -of -way
Objective 7 1.2 Provide a safe and efficient transportation system that allows for the convenient movement of people and
goods.
Objective 7 1.3 Develop a municipally administered solid waste management plan to optimize efficiency, minimize
infrastructure impacts, and promote cleaner, healthier, and more attractive rights -of -way
Objective 7 1.4 Encourage Low Impact Development (LID) for future annexations.
Objective 7 1.5 Market the community locally, regionally and nationally as a great place to live and work.
STRATEGY 7.2 Preserve the character of Pueblo.
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Objective 7.2.1 Honor history by preserving architectural identity and the unique character of our downtown and
neighborhoods.
Objective 7.2.2 Utilize purposeful design to enhance aesthetics of buildings, landscapes, and corridors.
Objective 7.2.3 Promote healthier and more livable neighborhoods for citizens through ongoing enforcement of the City's
Code of Ordinances and focus on expanding enforcement of regulations that are not currently enforced.
Objective 7.2.4 Explore the creation of a program to develop neighborhood plans with binding regulations concerning
aesthetics and property maintenance
Objective 7.2.5 Increase efforts to revitalize underperforming or underutilized properties through judicious use of
governmental tools.
Objective 7.2.6 Develop and implement a community event program whereby citizens are drawn together to interact in a
family - friendly environment.
STRATEGY 7.3 Encourage appropriate development and redevelopment within the urban area.
Objective 7.3.1 Plan roadways to maintain or create good street and neighborhood connectivity throughout the city while
providing opportunities for alternative modes of transportation.
Objective 7.3.2 Promote contiguous development and redevelopment projects.
Objective 7.3.3 Encourage a mixture of housing options that serve a variety of lifestyles, incomes, and generations.
Objective 7.3.4 Create sustainable neighborhoods through the elimination of slum and blight.
Objective 7.3.5 Evaluate, establish, and enforce property standards.
STRATEGY 7.4 Offer high quality recreation programs to all age groups.
Objective 7.4.1 Increase program utilization rates.
Objective 7 4.2 Increase program cost recovery
Objective 7.4.3 Increase participant satisfaction.
Objective 7.4.4 Increase teen related programs and facilities.
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APPENDIX
City of Pueblo
Strategic Plan 2011 -2015
Prepared by City Administrative Staff
Summer -Fall 2010
Definitions
Goal. The goals outlined in this Strategic Plan identify the major service and program areas that will
become the focus of the City's strategic efforts These goals are broad, long -range visions supported by
specific strategies and objectives that are realistic and measurable, and they provide a general roadmap
for fulfilling the organization's mission.
Strategy. Each strategy identified in this Strategic Plan provides a clear direction for reaching a
specific goal. Together, they are the arterial roadways that lead to a specific goal. They outline how the
goal will be accomplished and provide the major direction that will be taken.
Objective: The objectives outlined in this Strategic Plan describe the specific and measurable steps, or
actions, that will be taken to accomplish the strategies for each goal
Individual Departmental Strategic Plans
Each department of the City of Pueblo has prepared a strategic plan that details the department's roles
and activities that will support the greater organization's goals, strategies, and objectives. Strategic
plans at the department level may include specific priorities that are not specifically addressed in the
City of Pueblo Strategic Plan 2011 -2015 Departmental strategic plans can be accessed through the
individual departments.
Goal Team Leaders
Goal 1 Service Excellence Gina Dutcher, City Clerk
Goal 2 Workforce Excellence Marisa Walker, Human Resources Director
Toni Selman, Civil Service Administrator
Goal 3 Organizational Effectiveness Jenny Eickelman, Assistant City Manager
Goal 4 Fiscal Responsibility Sam Azad, Director of Finance
Goal 5 Public Safety Christopher Riley, Fire Chief
Goal 6 Public Spaces Earl Wilkinson, Director of Public Works
Goal 7 Community Services Ada Clark, Director of Housing
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Goals, Strategies, and Objectives - Contributing Departments
Administration Jerry M. Pacheco, City Manager
Aviation Mark Lovin, Director
City Attorney's Office Tom Florczak, City Attorney
City Clerk Gina Dutcher, City Clerk
Civil Service Toni Selman, Civil Service Administrator
Finance Sam Azad, Director
Fire Department Christopher Riley, Chief
Housing & Citizen Services Ada Clark, Director
Human Resources Marisa Walker, Director
Information Technology Lori Pinz, Director
Municipal Court Witham D Alexander, Municipal Judge
Parks & Recreation Creighton Wright, Director
Planning & Community Development Jerry Pacheco, Director
Police Department James W Billings, Jr , Chief
Public Works Earl Wilkinson, Director
Pueblo Transit Brenda Broyles, Transit Superintendent
Purchasing Naomi Hedden, Director
Stormwater Earl Wilkinson, Director
Wastewater Gene Michael, Director
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