Fy17 one page strategic plan final 5 5-16
1
FY 2017 OBJECTIVE WHAT 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 Crime b. Community partnerships c. Data driven strategies and tactics d. Reduce property crime e. Revitalize youth engagement 2. Growing Economy a. Increase jobs/competitive workforce b. Economic Development incentives c. Public-private partnerships d. Economic inclusion e. Increase retail activity 3. Thriving & Healthy Neighborhoods a. Lower poverty rate b. Decrease health disparities c. Increase citizen engagement d. Public spaces for social cohesion e. Neighborhood revitalization, reduce blight, provide housing options for all 4. Innovative Government f. Increase customer satisfaction g. Promote accountability h. Increase efficiency through tech i. Seek out and fix processes that don’t work j. Develop 21st Century workforce 5. Fiscal Sustainability & Strategic Investment k. Structurally balanced budget l. Implement outcome based budget m. Modernize infrastructure & fleet n. Mitigate risk through financial FY 2017 PLANS 1a) Implement PIVOT to reduce violent crime by mitigating violence committed by organized groups and affecting places contributing to these activities. 1b) Ensure ECC operating optimally to meet expected service targets. 1c) Establish a formal Emergency Management governance and response structure for the City, led by the Fire Department. 1d) Utilize community collaboration to implement a best-in- class police body-worn camera program. 2a) Grow number of M/WBE firms certified to meet contract award targets and continue implementation of the Mayor’s Economic Inclusion Advisory Council recommendations. 2b) Improve the efficiency of the City’s economic incentives. 2c) Enhance City’s pre-development process to achieve successful development projects & increase customer self-service. 2d) Continue to work with regional partners to pursue next generation mobility strategies & solutions. 3a) Enhance youth and teen outreach and engagement, with a goal of doubling participation in the Y2W program by 2020. 3b) Leverage programs including Street Sweeping, Private Lot Abatement, Friday “Blitzes”, and the Vacant Property Task Force to aggressively prevent and remove blight. 3c) Improve quality and quantity of health services while fully maximizing federal resources. 3d) Enhance community engagement efforts including Engage Cincy Challenge Grant implementation. 4a) Continue focus on the use of the Office of Performance & Data Analytics to improve the quality of service delivery and efficiency. 4b) Migrate the City’s Information Technology function to a hybrid centralized model. 4c) Migrate the City’s Human Resources function to a hybrid centralized model. 5a) Maximize impact of CAP to rehab and preserve streets and modernize the City’s vehicles. 5b) Continue to plan and prepare for post 2018 management of MSD to maintain the public health and ensure ongoing City Manager’s Office - One Page Strategic Plan® (OGSP®) FY17 Updated: 05/04/16 Vision: Cincinnati will become the best place in America to live, raise a family, and locate a business. GOALS: One Page Solutions LL © Copyright 2004-16 Format Only FY End Jun 30 CY end Dec. 31 14 Actu al 15 Actu al 16 17 Safer Streets Homicides (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 Government Cumulative $ impact perf. Mgmt. (FY) 63 320 2356 1687 7 88% 90% 4% 0% 4,89 2 N/A N/A 65 8.1 71 421 2343 1680 1 71% 68% 5% 0% 1,51 7 N/A N/A 64 10.0 63 320 2300 1646 0 90% 90% 10% 2% 1,10 0 .5M 66% 65 10.8 60 315 2300 1646 0 90% 90% 12% 3% 1,20 0 2M 80% 66 11.4
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Transcript of Fy17 one page strategic plan final 5 5-16
FY 2017 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 2017 PLANS1a) Implement PIVOT to reduce violent crime by mitigating violence committed by organized groups and affecting places contributing to these activities.1b) Ensure ECC operating optimally to meet expected service targets.1c) Establish a formal Emergency Management governance and response structure for the City, led by the Fire Department.1d) Utilize community collaboration to implement a best-in-class
police body-worn camera program.
2a) Grow number of M/WBE firms certified to meet contract award targets and continue implementation of the Mayor’s Economic Inclusion Advisory Council recommendations.
2b) Improve the efficiency of the City’s economic incentives.2c) Enhance City’s pre-development process to achieve successful
development projects & increase customer self-service.2d) Continue to work with regional partners to pursue next generation
mobility strategies & solutions.
3a) Enhance youth and teen outreach and engagement, with a goal of doubling participation in the Y2W program by 2020.
3b) Leverage programs including Street Sweeping, Private Lot Abatement, Friday “Blitzes”, and the Vacant Property Task Force to aggressively prevent and remove blight.
3c) Improve quality and quantity of health services while fully maximizing federal resources.
3d) Enhance community engagement efforts including Engage Cincy Challenge Grant implementation.
4a) Continue focus on the use of the Office of Performance & Data Analytics to improve the quality of service delivery and efficiency.
4b) Migrate the City’s Information Technology function to a hybrid centralized model.
4c) Migrate the City’s Human Resources function to a hybrid centralized model.
5a) Maximize impact of CAP to rehab and preserve streets and modernize the City’s vehicles.
5b) Continue to plan and prepare for post 2018 management of MSD to maintain the public health and ensure ongoing high quality service delivery.
5c) Implement pension consent decree to protect the retirement of city workers past, present, and future.
5d) Sustain and enhance the City’s bond rating through sound accounting standards and debt management practices.
City Manager’s Office - One Page Strategic Plan® (OGSP®) FY17
Updated: 05/04/16
Vision: Cincinnati will become the best place in America to live, raise a family, and locate a business.
GOALS:
One Page Solutions LL© Copyright 2004-16 Format Only
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
