General

AGENDA OF THE COMMON COUNCIL THURSDAY, APRIL 29, 2021, 5:00 PM Virtual Meeting. Public may join via Zoom. A. Zoom Meeting Information. 1. This item contains information and instructions on the virtual zoom meeting. B. Roll Call. C. Pledge of Allegiance. D. Approval of the Agenda. E. Presentation to Council on Strategic Plan 1. Director Joseph Faulds, Human Resources, will present the strategic plan. F. Adjournment. 1) SUPPLEMENTAL INFORMATION: The Video of this meeting, Agenda, Agenda Packet, and Minutes are available online at www.greenbaywi.gov/Meetings. 2) ACCESSIBILITY: Any person wishing to attend who requires special accommodation because of a disability, should contact the City Safety Manager at 920-448-3125 at least 48 hours before the scheduled meeting time so that arrangements can be made. 3) QUORUM: Please take notice that a majority or quorum of the Common Council will attend this committee meeting and will constitute a meeting of the Common Council for purposes of discussion and information gathering relative to this agenda. 4) REPRESENTATION: The party requesting the communication, or their representative, should be present at this meeting. Agenda of the Common Council April 29, 2021 Page 1 Virtual Meeting Instructions Common Council April 29, 2021 (Presentation) Zoom Meeting Information Join Zoom Meeting https://us02web.zoom.us/j/88371238391 Meeting ID: 883 7123 8391 Passcode: 607724 One tap mobile +13126266799,,88371238391#,,,,*607724# US (Chicago) +19292056099,,88371238391#,,,,*607724# US (New York) Dial by your location +1 312 626 6799 US (Chicago) +1 929 205 6099 US (New York) +1 301 715 8592 US (Washington DC) +1 346 248 7799 US (Houston) +1 669 900 6833 US (San Jose) +1 253 215 8782 US (Tacoma) Meeting ID: 883 7123 8391 Passcode: 607724 Find your local number: https://us02web.zoom.us/u/kbNWw6u3O 1 Zoom Meeting Instructions for Members and Persons Attending Meetings—City of Green Bay Additional Information 1. Wisconsin Open Meetings Law still applies a. Persons interested in speaking to an item must give their name and address b. Committee/Commission/Board members will still follow Roberts Rules of Order 2. All zoom meetings will have a password in the instructions. Please enter when prompted. 3. Please log into the Zoom meeting 10 minutes before the meeting starts to ensure proper technology is working. a. If you are a Board Member, please log into CivicClerk with a computer, laptop, or tablet device. 4. Once you are in the meeting please mute yourselves. a. You may unmute yourself when you are called upon to speak. 5. Waiting room a. When you call in, all callers/participants will be placed in a “waiting room.” b. Persons on the agenda will be admitted to the meeting, and then once the item is concluded, the host will permanently mute you from the meeting (you can still hear the meeting). 6. Using Zoom with a tablet or computer a. Tablet—you will be asked to sign in. Download the app either with the Apple Store or the Play Store b. Computer—you will be asked to sign in. You may download the app or click on the link to open Zoom in your browser. 7. Registering a. The host may ask you to register for the meeting. A registration link will be sent to you along with the invite. You’ll receive another email confirming that you’re registered for the meeting. b. If you’re using a phone, your registration will still be tied to an email. 8. Raising your hand a. Committee members—you can either use CivicClerk and request to speak or you can “raise your hand” in the zoom meeting (you’d need to use a computer or tablet) to let the host know you’d like to speak. You can also un-mute yourselves and start speaking. b. Persons on the agenda—you can “raise your hand” but you’d need to use a computer. You will be allowed to speak, per Wisconsin Open Meetings Rules, once the committee has “opened the floor for interested parties to speak.” Once the committee is finished with your agenda item, the host will mute you permanently, unless the committee opens the floor again. 9. What devices should I use? a. Smart phone (please see more detailed instructions on page 3) b. Land line c. Tablet—well in advance of the meeting, please download the Zoom Meeting app before you join a meeting by using either the Apple Store or the Play Store. You will be asked to input your name, thus identifying you for the meeting. You’ll also be asked to verify your email. d. Computer—well in advance of the meeting, please download the Zoom Meeting app, but you can also click on a link to open the Zoom Meeting in your browser. You will be asked to input your name, thus identifying you for the meeting. e. For tablet and computer users--if you download the app you will be asked to verify your email. 10. Zoom etiquette a. Muting yourselves when you’re not talking will prevent your background noise from interfering with others’ ability to listen to and participate in the meeting. b. If you’re using a telephone, please identify yourself with your phone number and name before you speak. Zoom meeting hosts can see only your telephone number and will ask you to identify yourselves. 11. Closed session a. Persons in the Zoom meeting will be put into a waiting room while the committee meets in Closed Session. Participants will be admitted back into the Zoom meeting once the committee reconvenes in Open Session. b. Persons watching live on YouTube will see a gray screen with the City logo during closed session. 12. Persons interested in attending anonymously or listening to the meeting may call in by dialing *67 followed by the phone number above. 2 Zoom Meeting Instructions for Members and Persons Attending Meetings—City of Green Bay Calling into the Zoom meeting using a smartphone 1. Dial the phone number listed at the beginning of this document. 2. When prompted, enter the Meeting ID number followed by # a. If you’re using a smartphone, you can access the keypad by clicking “Keypad” on your screen 3. Once you are in the meeting, notify the meeting host that you are in and state your name. 4. If you do not need to talk, please make sure your phone is on Mute a. If you’re using a smartphone, look at your screen and click the Mute button b. If you’re using a computer, you should see a Mute button in the Zoom application 3 Zoom Meeting Instructions for Members and Persons Attending Meetings—City of Green Bay  City of Green Bay Strategic Plan Mission: The City of Green Research from City of Bay is a proud community dedicated to enhancing Green Bay Strategic Plan the quality of life for all 2019 City of Green Bay residents and businesses Employee Survey through asset Community Partners management and Feedback investment in strategic growth. • Vision: The City of Green Bay: Champions of Community, Livability and Opportunity Planning Assumptions 1. Trained employees provide better service to the public. 2. Employee retention improves Key Strategies: when employees have autonomy, 1. Balanced and Equitable Community Development purpose, and the opportunity to a. Equitably leverage our community’s assets to attract grow within the organization. and connect businesses, residents, and visitors. 3. Anticipating financial challenges leads to financial b. Invest in essential public safety services in ways that stability. are responsive to community needs. 4. Improving roads and 2. Employee Recruitment and Engagement infrastructure allows our citizens a. Build a diverse, inclusive, and engaged workforce. to stay connected in a safe and b. Focus on employee training and development. secure way. 5. Developed areas increase tax c. Offer maximal autonomy and flexibility to all base and diversifies the employees at all levels. population. 3. Customer Service a. Provide inclusive, accessible, and responsive services to all residents and businesses. Key Performance Measures: b. Driven by service excellence. Response time for services (i.e. 4. 21st Century Infrastructure police and fire, public works). Development Projects a. Repair and maintain existing roads and infrastructure. Parks/Community Programs b. Install innovative, resilient systems and services to HR/Employee Data meet the current and future needs of our community. Financial Data 5. Long Range Fiscal Strength and Sustainability. a. Identify and support internal and external policies that meet the long term fiscal needs of the City while Outcomes: recognizing the limits of property taxpayers. - City core needs are met b. Communicate with the citizenry our compliance with - Vibrant community all policies, laws, and procedures, earning recognition - Safe community as trusted stewards of taxpayer dollars. - Stable finances - Completed development projects - Increasing the tax base Core Values: Integrity, Honesty, Respect, Customer - Increase the City’s population Focus, Community Driven, Reliability - Decrease in complaints - Aligned actions with the Common Council We value our history, our citizens, our diversity, our - Improved retention of City staff businesses, our workforce, our volunteers, our neighborhoods, our downtown and our waterfront. Operational Plans: See department operational plans.  City of Green Bay Strategic Plan Mission: Research from City of Our mission is to guide development Green Bay Strategic Plan of the community to create a DCED team members use or seek sustainable balance of safe neighborhoods, quality housing, out a variety of resources economic opportunity, historic (surveys, plans, committee work) preservation, and cultural diversity based on specific team goals for current and future residents. Planning Assumptions: 1. Public engagement and outreach to residents and the development community will generate the most effective policy outcomes Vision: 2. Planning efforts must take into consideration the needs of both existing and future residents 3. Evaluating, adopting and enforcing policies will ensure an efficient department that prioritizes projects The City of Green Bay is a competitive, dynamic, and resources and makes policies easier to understand to our customers diverse community offering unique urban places and 4. Constant measurement of progress towards experiences including employment, housing and achieving City-wide, department and individual staff goals will help staff evaluate and enhance programs recreation for all. and policies and make recommendations for improvements 5. Continued growth of quality housing and economic development projects shall be pursued through competitive negotiation, regulation and completion of quality new construction, the redevelopment of Key Strategies: targeted parcels and the elimination of nuisance properties DCED will link and leverage existing assets to create new opportunities through 6. Preservation and/or adaptive reuse of historic activities that: properties and buildings shall remain a high priority Key Performance Measures: 1. Maximize public engagement and leveraging of partnerships: 1. Number of new and existing neighborhood a) maintain and expand formal programming for neighborhoods associations that are active and participating in b) identify and support local business development planning and community related activities 2. Adopt, enforce, evaluate and amend (as needed) policies, procedures and ordinances that 2. Retention contacts resulting in positive address City goals and objectives: evaluations of interactions with the City a) regularly prioritize department projects 3. Number of outbound communications on new b) attain and evaluate funding needs for the department and for development and existing department programs and resources projects resulting in maintained or expanded interaction with those programs and resources c) evaluate and improve standardized processes 4. Number of businesses opened, expanded or d) amend ordinances to reflect current development demands and City closed in a calendar year objectives 5. Number of permits for new housing units 3. Evaluate department programs and resources, and enhance, alter, maintain or eliminate constructed in the context of overall City goals programs and resources as necessary: 6. Number of permits for improvements on existing a) establish clear goals for education and communication with residents and housing units in the context of overall City goals other stakeholders about department services and resources 7. Number of historic structures and properties b) establish clear goals to assist in the promotion and improvement of the KICC preserved and repaired c) encourage and manage affordable housing opportunities including public 8. Number of public art projects maintained and housing added to the community 4. Facilitate public-private partnerships to complete development plans and transactions: a) analyze and evaluate development proposals for compliance with City ordinances, goals and objectives Outcomes: The City of Green Bay b) acquire, maintain and sell properties for redevelopment or other public purposes c) identify, mitigate and correct properties and/or property owners that frequently have is successful when: code and ordinance violations • all neighborhoods are safe, healthy and vibrant • anyone who wants a job with Core Values: competitive wages or a nice place to live can find it in the City • we prioritize building and maintaining a safe and prosperous community • all historic properties are • we understand that our decisions impact future generations maintained and restored as • we implement procedures, policies and ordinances as a means to functional buildings achieve a goal • our diversity is celebrated in our • we are good stewards of our resources culture, our economy and our • we strive to maintain a high level of customer service public art • we provide efficient, effective, team-based efforts and decision making • department team members are challenged and excited about reaching goals Operational Plans: employ targeted, coordinated staff teams to review projects, evaluate problems and develop solutions; designate project leaders and team leaders for major projects; set goals for individual performance that support the overall strategic direction of the City; establish, maintain, evaluate and modify formal procedures as needed to measure the impact and degree of success of current and past projects for purposes of setting direction on future projects  Parks, Recreation and Forestry Strategic Plan Mission: Research from City of Parks, Recreation & Green Bay Strategic Plan Forestry promotes • Park staff will review wellness and energy Strategic Plan on an annual through dynamic basis programs and • Prioritize the strategies and objectives using input from attractive community community and employees spaces. • Incorporate changes into the Park, Recreation and Open Space Plan Vision: Green Bay Parks will be the happiest, healthiest place to live, learn, work and play. Planning Assumptions • Qualified and diverse staff leads to better service Key Strategies: • Evolving customer expectations requires our 1) Build community, promote wellness and ensure service to be adaptable and equal access for all flexible • Provide excellent programs, services, places & spaces • Limited resources (budget and a community awareness. restrictions) necessitates • Improve civic engagement and provide opportunities for meticulous and creative social connection planning to maximize our 2) Cultivate an effective, dynamic workforce. services • Increasing training and professional development • Changing trends opportunities • Expand internal and external communications throughout the department 3) Efficiently and effectively manage all park assets Key Performance • Work within annually adopted budget and comply with Measures: policies and procedures • Employee performance • Maintain and communicate Inventories of programs, evaluations. services, places and spaces • Employee retention 4) Steward of natural spaces and green infrastructure • Positive customer engagement • Conserve, enhance and acquire natural areas • Customer surveys • Preserve and improve green infrastructure • Department efficiencies • Increase in program and facility utilization Core Values: Here is the Park Department we believe our Core Values are: Outcomes: • Integrity • More creative productive staff • Honesty • Increase in operational • Respect efficiencies • Safety • Parks continue to be vital to • Customer Focus community well-being • Stewardship • Create great experiences • Creativity  Fire Department Strategic Plan Mission: Research from City of The mission of the Green Green Bay Strategic Plan Bay Metro Fire Department is to protect and educate Fire Industry Resources and our community, show Standards compassion to all, and Employee Input & Feedback continue the honored tradition and dedication of Community Feedback the fire service. Planning Assumptions Meeting or exceeding national response time standards provides better customer service. Vision: There will always be emergencies, but A diverse workforce is critical to how we respond to them has to evolve. mitigating emergencies and providing service to people of all backgrounds. Investing in a highly trained workforce Key Strategies: make employees feel valued. Capital expenditure planning is critical to 1. Service Delivery maintaining an emergency response a. Continuously monitor response times and resource availability to meet or exceed national standards capacity. 2. Position for future expansion a. Develop theoretical organizational structures and response Technology plays an increasing role in models for expansion. day to day operations and must be b. Engage key stakeholders in expansion discussion to develop integrated and updated continuously. relationships 3. Personnel Recruitment, Development, and Wellbeing a. Develop strategies for recruiting a diverse workforce. Key Performance Measures: b. Expand educational and leadership development Response data and metrics opportunities. Executing additional mergers c. Provide psychological, physical, and financial resources. Employee Retention and Satisfaction 4. Technology Integration Inventory data and tracking a. Improve use of evolving technology to analyze and evaluate Inventory expenditure data for operational efficiency. Fleet Maintenance reports b. Implement use of evolving technology for inventory Facilities costs and maintenance management and planning. 5. Financial Planning a. Continue to explore option to minimize fleet expenditures, including lease options. b. Develop robust facilities management program including Outcomes: capital expenditures and funding general maintenance. Safe Community Healthy Citizens Engaged workforce Core Values: Duty Improved regional services Employee retention Honor Modern, functional facilities Professionalism Excellence Compassion Reliability Operational Plans: See department operational plans and guidelines  Green Bay Police Department Strategic Plan Mission: We, the members Research from City of of the Green Bay Police Green Bay Strategic Plan Department, are dedicated fgfdgffgfdgfd to providing service • Listening sessions with through a partnership with officers from all shifts. the community that builds • Review at staff meetings trust, reduces crime, and monthly operations creates a safe environment, meetings. and enhances the quality of • Discussions with life in our neighborhoods. Community Groups. Vision: CommUNITY(s)/Tradition/ Progressive The Green Planning Assumptions: Bay Police Department remains dedicated to working FOR the community to seek long term solutions for their concerns, • Partnerships and perceptions, and community problems while building trust, respect relationships within the and legitimacy. Community to build trust and transparency. Key Strategies: • Constitutional Policing to • Crime Reduction and Deterrence ensure equality. o Expanded Behavior Health unit • Citizen Feedback and o Expand Community Police Division Listening sessions for all • Employee Wellness and Opportunities communities to be heard. o Assist the Police Officer Support Team • Defining roles and o Improve Communication and morale responsibilities lead to a lean o Achieve Internal Transparency and fiscally responsible • Transparency Through Community Engagement department. o Community Meetings/Outreach o Partner Ethnic groups and Non-profits Key Performance Measures: o Building Trust/Respect/Legitimacy • Crime Reduction o Ongoing Homeless/ Housing Outreach • Employee Morale o Implement body worn cameras • Employee/Community • Restructure the Department’s Org Chart Engagement o Dedicated Trainers/Training Unit • Citizen Satisfaction o Maintain a Clear Chain of Command • Positive/Negative Feedback o Define roles and responsibilities • Recruitment & Retention • Recruitment and Employee Retention Rates o Improve Job Satisfaction o Expand outreach to diversify our workforce Outcomes: Are we successful in: • Reduction in crime Core Values: GBPD is dedicated to Traditional • Managing perception of Values through Progressive Policing with an crime inspired workforce. Values to include: • Employee wellness and morale • Earning Community • Integrity Impartiality Trust • Knowledge Kindness • Building Respect and • Loyalty Intelligence legitimacy • Humility Courage • Being transparent • Honesty Sincerity • Having long term solutions for problems • Efficient department  Human Resources Strategic Plan Mission: To provide Research from Human innovative human Resources Strategic Plan resources services and build an engaged, 2019 Culture Survey inclusive, and diverse 2020 Supervisor Survey workforce. HR Industry data for public and private sectors. Risk Management Internal and Industry Data Vision: To be an employer of choice. Key Strategies: Planning Assumptions 1. Recruit and retain a diverse and engaged 1. More inclusive policies will workforce. lead to recruiting a talented, a. Intentional efforts tailored specifically to diverse, engaged, and departments to recruit and hire candidates to productive workforce. build a diverse and inclusive workforce. 2. A culture that values an b. Develop a D&I Strategic Plan that promotes employee’s hard work, feedback, diversity, equity, and inclusion. and embraces a work-life 2. Focus on employee engagement to create a balance will lead to higher motivated, productive, and healthy workforce. productivity and retention. a. Reinforce our culture that values open 3. Employee development and communication, promotes a work-life balance, training will lead to better service and recognizes the important role employees to the community. play in the City’s service to the community. 4. Safety training will reduce on- b. Provide employee development and training site injuries and workers comp with an emphasis on customer service. claims. c. Monitor and evaluate City Benefits Plan and develop programs for Health 1265 to help employees engage in their own health and Key Performance Measures: well-being. - Diversity demographics for 3. Provide a safe work environment. hires and promotions. a. Allocate the proper tools, equipment, and - HR Data (i.e. absenteeism, training to ensure the safety of our employees voluntary turnover, retention and the public. rates by department.) b. Monitor and evaluate our work environment to - Employee Culture Survey help minimize the spread of COVID-19 (i.e. Results PPE, social distancing, remote work, and - The number of workplace staggered schedules). accidents/injuries, time off c. Ensure all of our employees feel a sense of due to workplace injuries. belonging and acceptance in their role as a - Workers Compensation City employee. Fund Balance. 4. Integrate Technology into HR Functions. a. Utilize current technology and explore new platforms to streamline HR workflow and City processes. Outcomes: Higher overall employee satisfaction, engagement, and Core Values: Integrity, honesty, respectful, productivity. customer focused, teamwork, inclusion, equity, Healthy and Safe Work and lead by example. Environment. Improved services to the public.  Law Department Strategic Plan Mission: To ensure City Research from City of of Green Bay operations Green Bay Strategic Plan are successful and in Roundtable discussions compliance with local, Review of department historical data state, and federal laws Evaluation of trends in other, and regulations. similarly situated municipalities Review of industry best practices Vision: To work creatively and collaboratively with City Planning Assumptions staff to improve community life in the City of Green Bay by providing quality advice and services. Increased engagement will improve the visibility of and communication with the law department by departments and officials. Key Strategies: Positive work environment and 1. Customer Service / Accessibility opportunities for professional growth will lead to higher employee a. Diversify knowledge base of employees to make satisfaction and retention. the department more readily available to other staff and officials. Creation and maintenance of a b. Actively engage in intradepartmental projects. uniform records system will improve c. Maintain a visible presence in core City functions. department performance. 2. Employee Retention Key Performance Measures: a. Improve working conditions by diversifying workloads, cross-training, and encouraging 1. Number of meritorious claims flexible scheduling. and actions against City. b. Respond to consistent workload changes through 2. Average time for assignments appropriate staffing. to be completed. c. Provide opportunities for legal education and 3. Employee evaluations and self- training. reporting. d. Create opportunities for advancement within the 4. Employee length of service 5. Occurrence of redundant department. requests. e. Encourage participation in state and local bar 6. Usage of indexing system. associations. 3. Record Keeping a. Create a functional and comprehensive electronic Outcomes: records indexing system. b. Generate reference materials for City staff to Improved employee satisfaction and engagement. improve consistency in staff actions. Less employee turn-over. Core Values: Increased efficiency and workload management by department staff. Knowledge, professionalism, ethics, adaptability, collaboration, creativity, and appreciation. Fewer legal actions filed against the City.  Department of Public Works Strategic Plan Mission: DPW – To provide essential services used every day by the public Research from Department of and other City Departments, and to Public Works Strategic Plan build and maintain infrastructure critical for everyday life through the calculated application of resources, • Review of industry trends technology, and teamwork. through trade groups • Solicitation of input from stakeholder groups Vision: To be a respected and trusted provider of services necessary to the operation of a successful community. Planning Assumptions • Providing better information to the community, and making the information easier to access, will Key Strategies: provide a better overall experience for the customer and allow for a 1. Enhance the use of the City’s Request for Service to more positive interaction • Allowing customers to access provide a more positive user experience services from remotely will cut Continue to promote the use of the Request for Service system to travel needs and time expenditures more effectively and efficiently route requests to the proper as well as allow for employee section for resolution. Use the Request for Service system to flexibility in responding. close out requests to demonstrate to end user that work was • Solicitation of feedback from completed and track time of completion to provide better front-end affected users allows those users to estimates to requestors. have some stake in the outcomes 2. Expand upon electronic services to supplement and demonstrates our interest in traditional counter-service serving their needs. COVID-19 has forced DPW to offer electronic services, such as • DPW will continue to be fiscally permitting, citation payment, and payment for parking rental. constrained, with infrastructure These initiatives have been well-received by users. DPW will needs outpacing available funding enhance those services currently provided and seek additional for the foreseeable future opportunities, like electronic bidding on public construction projects, to lessen the need for in-person traditional counter service. This will have a secondary benefit of allowing the Department to evaluate continuation of flexible work schedules and work-from-home opportunities to benefit employees. Key Performance Measures: 3. Promote educational outreach to achieve voluntary • Reduction in number of complaints compliance with departmental initiatives • Increase in positive feedback from Use social media presence, letters, and outreach to stakeholder community groups (neighborhood associations, business improvement • Reduction in claims districts, home builders, contractors, etc.) to solicit feedback on • Ability to complete satisfactory how to deliver message and provide more frequent, timely, and number of infrastructure projects relevant information to public about programs and regulations. 4. Long-term planning for capital infrastructure to combine maintenance and rehabilitation/replacement Build upon existing use of GIS data for sewer and pavement data Outcomes: to maximize return on investment into infrastructure rehabilitation • Stakeholders/taxpayers more projects. Also include effects of enhanced maintenance, need to satisfied with service provided for reduce/eliminate sewer system I&I, implementation of Green taxes paid. Infrastructure (GI), changes to traffic patterns and modes, and • Overall condition of infrastructure flood mitigation needs in selecting projects. improves • Decreased need for enforcement Core Values: Customer focused Polite Professional Complete/Thorough Ethical Fiscally responsible  Green Bay Water Utility Strategic Plan Mission: Provide a Research from City of reliable, high-quality Green Bay Strategic Plan drinking water supply with exceptional customer 2020 GBWU Strategic Plan service and value. research with employes, wholesale customers, managers, Commissioners and strategic partners. Vision: Achieving leadership excellence as a valued Planning Assumptions 1. Safe water needs to be available to and collaborative community partner, top-rated our customers 24-hours a day, seven workplace, and innovative industry expert. days a week 2. The Water Utility needs to be a critical asset to the City 3. Embracing techonology increases Strategic Pillars: efficiency and attracts the younger o Manage Risk & System Reliability workforce 4. Maximizing employee engagement o Maintain Utility Viability maximizes productivity o Optimize Technology 5. Providing high level of service o Invest in Human Capital minimizes complaints & maximizes productivity o Provide Excellent Customer Service Key Performance Measures: • Attractive water rates for development • Low turn over rate in staff • Low outage time for breaks • Respect between all departments for efficiency & cost effectiveness • Excellent customer feedback Core Values: Outcomes: • Safe, reliable water supply • Health & Safety • Rates that reflect value of service to  Protecting the health and safety of our employees and our customers community through high operational and regulatory standards • Decrease in main breaks • Sustainability • Decrease in overtime  Prioritizing the long-term viability of financial and water • Additional wholesale customers to resources stabilize rates • Employee & Customer Experience • An employer of choice • Using GBWU as an asset to develop Providing an environment where people are valued, engaged, • Value to City of Green Bay and treated with the utmost respect and professionalism. • Integrity  Always doing the right thing, even when no one is watching Operational Plans: Objectives to our goals are listed in our 2020 Strategic Plan H:\2021 Strategic Planning\GBWU Strategic Plan for City of Green Bay.doc  City of Green Bay Information Technology and Services Strategic Plan Mission: To provide the Research from City of best proven technology Green Bay Strategic Plan and services for computing devices, data, Customer Outreach and telephony, spatial and Feedback. software applications. Data Collection from Green Bay software applications. • Vision: To become an integral partner with our Feedback from Social Media customers, to enable the city to be recognized as a leader in technology that prides itself on innovation, transparency and accountability. Planning Assumptions 1. Well trained employees provide better service to its customers. Key Strategies: 1. Continue to monitor trends to improve services. 2. Positive work environment a. Delivers business outcomes for every City department and opportunities for by leveraging agile, flexible services that digitally professional growth will lead engage citizens and employees. to higher employee b. Deploy a City Statistics service where customers can satisfaction and retention. easily view bulk Request for Service or 911 results. c. Monitor social media trends to discover strengths and 3. Collect and manage data to weaknesses in the city. improve efficiencies in our 2. Utilize Technology to improve decision making service a. Identifying, analyzing, transforming and presenting information using business intelligence tools and 4. Increase website traffic. techniques to support decision making. b. Increase interdepartmental communication and Key Performance Measures: efficiencies through technology. Increase use of technology. 3. Advocate and Educate Departments a. Utilize technology that promote sustainable choices Website traffic. and offers opportunities for a highly skilled, diverse, motivated and representative workforce. Increase mobility with additional security. 4. Achieve Excellence a. Maintain best practices in core IT infrastructure, Training Opportunities innovation, and cybersecurity to protect the city’s digital assets. Outcomes: Increase technological use. Decrease manual paperwork. Improve communication with Core Values: customers. Creativity, Integrity, Honesty, Respect, Customer Focus, Community Driven, Reliability, Fiscally Responsible  Administrative Services Strategic Plan Mission: Wisely manage the city’s finances, Research from City of equipment, information Green Bay Strategic Plan and resources with full transparency. 2019 Employee survey Accounting and Financial Resources Wisconsin Election Commission Resources Vision: To be trusted stewards of taxpayer’s money. Planning Assumptions Assessment Revaluation to continue Key Strategies: over the next 1.5 yrs. ready for 1/1/2022 assessment for 2023 1. Establish and meet capital and operating budgets. budget a. Maintain 5 year Capital Improvement Plan. b. Proper accounting and maintain internal Continue to utilize the financial investment in Tyler Munis software, controls. add Contract module, reporting and 2. Fair and open competitive procurement forms and continue to upgrade. a. Transparent and open for soliciting bids. b. Using variety of sources for procurement. Maintaining and update policy and c. Finding the best value for the city. procedures. d. Modernize the procurement process. 3. Maintain fair and accessible elections Improving communication between a. Leverage new technologies. supervisors, employees and other b. Educating voters on process. departments 4. Provide good customer service / 1 business day a. Continue to assess in a fair and equitable manner. Key Performance Measures: b. Clerks, Elections, tax collections, records. -Realistic and manageable budget c. Print room & mail services. -Long term investing in some d. Financial analysis and reporting. capital needs through operating funds e. Increase data on the website. -Reduction in long tern borrowing 5. Improve communication with employees -Revaluation staying on timeline a. Reinforcing remote work and flexible. -Clerk’s office streamline election schedules for employees. process and use of new equipment b. Find ways to stay connected. -Purchasing reduce processing time 6. Keep assessment up-to-date for purchase orders a. Complete the city wide reassessment. -Mailroom increase revenues with b. Implement regular revaluation cycle (5-8yrs). new equipment 7. Leveraging existing and new technologies -Employee satisfaction. a. Expand Munis usage. b. Continue to develop the CIP program. c. Strive to reduce paper usage. d. Training staff to use if effectively. Outcomes: Citizen’s confidence Successful audit Realistic budget Revaluation completion Core Values: Integrity, honesty, respectful, citizen Successful election focused, transparency, teamwork, ethical  Green Bay Metro Transit Strategic Plan Mission: Green Bay Research from City of Metro is committed Green Bay Strategic Plan to providing safe and dependable • Public Involvement transportation to • Data Collection jobs, schools, medical services, • MPO and other • Surveys destinations. Planning Assumptions • Public need Vision: To be a partner in the community by providing • Community transportation that is convenient and accessible to the partnerships to public. continue • Funding Key Strategies: 1. Ensure employees are properly trained and current on all practices and procedures. Key Performance Measures: 2. Provide efficient and adequate transportation. 1. 100% Compliance with 3. Transportation services will maintain on-time safety schedule performance as measured by system standards. 2. Reduce passenger miles traveled 4. Maintain existing and seek additional revenue 3. 95% On-time performance from government agencies and public and private schedule adherence partnerships. 4. Continue to seek 5. Use creative methods to enhance services and public/private partnerships 5. Enhance services utilizing provide independence. technology Core Values: Outcomes: • Safety • Decrease PMT • Customer Service • Increase ridership • Dependability • Engage Staff • Economy • Increase operational • Ingenuity focus • Enhance level of service Operational Plans: *Quarterly mandatory meetings *Staff meetings *Operational memos *Policy manuals *Public Transportation Agency Safety Plan (PTASP)