Strategic Plan 2020 2022 - Revize

Strategic Plan 2020—2022

City of Clinton

Mayor & City Council

Scott Maddasion Mayor

Julie Allesee Council Member, 1st Ward

Cyara Peterson Council Member, 2nd Ward

Vacant Council Member, 3rd Ward

Rhonda Kearns Council Member, 4th Ward

Sean Connell Council Member, At-Large

Gregg Obren

Council Member, At-Large

Bill Schemers Council Member, At-Large

City of Clinton 611 South 3rd Street

P.O. Box 2958 Clinton, IA 52732-2958 Phone: (563) 242-2144

www.cityofclintoniowa.us

Clinton, Iowa’s eighteenth‐largest city, is a beautiful community to more than 26,000 people located along the banks of the Mississippi River. The City of Clinton staff is composed of more than 200 full‐time and part‐ time individuals dedicated to improving the quality of life with occupations as diverse as law enforcement, administration, parks and recreation, and public works. The citizens of Clinton have established the following guiding principles: • The government of Clinton is a representative form of government directly accountable to

its citizens who all share the responsibility for it. • The government of Clinton and those representing it should be accessible and responsible to

the people. • Each citizen has a right to obtain fair, equal, and courteous treatment from each City official

and employee. • The government of Clinton shall promote the health, safety, and general welfare of its

residents and encourage the participation of its citizens in their government in order to secure the full benefits of the “Home Rule.”

A VISION statement indicates how an organization views its ideal, or ultimate, goal. The City of Clinton has established the following vision statement:

The City of Clinton is a community where the potential and opportunity for citizens, business and industry, and guests and visitors is endless.

A MISSION statement assists an organization in easily communicating to a variety of constituencies what it does, who it serves, and why it does so. The City of Clinton has established the following mission statement:

The City of Clinton provides high-quality, innovative, and cost‐effective leadership and services that enhance the quality of life of citizens and create opportunities for economic development and tourism to thrive.

Organizational VALUES help clearly identify the principles upon which the organization is based and the way in which it treats its employees and residents. The City of Clinton has established the following values:

TEAMWORK ‖ HONESTY AND TRANSPARENCY ‖ CONSENSUS AND COOPERATION ‖ INTEGRITY COMMITMENT

AND LOYALTY ‖ ETHICS ‖ ENVIRONMENTAL STEWARDSHIP ‖ SAFETY

What do we want to do? How will we know our actions were effective?

Clinton Strategic Plan, 2020—2022 DRAFT/page 1

Goal 1 Maintain and improve Clinton’s strong financial position.

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Objective 1 Retain a balanced budget.

Key tactics • Adopt a budget calendar and provide information necessary

for the City Council to make budget decisions.

• Continue to have the Finance Committee of the City Council set financial policy and review monthly financial statements.

• Eliminate operational budget deficits.

• Identify financial threats and approve strategies to mitigate those threats.

• Settle collective bargaining agreements to coincide with the budget process.

• Continue strategies to contain health benefit costs, including: Health plan design changes. Employee utilization of Doctor on Demand app and

proactive preventative care screening services. Incentives to employees for maintaining healthier habits. City Council review of a report on strategies and programs

to contain the City’s health benefit costs.

• Complete a study to update the job classification and compensation system for the City’s non-bargaining employees.

• Complete a pay scale study.

• City Council review of the job classification and compensation study and the pay scale study.

Indicators of Success • The City Council adopts a balanced budget by the

March 31 deadline, in accordance with the new policies adopted by the Iowa Legislature in 2019.

• Monthly meetings by the City Council’s Finance Committee.

• Council is satisfied with financial information provided within 48 hours of discussions and decisions by the Finance Committee.

• Collective bargaining agreements for a new 1-3 year contract are settled by March 15, 2021.

• Reduction of the City’s health insurance cost due to employees’ use of preventative care.



Goal 1 Maintain and improve Clinton’s strong financial position.

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Objective 2 Develop proactive 5-year financial projections and plans.

Key tactics • Develop a payback plan to the County.

• Continue to develop and utilize a Capital Improvement Plan (CIP).

• Maintain a five-year Equipment Replacement Plan.

• Maintain policies for fund balance thresholds of major funds.

• Develop and utilize five-year revenue and expenditure projections when considering new projects.

• Review existing rates and charges for City services with the costs to provide the service.

• Consider a tax levy consistent with comparable cities and the region.

Indicators of Success • Reach a mutual agreement on the Rail Park 28E with

the County.

• The costs to provide City services are adequately covered by the rates and fees charged for the service.

• The CIP, the Equipment Replacement Plan, the priority list for City positions, and other financial projection documents are used by the Council when reviewing and considering adoption of the budget.

• The City Council conducts an annual budget review and adopts the best possible levy rate to accomplish the City’s mission.

• Council is satisfied with the development and use of the long term plans/projections.

Objective 3 Maintain the City’s bond rating at A2 or better.

Key tactics • Maintain a balanced budget, a healthy fund balance, and

sustainable debt limits.

• Present high-quality information to bond rating agencies.

Indicators of Success • Clinton receives a bond rating of A2 or better.

• Clinton has strong borrowing capacity.



Goal 2 Maintain and enhance communication with citizens, employees, and other stakeholders.

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Objective 1 Review and improve the use of existing communication tools. Key tactics • Continue to implement and improve the City’s communications

plan. Enhance the City’s website. Use the City’s Facebook page for timely announcements

and citizen engagement. Provide informational programming on Channel 18 and

YouTube. Provide positive City stories to the media. Rapid replies to OS Ticket system regarding citizen issues.

• Update the City’s communications policy and procedures. Press release policy and procedure.

• Implement SharePoint (or other program) to provide Council packets electronically.

Indicators of Success • Social Media Training for staff and City Council by

July 2020.

• Information on the website is current.

• Increase Facebook followers by three hundred (300), Instagram followers by fifty (50), and Twitter followers by fifty (50) each year.

• Continue to see an upward trend of ‘likes’ for City Facebook posts.

• Maintain timely replies to the OS Ticket system on City’s website.

• SharePoint or similar software to provide City Council packets electronically installed by December 2020.

• Council is satisfied with utilization of communication resources.

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Objective 2 Implement new strategies for communicating with citizens. Key tactics • Continue providing information to residents through radio, news

print, the “Lighthouse,” and the City’s social media outlets.

• Hold Listening Posts to provide more access for residents to interact with the City Council and Mayor.

• Host Town Hall Meetings to ensure citizens are updated on new or ongoing topics.

• Seek input and regularly evaluate other options for community members to engage with City Council and Staff.

• Implement information sessions reviewing aspects of City government.

• Provide training on using OS Ticket for citizen complaint procedure.

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Indicators of Success • Hold one to two Listening Posts per year.

• Hold one information session per year. Broadcast information session on Channel 18

and make it available on the City’s YouTube channel.

Attendees and viewers of information sessions report a better understanding of an issue after attending a session.

• Council is satisfied with the development of a complaint policy and procedure and an open meetings policy.



Goal 2 Maintain and enhance communication with citizens, employees, and other stakeholders.

Objective 3 Implement new strategies to maximize communication with employees.

Key tactics • Continue to include informational handouts with pay stubs.

• Implement an employee recognition program starting in the first quarter of 2020.

• Hold two to three brown bag lunches with employees annually.

• Expand the membership and continue the meetings of an employee-based health insurance committee.

• Rotate the location of staff meetings.

Indicators of Success • Employees indicate that they feel “well informed”

about City activities and policies on an annual employee workplace survey.

• Administration maintains consistency with brown bag lunches and union-management meetings.

• Good employee attendance at training and participation in the Employee Assistance Program.

• Increase employees’ utilization of the Doctor on Demand app by 10%.

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Objective 4 Implement methods of communicating with other stakeholders. Key tactics • Meet regularly with the County Board of Supervisors, Clinton

Regional Development Corporation (CRDC) Board, and the Lyons Tech Park Board.

• Continue the regional government meetings and quarterly staff meetings with the Clinton Community School District.

• Communicate the City Council’s strategic plan with the Council’s board and commissions.

• Develop a strategy for State and Federal advocacy.

• City Council attendance at the annual League of Cities conference.

Indicators of Success • Council is satisfied with level of communication

between the City and its stakeholders.

• The City Council and staff continue to meet at regularly scheduled meetings with stakeholder groups. Boards and Commissions (monthly) Clinton Community School District (CCSD)

(quarterly) Clinton Chamber of Commerce (monthly) Clinton Regional Development Corporation

(CRDC) (weekly and monthly) State Legislators (quarterly) Congressional delegation (semi-annually)



Goal 3 Foster a healthy physical, economic, and community environment.

Objective 1 Contribute to the City’s physical environment through the maintenance and management of the City’s infrastructure. Key tactics • Continue to fund the Pavement Management Program to

improve the City’s streets and sidewalks.

• Review the Long Term Control Plan with State officials.

• Continue streamlining solid waste, recycling, and yard waste.

• Create new salt storage area and process.

Indicators of Success • Total pavement condition index PCI of 65 by 2023.

• Citizen complaints about the condition of streets decrease by 20%.

• Increase in tons of recycling by 3-5%.

• Number of annual combined sewer overflow (CSO) events decrease from forty-two (42) to thirty-seven (37) or less.

• Waste water backups decrease by 10%.

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Objective 2 Contribute to the City’s economic health. Key tactics • Continue to work with the Clinton Regional Development

Corporation (CRDC) on economic development strategy and marketing.

• Conduct feasibility study/design for Liberty Square Welcome Center and enhanced wayfinding.

• Continue and complete land acquisition and development on Liberty Square.

• Continue to develop and promote the Lincolnway Industrial Rail and Air Park.

• Continue to develop and promote the Lyons Business and Tech Park.

• Update Clinton Urban Revitalization Plan for future sustainability.

• Create new Urban Renewal Plan for 8th Ave S to 25th Ave N.

• Create new Urban Renewal Area.

• Continue to market programs and opportunities: Home Base Iowa, Student Loan Repayment, Tax Abatement and Rebate, and Opportunity Zones.

• Continue to work with the Downtown Alliance and Lyons Business and Professionals Association to enhance local small businesses.

• Continue work on Manufacturing Drive.

• Explore economic feasibility of the North River Drive project.

Indicators of Success • One to two new businesses in the Railpark by 2022.

• One to two new businesses in the Lyons Tech Park by 2022.

• Two (2) new businesses Liberty Square by 2022.

• Five percent (5%) increase in new jobs in Urban Renewal areas.

• Review study for Welcome Center in Liberty Square and support upgrade to wayfinding.

• Utilization of the Urban Revitalization Plan benefits.

• New assessed value created in Urban Renewal areas.

• The Downtown Clinton Alliance and the Lyons Business and Professional Association are satisfied with level of City contact/involvement in their organizations.

• The City Council reviews and indicates support for the City’s economic incentive policy.

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Objective 3 Contribute to the development and enhancement of the community and the health of its residents. Key tactics • The City Council continues the plan for utilizing TIF-LMI dollars

f or the YWCA and for housing.

• Initiate a housing study and develop methods to promote housing redevelopment.

• Market the findings of the housing study to developers for new infill housing, new apartments, and new housing developments (Pocket Housing or specialized).

• Continue to promote building code and rental requirements specifically on owner/occupied property maintenance code.

• Continue funding demolition to remove nuisance properties and hold funds for continued gut rehab.

• Implement owner/occupier Property Maintenance Code.

• Continue partnering with Let’s Live Healthy Clinton and other groups focused on health outcomes.

• Continue to offer high quality recreational opportunities and destinations.

• Develop and implement a plan for addressing the emerald ash borer.

Indicators of Success • Three to five new homes on infill lots annually.

• 200 to 300 new apartments annually.

• Two to three new housing developments annually.

• Six owner-occupied homes rehabilitated with CDBG dollars per year.

• Two or more gut rehabs with CDBG dollars per year.

• Remove nuisance properties in the 1100 block of South 4th Street.

• 20—25 nuisance properties at the entrances to the City are abated.

• Community participation in recreational opportunities.

• Continue to remove ash trees and treat as required.

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Goal 4 Continually improve the City’s organization and services.

Objective 1 Provide professional development and training for employees and volunteers. Key tactics

• Encourage elected officials and employees to take leadership positions in state and national organizations.

• Continue with four (4) employee holiday training/in-service days.

• Develop an annual training program for all employees.

• Develop a training program for appointed board and commission members.

Indicators of Success • Increased knowledge of roles and responsibilities of

board/commission members.

• Employees receive required training and have elective training opportunities.

• Employee satisfaction with training opportunities available.

• Employees indicate that they are satisfied with available training opportunities on an annual employee workplace survey.

• City representatives are leaders within state/national organizations.

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Indicators of Success • Complete study on coverage for Fire and EMS by

December 2020.

• Conduct a study and discuss with Council on final disposition and location of the Police Department by December 2020.

• Consolidate and Reorganize Waste Water activities by December 2021.

• Complete implementation of Logics Finance Software by December 2020.

• Complete integration of BNS Municity Software with link to Finance by December 2020.

• SharePoint or similar software to provide City Council packets electronically installed by December 2020.

• Develop program to offer individual incentive pay increases for outstanding work performance by December 2020.

• Council adopts a budget with performance measures annually.

• Receive 35%—40% of grant dollars requested each year.

• Conduct annual evaluations for all non-bargaining employees.

• A high level of citizen satisfaction with city services.

Objective 2 Identify opportunities for improving the efficiency of the organization.

Key tactics • Hire a Public Works Director by July 2020.

• Streamline accounting processes and procedures by minimizing the number of funds.

• Develop a priority list of City positions to fill.

• Review options for improving the efficiency of the Public Works.

• Review recommendations from the Police Facility study.

• Review recommendations from Fire/EMS coverage study.

• Create a system for performance measurements.

• Review the internal process for site plan review and zoning.

• Identify areas where existing technology can increase efficiencies.

• Review IT services and provision of services.

• Review software use and needs by department.

• Implement position dedicated to identifying, applying for, and administering grants.

• Update accessibility to all City facilities to one system with swipe card access.

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Objective 3 Continue to build a safety-oriented culture Key tactics

• Expand the membership and role of the Safety Committee to include risk management.

• Engage employees in fostering safe work environments.

• Publish quarterly safety statistics.

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Indicators of Success • The City’s Experience Modification Rate (EMR) for

Worker’s Compensation is below 1.0.

• Continue to strive for Goal Zero regarding safety.

• The Safety Committee meets regularly.

Indicators of Success • An updated HR Manual and new City Council Manual

by December 2020.

• Updated emergency response/disaster plans exist for all departments by August 2020.

• Employees are trained on City’s emergency response plans by December 2020.

• Council is satisfied with policy implementation and ordinance updates.

Objective 4 Review policies and procedures and update as necessary. Key tactics

• Implement a whistleblower policy.

• Review the purchasing policy and procedure.

• Review administration ordinances for efficiencies.

• Review and implement technology policies.

• Develop and review emergency response/disaster plans for all departments.

Strategic Plan 2020 2022 - Revize

Documents

Transcript of Strategic Plan 2020 2022 - Revize