Committee of the Whole

City of Oconomowoc Committee-Of-The-Whole Tuesday, June 01, 2021 - 6:45 PM City Hall - Council Chambers 174 E. Wisconsin Ave. Oconomowoc, WI 53066 (or immediately following Public Services) Notice: If a person with a disability requires that the meeting be accessible or that materials at the meeting be in accessible format, call the City Clerk at least 48 hours prior to the meeting to request adequate accommodations. Tel: (262) 569-2186. 1. Call to order and confirmation of appropriate meeting notification 2. Committee Business a. Consider/act on Updates to the Strategic Plan 3. Adjourn ________________________________ Diane Coenen, City Clerk City of Oconomowoc Notice is hereby given that a majority of the Common Council will be present at the above scheduled meeting to gather information about a subject over which they have decision-making responsibility. This constitutes a meeting of the Common Council pursuant to State ex rel. Badke v. Greendale Village Board, 173Wis. 2d 553, 494 N.W. 2d 408 (1993) and must be noticed as such, although the Common Council will not take any formal action at this meeting. 1  MEMORANDUM DEPARTMENT - ADMINISTRATION Date: May 26, 2021 To: Mayor Magnus, Common Council From: Matt Trebatoski, City Administrator Laurie Sullivan, Finance Director Re: 2021 Updates to the Strategic Plan RELATES TO THE STRATEGIC PLAN Strategic Goal- Resetting the Objectives and Action items for each Strategic Goal BACKGROUND In March of this year, working with our Consultant, Walter Jankowski, we began gathering input from City Council and Department Heads on proposed revisions to the current Strategic Plan. This was accomplished by sending surveys to all Department Heads and then sharing that information with the City Council, along with a survey for each Council member to fill out. On April 22, 2021, the City Council and City Management Team met at the Public Safety building to review the survey results and update the City’s Strategic Plan. During the workshop all participants were encouraged to put ideas and specific action items on to sticky notes for inclusion into each strategic goal. Since that time the City’s Management Team has met several times and used the notes from the planning session to update each strategic goal. The updated document is now ready to present to Council for further review and final revisions. ADDITIONAL ANALYSIS Your packet tonight contains the proposed updated Strategic Plan. The revised document is included for you to review and make notes prior to the meeting on June 1. At the meeting, Department Goal leaders will walk through the action items for each objective. During this review, Council members are asked to provide any feedback and suggestions they have for edits to the plan. Any additions or deletions from the plan should be made by motion and consensus of the Council. FINANCIAL IMPACT Implementation of action items included in the Strategic Plan will come to the City Council through the budget process. 1 2 RECOMMENDATION Recommend that Council review the proposed Strategic Plan document and bring feedback and suggested revisions to the meeting on June 1. SUGGESTED MOTION The Council may make a motion to change or add any item in the Strategic Plan. All changes will be made by motion and consensus of the Council. 2 3  I. PROVIDE A SAFE AND SECURE COMMUNITY June 2021 Future State: Public safety is paramount in all of the City’s services A. Maintain Quality of Police Services B. Provide Quality Fire and EMS Services C. Enhance Programs for Citizen Safety D. Provide Reliable, High Quality, and Affordable Power E. Provide and Foster Safe and Clean Water Mission Maintain a high quality of life by II. IMPROVE AND MAINTAIN OUR INFRASTRUCTURE / FACILITIES providing safety and excellent services to our community. Future State: Oconomowoc has a safe and effective infrastructure that provides a framework for optimal community enjoyment A. Maintain Our Existing Infrastructure Vision Lake Country’s premier destination to B. Plan and Complete Road Extensions live, work, and play. C. Identify Future New Projects, Timeline for Implementation and Funding Mechanism Guiding Principles III. FOCUS ON COMMUNITY GROWTH 1. Teamwork Future State: Oconomowoc is recognized as a premier community in Lake Country by fostering an entrepreneurial spirit and tourism destination, developing We are one team, building and retaining a diverse mix of employees and employment opportunities, and revitalizing catalytic development areas community strength through collaboration A. Research and Plan for City Development 2. Integrity B. Plan for Future Growth Areas for Regional Development We commit ourselves to the highest levels of ethical and professional C. Plan for Future Transportation conduct D. Create Tourism Destination Initiatives 3. Excellence We aim to excel in all that we do and are dedicated to continuous IV. IMPROVE OUR QUALITY OF LIFE ASSETS improvement Future State: Community members are proud of the natural, cultural, educational, and recreational assets of the city 4. Communication A. Plan and Implement Quality of Life Assets and Community Amenities We promote clear and open communication B. Review and Update Parks, Recreation and Forestry Department Plans 5. Creative C. Evaluate Future Community Needs and Projects We strive to be innovative and accept change as an opportunity to find V. ENHANCE THE EFFECTIVENESS OF CITY GOVERNMENT better ways to accomplish our mission Future State: Our City is high‐performing, efficient, effective and known for its service excellence. 6. Safety A. Update City Ordinances We focus on the safety of our B. Recruit, Retain, Engage, Recognize and Develop Employees and Future Leaders community and employees 7. Accountability C. Improve Our Technology We take responsibility for our actions D. Improve the Effectiveness of Our Meetings and follow up on our commitments E. Maintain/Improve the City’s Financial Sustainability F. Improve Our Internal Communication G. Improve Our External Communication 1 H. Increase Partnerships 4  Strategic Goal Objectives ‐ WHAT Strategies / Tactics ‐ HOW June 2021 1. Evaluate and implement police strategic staffing plan: create implementation plan and report out A. Maintain (increase police officers per shift on road) (2021Q3) Quality of 2. Create implementation plan to replace failing/outdated equipment P.D. (2021Q3) Police Services 3. Develop police commission policies and guidelines (2021Q2) 4. Research federal/state grant opportunities for staffing and capital equipment (multi‐year approach) 1. Update Fire Code (2021Q4) Mission Maintain a high quality of life by 2. Create Emergency Management Plan (2021Q3) providing safety and excellent services to B. Provide Quality 3. Evaluate Fire District future facilities needs – (2023Q4) our community. Fire and EMS 4. Assess Fire District standards of cover and community risk assessment (2022Q4) Vision Services 5. Work with Fire District to evaluate in house fire staffing at stations, improving response times Lake Country’s premier destination to I. PROVIDE A SAFE (2022Q2) live, work, and play. AND SECURE 6. Explore additional opportunities to improve ISO rating (2022Q2) Guiding Principles 7. Research federal/state grant opportunities for staffing and capital equipment (multi‐year approach) 1. Teamwork COMMUNITY We are one team, building C. Enhance community strength through 1. Investigate options for addressing safety and visibility for downtown pedestrian crosswalks Staff Owners: James Pfister / Programs for collaboration 2. Develop and implement citizen education programs (2021Q4) 2. Integrity Joe Pickart / Citizen Safety We commit ourselves to the highest Kevin Freber / levels of ethical and professional D. Provide conduct Brad Bowen 3. Excellence Reliable, High 1. Convert overhead power lines to underground – 85% complete – coordinate with street, water and We aim to excel in all that we do and Quality, and sewer replacements planning and funding in annual budget (2021Q4) are dedicated to continuous Future State: Public safety is Affordable 2. Replace failing cables in electric utility funding and planning in annual budget (2021Q4) improvement paramount in all of the City’s 4. Communication services Power We promote clear and open communication 5. Creative 1. Continue implementation of the Oconomowoc Watershed Protection Program (OWPP) – report on We strive to be innovative and accept program status annually in second quarter ‐ Kevin Freber (2021Q2) change as an opportunity to find better ways to accomplish our 2. Evaluate need for Wastewater Treatment Plant nitrogen removal upgrades – Kevin Freber (2022Q2) mission E. Provide and 3. Evaluate and implement annually State grant funding for private side lead water laterals replacements 6. Safety Foster Safe and and adjust Utility program as needed. Continue to replace Utility side lead laterals in conjunction with We focus on the safety of our Clean Water community and employees street program,(Council update ‐ 2021Q4) 7. Accountability 4. Evaluate the need for a water reservoir at wells 4 and 6 for water quality improvements (2022Q4) We take responsibility for our actions and follow up on our commitments 5. Evaluate and address PFAS concerns – report to Administrator (2021Q4) . 2 5  Strategic Goal Objectives ‐ WHAT Strategies / Tactics ‐ HOW June 2021 1. Develop a city inventory of major assets and projected replacement schedule a. City parcels/streets/facilities – (2022Q3) b. Water utility – parcels/infrastructure/facilities ‐ (2021Q4) c. Electric utility – parcels/infrastructure/facilities ‐ (2021Q4) A. Maintain Our II. IMPROVE AND Existing d. WWTP – parcel/infrastructure/facilities ‐ (2024Q3) e. Fleet – inventory/develop funding replacement cycle – (2022Q2) MAINTAIN OUR Infrastructure 2. Accelerate / enhance street improvement/maintenance plan to include water main replacement program Mission Maintain a high quality of life by INFRASTRUCTURE / (2021Q4) providing safety and excellent services to 3. Explore the feasibility and use of repurposing the old Power House (2022Q2) our community. FACILITIES 4. Complete secondary wastewater digestor project and admin. building update (2023Q3) Vision Lake Country’s premier destination to Staff Owners: Mark Frye / 1. Lake Bluff Drive extension – design and permitting (2022Q3); construction (2023Q4) live, work, and play. Joe Pickart / Kevin Freber B. Plan and 2. Prepare engineering review of the Silver Lake Street/Summit Ave intersection alignment (2022Q3) Complete Road 3. Lapham Street Bridge – permitting and design (2023Q4); construction (2024Q4) Guiding Principles Future State: Oconomowoc Extensions 4. Oconomowoc Parkway extension – This project needs involvement from Waukesha County (Update 2021Q4) 1. Teamwork We are one team, building has a safe and effective community strength through infrastructure that provides collaboration a framework for optimal C. Identify Future 2. Integrity community enjoyment New Projects, 1. Complete City Hall space study and remodel ‐ Reconfigure/review space utilization at City Hall (2021Q4) We commit ourselves to the highest levels of ethical and professional Timeline for 2. Evaluate and plan for the future facility needs of the Electric and Water Utility (2022Q4) conduct Implementation 3. STH 67 Pedestrian Underpass with outside agency involvement (2022Q3) 3. Excellence and Funding 4. Research the addition of electric charging stations (2022Q1) We aim to excel in all that we do and Mechanism are dedicated to continuous improvement 4. Communication We promote clear and open communication 5. Creative We strive to be innovative and accept change as an opportunity to find better ways to accomplish our mission 6. Safety We focus on the safety of our community and employees 7. Accountability We take responsibility for our actions and follow up on our commitments 3 6  Strategic Goal Objectives ‐ WHAT Strategies / Tactics ‐ HOW June 2021 1. Create vision for development options and plan for E Wisconsin Ave Corridor a. Roundabout to 67, E WI Ave visioning (2021Q4 update) b. Find funding resources for implementation or RFP (2022 budget) 2. Promote the St. Paul/E WI redevelopment area (2021Q4 update) 3. Promote downtown development (Ongoing ‐ 2021Q4 update) 4. Continue working on the development of the NE area (Ongoing ‐ 2021Q4 update) A. Research and 5. Develop options and housing diversity (starter homes, attainable housing, mix ratio) finding regional Mission Plan for City Maintain a high quality of life by solutions (2021Q4) providing safety and excellent services to Development our community. 6. Explore providing zoning incentives to developers who provide attainable housing (2021Q4) 7. Consider allowing accessory dwelling units and live‐work units to provide housing as well as affordable Vision III. FOCUS ON office or workspace for entrepreneurs (2021Q4) Lake Country’s premier destination to live, work, and play. COMMUNITY 8. Explore grant funding opportunities or TIF district incentives for businesses (Ongoing ‐ 2022Q2) 9. Evaluate mobile retail sales (goods and services) ordinance (2021Q3) Guiding Principles GROWTH 10. Utilize/expand the major façade program ‐ funding plan (2022Q3) 1. Teamwork We are one team, building Staff Owners: Bob Duffy / 1. Establish border agreements with adjacent municipalities (2022Q4) community strength through Jason Gallo collaboration 2. Encourage development within 67/I94 Corridor – promote corridor not individual areas 2. Integrity Future State: Oconomowoc is a. Focus on the SW Summit Ave area development opportunities – 2006 plan (Ongoing ‐ 2021Q4 B. Plan for Future We commit ourselves to the highest recognized as a premier update) levels of ethical and professional Growth Areas conduct community in Lake Country by b. Encourage Pabst Farms area development (Ongoing ‐ 2021Q4 update) fostering an entrepreneurial for Regional 3. Excellence c. Facilitate and promote development of the Olympia Fields (Ongoing – regular updates We aim to excel in all that we do and spirit and tourism destination, Development are dedicated to continuous 2021Q4) developing and retaining a improvement diverse mix of employees 3. Proactively promote for business attraction 4. Communication and employment 4. Maintain existing and evaluate future opportunities for private‐public partnerships, where appropriate We promote clear and open communication opportunities, and revitalizing 5. Creative catalytic development areas 1. Create an official map as a part of the comprehensive plan update (2021Q3) We strive to be innovative and accept 2. Report on options available for commuter and workforce transportation – internal connections change as an opportunity to find C. Plan for Future better ways to accomplish our roadway/trails/paths and on‐road bike routes (2022Q3) Transportation mission 3. Explore connecting the Nature Hill School with Meadowview School with pathway (2021Q4) 6. Safety 4. Improve alternative transportation options (electric vehicle, ride sharing, bike share, etc.) (2023Q3) We focus on the safety of our community and employees 7. Accountability 1. Enhance historic property inventory and education of historic regulations (2021Q3) We take responsibility for our actions D. Create Tourism and follow up on our commitments 2. Enhance tourism website/ explore mobile apps (2022Q2) Destination 3. Identify opportunities and partners for public art installations to include murals, utility box wraps and Initiatives other community enhancement features (Ongoing ‐ 2021Q4 update) 4 7  Strategic Goal Objectives ‐ WHAT Strategies / Tactics ‐ HOW June 2021 1. Reconstruct Lac La Belle Boat Launch ‐ design/engineering, grants, multi‐jurisdictional funding, A. Plan and construction (2021‐2023) Implement 2. Implement Champion Fields 5‐year Improvement Plan ‐ lighting, scoreboards, fencing, Quality of Life restroom/concession building, parking lot, playground (2021‐2025) Assets and 3. Plan and develop John and Lavinia Rockwell Park (2022) Community 4. Plan and construct Oz Plaza Improvements (2022) Mission Amenities 5. Plan and develop Northeast Regional Park‐ restrooms, playground, athletic facilities, park amenities Maintain a high quality of life by IV. IMPROVE OUR (2022‐2024) providing safety and excellent services to our community. QUALITY OF LIFE B. Review and Vision ASSETS Update Parks, Lake Country’s premier destination to live, work, and play. Recreation and 1. Update Parks and Open Space Plan (2021Q4) Staff Owners: Craig Hoeppner Forestry 2. Prioritize connectivity throughout the City by updating the Bicycle and Pedestrian Plan (2021Q4) Guiding Principles / Betsy Bleck Department 1. Teamwork We are one team, building Plans Future State: Community community strength through collaboration members are proud of the 2. Integrity natural, cultural and 1. Evaluate Village Green enhancements and public restrooms in downtown (2022) We commit ourselves to the highest recreational assets of the City 2. Optimize Library facility and location to meet current and future community needs levels of ethical and professional C. Evaluate conduct i. Library Space Needs Analysis Future 3. Excellence 1. Secure funding for space needs analysis (2022) We aim to excel in all that we do and Community 2. Complete analysis (2023) are dedicated to continuous Needs and improvement 3. Evaluate identified needs and review options for remodel/expansion (2024) Projects 4. Communication 3. Inventory and assess underutilized park property and other city property (2022) We promote clear and open communication 4. Analyze future senior services needs (2024) 5. Creative We strive to be innovative and accept change as an opportunity to find better ways to accomplish our mission 6. Safety We focus on the safety of our community and employees 7. Accountability We take responsibility for our actions and follow up on our commitments 5 8  Strategic Goal Objectives ‐ WHAT Strategies / Tactics ‐ HOW June 2021 A. Update City 1. Review/revise municipal code of ordinances (2022Q4) Ordinances 2. Review and analyze engineering services (Outsource vs. In‐house) (2022Q2) B. Recruit, Retain, Engage, 1. Develop continuity planning for key positions ‐ Establish continuity plans for Department Head positions. Train Recognize and and prepare for unexpected vacancies or leaves of absence (2021 Q4) Develop 2. Evaluate and enhance employee development and training opportunities (2022Q3) Employees and Mission Future Leaders Maintain a high quality of life by providing safety and excellent services to V. ENHANCE THE 1. Improve IT infrastructure and network efficiencies (2022Q4) our community. EFFECTIVENESS OF 2. Implement collaboration systems (Teams, SharePoint, Agenda, doc management) for sharing info, document Vision C. Improve Our collaboration, and workflows (2022Q2) Lake Country’s premier destination to OUR CITY live, work, and play. Technology 3. Research and develop options for asset management accounting (work order system) ‐ (In‐process) GOVERNMENT 4. Continue to conduct IT security and quality audits (2022Q3) Guiding Principles 5. Implement and train staff to use open.gov software (2022Q1) 1. Teamwork We are one team, building Administration and D. Improve the community strength through Organizational Effectiveness of 1. Evaluate Council committees' structure and role to improve effectiveness and value (2022Q1) collaboration Our Meetings Improvement 2. Integrity We commit ourselves to the highest levels of ethical and professional Staff Owners: Laurie Sullivan E. Maintain/Improve 1. Prepare/fleet and equipment long term replacement plan and fund a reserve (2022Q2) conduct the City’s Financial 2. Prepare streets maintenance and replacement plan with sustainable funding options (2021Q2) / Diane Coenen / Tony 3. Excellence Sustainability We aim to excel in all that we do and Posnik 3. Develop a water main replacement program plan with funding options (2022Q2) are dedicated to continuous improvement 1. Create Council dashboard reports – communication w/ staff ‐ SharePoint & dashboards for Council Future State: Our City is F. Improve Our 4. Communication (2022Q2) We promote clear and open high‐performing, efficient, Internal communication effective and known for its Communication 2. Develop a communications plan. Define the appropriate lines of communication between Council and 5. Creative service excellence. Staff (2022Q2) We strive to be innovative and accept change as an opportunity to find 1. Continue to improve use of online/social media communication better ways to accomplish our G. Improve Our mission 2. Explore the need/demand for a continued public outreach and communications position (2022Q1) External 6. Safety Communication 3. Improve public perception – improve awareness of long‐range goals, projects, and progress using the We focus on the safety of our community and employees Open.gov cite for citizens (2021Q4) 7. Accountability We take responsibility for our actions H. Increase 1. Strengthen partnership with Waukesha County and follow up on our commitments Partnerships 2. Strengthen partnership with Oconomowoc School District 6 9