FY 2016 OBJECTIVEWHAT is Winning …

Provide an unprecedented level of customer service to Cincinnati residents and customers through efficient, effective, accountable, and innovative management of city resources, to make our vision a distinct possibility for all segments of the community.

STRATEGIES HOW we will Win … >1. Safer Streets

a. Reduce Violent Crimeb. Community partnershipsc. Data driven strategies and tacticsd. Reduce property crimee. Revitalize youth engagement

2. Growing Economy a. Increase jobs/competitive workforceb. Economic Development incentivesc. Public-private partnershipsd. Economic inclusione. Increase retail activity

3. Thriving & Healthy Neighborhoods a. Lower poverty rateb. Decrease health disparitiesc. Increase citizen engagementd. Public spaces for social cohesione. Neighborhood revitalization, reduce

blight, provide housing options for all4. Innovative Government

f. Increase customer satisfactiong. Promote accountabilityh. Increase efficiency through techi. Seek out and fix processes that don’t

workj. Develop 21st Century workforce

5. Fiscal Sustainability & Strategic Investmentk. Structurally balanced budgetl. Implement outcome based budgetm. Modernize infrastructure & fleetn. Mitigate risk through financial reserveso. Incorporate long-range planning

FY 2016 PLANS1a) Build upon the Summer Safety Initiative to refine our current

strategies & tactics to reduce shootings1b) Fully integrate the work of CCA, MAG, CIRV, CHRC to improve the

effectiveness and efficiency of outcomes1c) Continuously analyze and improve the effectiveness of 911 call

taking and dispatch1d) Assess and integrate how we can better engage children and

families to proactively keep kids our of trouble

2a) Restructure the economic incentives process to be more strategic and outcome focused

2b) Fully operationalize the Department of Economic Inclusion 2c) Complete assessment of current Procurement environment and

develop plan for implementing recommendations2d) Restructure Permitting, Plan Review and Inspections to be faster

and more customer friendly

3a) Operationalize all of the Quality of Life items funded by Council3b) Identify the profile of those in poverty and the root causes that

the City can effectively address3c) Build a more disciplined and outcome focused assessment

process for allocation of City and pass-through resources3d) Determine how we better engage the community in

Neighborhood Engagement Challenge grants

4a) Implement full portfolio of bi-weekly CincyStat meetings and develop robust, regularly rptd performance templates

4b) Finalize process for identifying and holding 4-5 Innovation Lab events focused on fixing broken processes most aligned with CM priorities.

4c) Build on the first annual Performance Agreement process and integrate further with the budgeting process

4d) Develop/Implement data governance policies, warehousing, and central access for Analytics/Open Data

4e) Explore options for establishing a 311 one-call customer service center

5a) Develop, pass and implement Fund Balance policy5b) Implement CAP plan for road repaving, fleet, info technology,

public buildings and ensure regular monitoring to meet goals 5c) Further integrate annual budget with the strategic priorities and

performance management agreements to initiate an outcome budgeting process

City Manager’s Office - One Page Strategic Plan® (OGSP®) FY16

Updated: 01/31/16 CONFIDENTIAL

Vision: Cincinnati will become the best place in America to live, raise a family, and locate a business.

GOALS:

FY End Jun 30CY end Dec. 31

14Actu

al

15Actu

al

16 17

Safer StreetsHomicides (CY)Non-Fatal shootings (CY)Pt 1. Violent Crime (CY)Pt 1 Property Crime (CY)

Growing Economy% Comm. Permit Reviews complete in 15 Days (CY)% Res. Permit Review complete in 10 Days (CY)

% contract spend minority suppliers (CY)% contract spend women suppliers (CY)# of new jobs created (FY)

Innovative GovernmentCumulative $ impact perf. Mgmt. (FY)Customer service satisfaction (FY)

Fiscal SustainabilityPavement Condition Index (CY)

Cont. Fund Balance % (FY)

Pension Funded % (CY)Retiree Healthcare Funded % (CY)

63320

235616877

88%

90%

4%

0%

4,892

N/A

N/A

65

8.1

64.3

119

7142123431680

1

71%

68%

5%

0%

1,517

N/A

N/A

64

10.0

76.9

105

633202300

16460

90%

90%

10%

2%

1,100

.5M

66%

65

10.8

76.8

105

603152300

16460

90%

90%

12%

3%

1,200

2M

80%

66

11.4

76.1

105

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