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Wk Session Agenda - 01/20/2007 8:30 to 8:40 8:40 to 10:00 10:00 to 10:30: 10:30 to 10:40: 10:40 to 12:00 12:00 to 12:45 12:45 to 3:00: 3:00 to 3: 1 0: 3:10 to 3:45 3:45 CITY COUNCIL GOAL SETTING WORKSHOP Board Room Salud Medical Center 1175 Mt. Hood Avenue Woodburn, OR 97071 January 20, 2007 AGENDA Introduction - Mayor Figley Progress Report on 2005 goals Discuss City Council Satisfaction with, and Expectations for: A. Progress B. City Administrator and Staff Performance BREAK Vision and Organizational Values LUNCH Establish goals for 2007-10 A. Revise existing goals B. Establish additional goals BREAK Next Steps and Other Discussion Adjourn .' """,.. -~" .. ~\ . .. ,:. ..'~. ..".. " WQQDBURN ltl(l),portt.td 1889 . . January 18, 2007 FROM: Honorable Mayor and City council, ~ John C. Brown, City Administrato~ TO: SUBJECT: City Council Goal Settina Session Your goal setting session is January 20, 2007, at 8:30 am in the Salud Medical Center boardroom. We'll have a light breakfast for you, and boxed lunches. We need to finish by 4 pm. The attached agenda gets us done by 3:45 pm. Also attached, for your use in preparing for goal setting activities is a summary of progress made on 2005-07 goals. As usual, department head attendance is optional. This session gives the seven of you an opportunity to plan the next two years with me. Department heads are welcome to observe. This year, after you have established broad goal direction, I'd like to conduct a follow up meeting with the department heads, to prioritize, and to talk about the resources necessary to help the departments achieve your aims. In preparation for Saturday, please consider your vision for Woodburn - do we need to revise the existing vision statement and if so, how? You'll also want to think about the steps that need to be taken to reach that vision. Attached is a copy of the Council's current vision statement. I'd also ask you to think about the values you want the Woodburn organization to be guided by. I've attached values statements from a variety of cities to give you some ideas about what others in your positions are thinking. Although we have a list of goals towards which we have been working, these may need to change based on the results of the visioning and values exercise. You are encouraged to develop your own list of goals, either those we are already working towards, or new ones to supplement or supplant them. I will do the same. These materials are provided now to offer you an opportunity to review them prior to Saturday's session. I look forward to a productive meeting. If you have questions, please call. JCB 1'" ~,... ACCOMPLISHMENTS FOR 2005-07 PROJECT OR ACTIVITY - STATUS PROVIDE A BROADER RANGE OF QUALITY, AFFORDABLE, YOUTH ACTIVITIES: ~ Continue to provide existing youth programs ~ T-ball, soccer, baseball, girl's softball, football, basketball, after-school club. Library Story Time and summer reading programs, Read Across America. Swim lessons, open swims, Family night at pool. ) Dodgeball tournament, PAL activities for middle schoolers. Saturdays at the Library. @ $27,000 currently in small grants from: PAL, NikeGo, Land of Frost, NFL through PAL and Woodburn Together. Establishing Foundation to increase eligibility. ~ Seeking "Weed and Seed" funding for 2007. ~ After-school-club in partnership with Woodburn School District. ~ Not initiated, to be completed ~ PAL activities are all weekend or evening; dodgeball and volleyball in evenings. Saturdays at the Library on weekend. And more. ~ After-School Club - Woodburn School District. Youth Football - Woodburn Youth Football Association. Youth Basketball- Woodburn Junior Basketball Association. CITY COUNCIL GOAL ) Develop additional activities and programs ~ Seek funding to supporUoffset program costs ~ Continue Teen Scene program ~ Avoid/eliminate duplication of effort with other programs ~ Evaluate and monitor structure and quality of programs ~ Focus greater attention on evening and weekend programs ~ Develop partnerships with non-profits/public/faith-based agencies PROVIDE A BROADER RANGE OF SELF SUPPORTING ADULT ACTIVITIES: ~ Survey demand for adult programs, through RSVP ~ Avoid duplication of programs offered by other agencies ~ Develop opportunities to meet un-met demand for self- supporting adult recreational programs and activities CELEBRATE CULTURE AND DIVERSITY: ~ Reduce or eliminate direct City involvement in producing festivals and events (emphasize facilitation instead of production) ~ Continue to participate in Christmas, 4th of July and September 16th (Mexican Independence Day) celebrations ~ Not initiated, to be completed ~ Not initiated, to be completed ~ Basketball, volleyball, dodgeball, Active Adult trips (55+). Family nights at Aquatic Center and various adult swim programs. .. ~ Involvement limited to: Christmas tree lighting, 4th of July, September 16th, coordination for monthly merchant events in Downtown Plaza, Music in the Park program, and Walt's Run. ) Christmas;: City plans and organizes celebration, coordinates with WDA and FPHS. obtains and decorates tree. July 4th;: police provide traffic control; public works provides signage. litter and restroom details, misc. September 16th;: City plans and coordinates with merchants; PW provides barricades for traffic routing, additional police placed on patrol. 1 CITY COUNCIL GOAL ) Coordinate with Settlemier House and French Prairie Historical Society, and WDA, for Christmas activities ~ Coordinate transfer of responsibilities to existing agencies, or establish appropriate agency ~ Provide financial support through TOT grant program for eligible activities ~ Limit City involvement to providing locations (parks, plazas, etc.) pursuant to applicable rules and regulations, indemnification, and limited staff support ~ Continue Library Events COMMUNITY ENGAGEMENT AND COMMUNICATIONS: ~ Continue existing efforts ~ Expand outreach activities to include Russian language - translate important documents into Russian, as resources allow ~ Provide for bi-lingual capability at public meetings - audio and translation ~ Improve staff capability and consciousness ~ Increase use of video production, community access television, and the Internet to educate and inform ~ Develop automated telephonic information system for answering frequently asked questions ~ Augment public information and advertising activities in "Independent" and "Statesman Journal" with other publications and in other media PROJECT OR ACTIVITY - STATUS ~ Completed. ~ Greater responsibility for 4th of July returned to 4th of July planning committee. Monthly Plaza events organized by merchants. Merchants have assumed greater role in September 16th production. ) Chamber Visitor Bureau activities supported in 2005; "Branding" supported in 2006. ~ This is generally the case, although September 16th planning requires greater participation by CRO, to assure a higher quality event. ~ Music in the Park, and winter series continue to be well attended. ~ CRO oral translation and ombudsman services, newsletter production, written translation of materials into Spanish. Hiring Spanish language speakers at critical counter positions in each department. Efforts recognized as best practices by International City/County Managers Association (ICMA), 9/2005 and Cal-ICMA, 10/2006. ~ Not initiated ~ Capability available through CRO ~ Customer service training offered to staff in 2005. Language incentives provided to 20 employees (10 in PD, remainder across all other departments). Tuition reimbursement approved for employees taking language courses. ~ City website update to be completed spring, 2007. Spanish Language alternative to be developed thereafter. KPCN Radio show "City Life" to premier February 2007. WCA T video version to be evaluated. Community Services divisions directed to use video and net to market new and existing program offerings. ~ Not initiated, has been provided as direction to staff, to be completed calendar year 2007. ~ EI Hispanic News, as well as professional and trade journals, and corresponding web-sites (recent recruitments). Radio show to air on KPCN in February, 2007. .. 2 CITY COUNCIL GOAL PROJECT OR ACTIVITY - STATUS ~ Establish a new, or utilize an existing, task force to ) Not initiated investigate options and facilitate creation of a non-profit entity responsible for providing historical and cultural activities and services ~ Establish a local charitable foundation for the purpose of ) Woodburn Foundation approved by City Council in January, 2007. accepting contributions, endowments, and similar revenues, to enhance and expand the City's educational, cultural and recreational programs and services REVITALIZE DOWNTOWN WOODBURN: ~ Complete Comprehensive Plan and Zoning Amendments, as applicable ~ Seek Grants for early years' CIP ~ Complete exterior renovation of 347 Front Street and evaluate potential for sale of building after exterior renovation ~ Implement Urban renewal program . develop 1-year capital budget . develop 6-year Capital Improvement Program . revisit design choices . develop commercial and residential rehabilitation guidelines . develop guidelines for residential assistance . initiate short term and longer term borrowings ~ Initiate capital project ~ Convert 151 Street Parking lot to plaza . acquire remaining property . evaluate streeUcirculation configuration alternatives . develop design . construct improvement PURSUE ECONOMIC DEVELOPMENT: ~ Adopt Public Investment plan ~ Implement Public Investment plan ~ Downtown Plan to be completed in 2007 - amendments will be recommended as part of plan. ) Not initiated, awaiting completion of downtown plan to identify CIP. Will make CDBG grant application for Front Street improvements in 2007. ~ Not initiated, no grant sources have been found to complete the work. Recent discussions initiated by private developers regarding potential purchase, sale recommendation would rely on the right use and price. ~ Underway. . Completed, 2005 and 2006. . Partial programs, limited to three years, related to Plaza and Front Street projects. . To be completed as part of downtown plan revision, 2007. . To be completed as part of downtown plan revision, 2007. . To be completed as part of downtown plan revision, 2007. . Completed $1.8 million borrowing, spring 2006. ) Front Street Phase 1, completed winter 2005. ~ Completed and dedicated Summer 2005. .. None implemented - focus has been on finishing UGB expansion 3 CITY COUNCIL GOAL ) Determine and organize for business recruitment responsibilities ~ Recruit business ~ Initiate site-specific urban growth boundary amendment ) Complete periodic review work tasks and TSP update DEVELOP NECESSARY SYSTEMS INFRASTRUCTURE: ~ City wide circulation ) Water treatment and storage ~ Storm drainage ~ Seek and promote competition to provide high speed Internet ~ Develop I-net capabilities pursuant to CATV franchise ENHANCE AND IMPROVE LIVABILITY: ) Adopt revisions to code enforcement- related City Ordinances ~ Promote public awareness of code requirements through education ~ Increase Code enforcement activities ~ Revise Sign Ordinance ~ Beautify City Properties ~ Property maintenance recognition activities ~ Volunteer coordination project ~ Reinstate Residential Rehabilitation Program MANAGE GROWTH: ~ Complete Comprehensive Plan and Transportation System Plan amendments ~ Urban Renewal ~ Undertake necessary UGB amendments PROJECT OR ACTIVITY - STATUS ) Completed TSP update, 2005. Initiated Front Street project, 2005 Settlemier/Hwy 214 and next phases of Front St to commence summer 2007. ) Treatment plants and system upgrades completed, 2005. ) Master Plan adopted as part of Compo Plan update. ~ Renewed franchise with DataVision, provides for additional fiber optics, and wi-fi capability. Hi-speed internet currently provided by Willamette Broadband, Qwest, and DataVision. ~ Fiber system in place. Lacking equipment at user locations - user group has been convened, no uses developed thus far. ~ Adopted Library Exclusion Ordinance, Fall, 2006. ~ Quarterly Newsletter articles. "City Life" radio show to air February, 2007. ~ Added third Code enforcement officer, 2005/06. ~ CD staff has evaluated existing ordinance for recommended changes. City Attorney is participating in Sign Code revision work group, revisions will be recommended to Council once their work is completed. ~ Ongoing - included new signage for City Hall and greenway parks. ~ None undertaken during 2005-07 period. ~ In process, using a volunteer funded by VISTA program. ~ Pending, is Community Development Department goal for 2006/07. .. ~ Completed, Fall 2005. ~ In process. ~ In process - before LCDC on January 25,2007. 4 CITY COUNCIL GOAL ) Update development code to correct deficiencies and address changes in law and circumstances ~ Initiate site-specific urban-growth boundary expansions ) Annex key properties inside urban growth boundaries as opportunities arise MUSEUM DEVELOPMENT: ~ Shift emphasis from museum as a repository to museum that functions as part of the community ~ Promote oral history program and interactive exhibits ~ Create more partnership opportunities with K-12 schools and college/continuing education ) Evaluate and approve appropriate strategic plan alternative ~ Transfer operating responsibility and ownership of museum facility to viable outside agency PARK DEVELOPMENT: ~ Construct Heritage Park ADA improvements ~ Complete Partially completed ball field at Centennial Park ~ Develop Hermanson Park III and Hermanson Pond ~ Complete master plan for Legion and Settlemier Parks ~ Other TEAM BUILDING AND EMPLOYEE DEVELOPMENT: ~ Continue current activities ~ Employee recognition program PROJECT OR ACTIVITY - STATUS ) In process, minor revisions made in 2005. Revisions requiring Measure 56 notice to occur in 2007. ) Not implemented ~ Conducted discussions with 2 sets of property owners on So. Hwy 99E, no annexations resulted. No EFFORT EXTENDED IN 2005-071N ANY OF THESE AREAS '" ~ Completed. ~ Completed. ~ Completed Greenway master plan in 2005/06. Development grant for pond expansion forfeited in 2006. Produced grant-funded promotional brochure, for greenway fundraising, in 2006. ~ Plans revised in 2005. Currently being prepared for presentation to Planning Commission in Feb/March 2007 ~ Built playground at Nelson Park, funded with KaBoom and Burlingham Trust grants, 2006. .. ~ Completed first round bargaining with AFSCME, 2005. Completed Health Benefits analysis and Salary and Compensation Study, 2006. ~ Health and Wage re-opener still in negotiations. ~ Upgraded and recruited division-head positions: Aquatics Center, Recreations Services, and Library Services Manager. Recruited new Community Development Director. Created and recruited new Community Services Director. ~ Conducted in 2005, not conducted in 2006. 5 CITY COUNCIL GOAL ) Organize departments for most efficient service delivery ) Seek additional employee training opportunities as funding permits ~ Develop additional employment contracts with Middle- managers ~ Incorporate diversity training into new-hire regimen, and conduct regular and recurring diversity training for existing employees DEVELOP TECHNOLOGICAL INFRASTRUCTURE: ) Telecommunications - high speed Internet and I-net capability ) Other, as identified by Economic Opportunities Analysis PLAN AND DELIVER TRANSPORTATION SYSTEM IMPROVEMENTS: ~ Regional . Re evaluate and amend the Transportation System Plan . Coordinate with County on So. Bypass . Establish LID's for Country Club Rd. and Front Street widening projects, and for paving unpaved streets . Deliver Boone's Ferry and Country Club Rd. widening projects . Continue to seek funding for 1-5 interchange and Highway 214 widening projects ~ Local . Pave all streets PROJECT OR ACTIVITY - STATUS ~ Community Services Department consolidation, 2006; Public Works Department scheduled for re-org. ~ Done at the department level as opportunities arise. ~ All senior level managers; and both Police Captains, all three Community Services division heads, Building Official, Assistant City Attorney, Information Services Manager. ~ Not implemented i ~ Hi-speed internet and wi-fi currently provided by Willamette Broadband and DataVision, Hi-speed internet provided by Owest. ~ Not implemented . Completed, fall, 2005. . Coordination on with county land use and transportation planners on TSP update, which includes So. bypass. . LID established for Boones Ferry, Phase II and Country Club. Engineering work related to Tout St. in process, to be presented to Council in spring 2007. Engineering for Front Street in process, LID to be presented to Council in spring/summer 2007. . Boones Ferry/Highway 214 intersection reconfiguration to be completed summer 2007. Country Club Road improvements underway, to be completed Spring 2007. . $1 million in Federal appropriations bill funding obtained in 2005. Intergovernmental funding agreement, limiting Woodburn's share to an additional $5.5 million negotiated with ODOT in 2006. Contract awarded for TIF update, January 2007. ~ . W. Lincoln paved with LID, 2005. "No-name" street paved 2005/06. Carroll St. paved by private developer, 2006. Tout St. scheduled for 2007, pending action on LID. 6 CITY COUNCIL GOAL PROJECT OR ACTIVITY - STATUS . Install curb and sidewalks on some streets . ODOT grants obtained to complete north side sidewalk on Hwy 214 from High School to Salud Medical Center. Work to be completed by 2008. Funding collected from developer of Boones Crossing for Brown Street sidewalk improvements. . Ready projects for grant opportunities . 214 sidewalk project readied for two grant applications; Front St. engineering currently underway for CDBG application. . Seek opportunities to develop intercity transit . Two-year trial partnership with Canby transit entered into in 2006 . ODOT acquired properties at interchange for Woodburn transit park- and-ride. . Develop Bike/Pedestrian/Golf cart paths in greenways . Not implemented . Evaluate need for and cost effectiveness for traffic calming . Not implemented devices FISCAL STABILITY: . Seek project specific funding to support road and sidewalk . Two ODOr grants obtained for sidewalk construction from Woodburn work High to Progress Way - $480,500 Bike/Ped and $790,000 Transportation Enhancement. Total project = $1,386,500. Established LID's for Boones Ferry and Country Club Rds. widening. . Seek and develop new revenue sources to support adult . As noted in summary of Youth Programming goal - various and youth programs recreation and library grant prog rams. . Seek additional grants to support other city programs . Obtained TGM grant for Downtown Planning, 2006. Obtained police . Other grants for bullet-proof vests and e-ticketing, 2006. National Park Service grant for greenway brochure. . Revised Business License ordinance to support police activities. . Promote fiscal accountability among all city employees, . Not implemented and provide incentives for cost-saving ideas INCREASE PARTICIPATION IN THE STATE AND FEDERAL LEGISLATIVE PROCESS: .. ~ Increase coordination with League of Oregon Cities and State/Federal legislative delegations on legislative matters of interest to Woodburn ~ Increase participation of staff and elected officials, in testimony before legislative committees ~ Increase positions taken on matters of pending legislation with potential impact to City ~ In coordination with Representative Hooley's office, obtained appropriation for interchange right-of-way purchases in 2005; appropriation for pOlice e-ticketing project, 2006. ~ Respond to League requests for ordinances and information, legislative advocacy. ~ Not implemented ~ Council weighs in on matters of importance, done on case-by-case basis, no particular increase over previous goal period efforts. 7 CITY COUNCIL GOAL PROJECT OR ACTIVITY - STATUS EVALUATE CITY FACILITIES FOR RETENTION, EXPANSION, ACQUISITION, AND RELOCATION: ~ Plan and organize for the construction of a new Police facility ~ Completed, winter 2006. ~ Continue efforts to build a new Community Center ) Community Center task force evaluation completed 2006; provided recommendations for two facilities. ~ Pre-design and site evaluation activities contracted in 2006 and still underway for recreation center and cultural arts center facilities. ~ Finalize design and obtain funding for Library expansion, ~ On hold, pending new CS Director. Phase I ~ Evaluate and develop recommendations for Library space ) On hold, pending new CS Director. needs ~ Sell surplus City properties ~ Community Center and Gatch St. properties sold. Sale of community garden property delayed pending Compo Plan update approval - to be appraised and placed on market in 2007. ~ Complete Parks master planning activities ~ On hold, pending UGB expansion. ~ Evaluate long-term site requirements for Public Works ~ Not implemented. Public Works efforts shifted to Wastewater treatment corporation complex expansion to address temperature reduction mandates - development of McNulty property. ENCOURAGE AND EMPLOY SUSTAINABLE PRACTICES (DO AS OPPORTUNITY ARISES): ~ Establish City policies ~ Not implemented ~ Revise procurement procedures ~ Revised, but not with respect to sustainability goals. ~ Train staff (ongoing) ~ Not implemented ~ Design and offer, or support programs ) Not implemented ~ Composting ) Fall leaf program leaf disposal. Recycling and use of recycled materials ~ Enhanced curbside recycling utilizing 65 gallon roll carts. ... Energy efficiency ~ Purchased hybrid vehicle for Building Division. ~ Reduced chemical interaction with land, air and water ~ Not implemented ~ "Green building" ~ Built Police Facility to LEEDS "Silver" standard. Community Center pre-design will be consistent with or exceed LEEDS silver standard. ~ Public education ~ Not implemented ~ Provide a good example ~ Recycling, Police Facility construction, hybrid automobile purchase. 8 VISION STATEMENT Woodburn will be a vibrant, full-service, market-based community that retains its small town feel and values. Woodburn will be a community of unity, pride, and charm. It will be a sustainable, but technologically advanced community with a functional multi-modal transportation system. Woodburn will thrive as a regional focus for the advancement and enjoyment of the arts, culture, leisure and recreational activities, and be a great place to live. ...'~' 1/20/2007 DRAFT Proposed Goals for 2007-09 . Provide a broader range of quality, affordable, youth activities: Evaluate and monitor structure and quality of pr?grams Develop additional activities and programs Seek funding to support/ offset program costs Take better advantage/ make better use of city facilities such as the skatepark and aquatic center to offer new activities Develop partnerships with non-profits/ publici faith-based agencies Avoid/ eliminate duplication of effort with other programs Implement ongoing customer satisfaction survey for programs and activities . Provide a broader range of self supporting adult activities Survey demand for adult programs Develop opportunities to meet un-met demand for self-supporting adult recreational programs and activities Avoid duplication of programs offered by other agencies Implement ongoing customer satisfaction survey for programs and activities . Celebrate culture and diversity: Continue to participate as a planning partner in Christmas, 4th of July and September 16th (Mexican Independence Day) celebrations - Provide financial support through TOT grant for eligible activities Limit City involvement to providing locations (parks, plazas, etc.) pursuant to applicable rules and regulations, indemnification, and limited staff support Establish organized, use of Downtown plaza, and other City parks by actively seeking and scheduling performers, activities, and events. . Community Engagement and Communications: Continue to provide for language translation in City offices and at public meetings Emphasize high quality customer service Provide non-financial support to Chamber of Commerce Citizens Academy Improve staff capability and consciousness through training and recognition Increase use of video production, community access television, and the Internet to educate and inform Actively "market" City programs and activities Update telephone system to answer frequently asked questions Augment public information and advertising activities in "Independent" and "Statesman Journal" with other publications and in other media. Develop radio programming for KPCN radio Complete website upgrade 1'" Provide for e-commerce Install customer self-help computers in strategic locations Complete volunteer clearinghouse and coordination project . Revitalize Downtown Woodburn: Complete Downtown Plan that encompasses downtown and east of the RR tracks, and Young Street Complete Comprehensive Plan and Zoning Amendments, as applicable Establish Design Guidelines Initiate Commercial Rehabilitation Loan/Grant program Continue to seek grants to offset project costs/ extend DR funding Seek funding to complete renovation off evaluate potential for sale of 347 N. Front Street Fund, design, and build Gazebo in Plaza Implement Urban renewal program Revise 1 year Capital Budget Develop six year Capital Improvement Program Construct Front Street project, Phases II and III underground utilities Complete Alley project, Garfield to Cleveland . Pursue Economic Development: Implement Urban Renewal Programs Manage Comprehensive Plan industrial land master-planning requirements Adopt Public Investment plan Implement Public Investment plan Determine and organize for business recruitment responsibilities Partner with Chamber of Commerce and WDA to recruit and retain business Conduct needs analysis of Highway 99E commercial area, as basis for transportation improvements, renewal, and business recruitment . Develop Necessary Systems Infrastructure: Initiate planning to expand City circulation system on Crosby Rd, Parr Rd. and South Bypass Evaluate options for addressing DEQ water quality and temperature concerns at WWTP Analyze and Adopt revised Water/Wastewater rates Complete Storm water cost allocation and funding recommendations Develop I-net capabilities 1'" '" . Improve the Appearance and Quality of Community Revise Code enforcement-related ordinances Peddler's licenses Animals Promote public awareness of code requirements through education Implement Housing Ordinance Initiate Urban Forestry Program survey existing right-of-way and historic trees develop a replacement strategy and schedule develop public information program Reinstate Residential Rehabilitation Program . Provide a Safe and Secure Community Attain Oregon Accreditation Alliance accreditation for PD Initiate Strategic Planning to implement policing districts and information based policing Develop Interim Policing Plan: (1-3 years) Develop Strategic Policing Plan (3-5 years) Develop Long Term Policing Outline: (5-10 Years) Complete Emergency Management System Development Develop City Wireless Plan Participate in Weed and Seed program development and implementation Focus greater attention on patrol activities in Downtown Increase drug abuse awareness activities . Manage Growth: Continue to implement Urban Renewal Evaluate Ballot Measure 37 impact on codes update development code to correct deficiencies and address changes in law and circumstances establish SDC's and TIP's that fully offset new development's impact on community facilities and transportation system Complete and follow through on Comprehensive Plan Amendments and UGB expansion Address any LCDC remands Address other challenges, as posed Oversee annexations, as they occur Administer Interchange Management Plan Administer Southwest Industrial Reserve master planning requirements 1'" .. . Park Development Complete Community Center pre-design and site selection, and seek funding for construction complete WMAC expansion completed design and initiate cultural arts center construction Complete ball field complex at Centennial Park Obtain grants and contributions to fund greenway improvements Develop Hermanson Park III and Hermanson Pond Complete master plan for Legion and Settlemier Parks Complete Parks Comprehensive Plan update Revise Parks SDC methodology Revise Centennial Park master plan Renovate one playground each year, consistent with Recreation and Parks Board recommendations Identify funding for, and initiate Legion Park renovation Identify funding for, and complete Settlemier Park acquisitions and renovation Identify funding for Burlingham Park renovation . Team Building and Organizational Development Continue current activities Continue Employee recognition program Complete Community Services re-organization Reorganize Public Works Department Recruit and hire Assistant City Administrator Organize departments for most efficient service delivery Increase commitment to employee training by targeting funds to training budgets Seek additional employee training opportunities as funding permits Incorporate diversity training into new-hire regimen Provide city-wide training to all employees, semi-annually 2007: Workplace and Sexual Harassment Customer Service 2008: Diversity Personnel Polices and procedures Develop additional employment contracts with Middle-managers Complete bargaining AFSCME WPAl 1'" ......... . Develop Technological Infrastructure Telecommunications - high speed Internet and I-net capability Update City GIS system capabilities Incorporate technological advancements in City processes Other, as identified by Economic Opportunities Analysis . Plan and Deliver Transportation System Improvements Regional Establish LID's for Front Street, and Tout Street, and Alley improvement projects, and for paving unpaved streets. Complete Boone's Ferry and Country Club and Front Street projects Continue to seek funding for 1-5 interchange and Highway 214 widening projects Analyze and modify SDC's to fund City Share of interchange Establish funding agreements with properties within interchange management area for cost sharing of improvements Evaluate operational and financing options to expand transit services Partner with ODOT to develop park and ride facility near the 1-5 interchange Construct sidewalk adjacent to Highway 214 from High School to Prospect Way Local Pave one unpaved street each of the next two years, as part of a continuing program to pave all unpaved streets Install curb and sidewalks on some streets Ready projects for grant opportunities Develop Bike/Pedestrian/Golf cart paths in greenways Complete Hardcastle Ave. rail realignment Renovate Harrison St., Front St. to Settlemier Ave. Renovate Hayes St., Front to Second streets Complete Hayes St/Settlemier intersection re-alignment . Enhance Fiscal Stability Seek project specific funding to support road and sidewalk work Seek and develop new revenue sources to support adult and youth programs Seek additional grants to support other city programs Revise System Development charges and Traffic Impact fees Prepare 3-5 year revenue/ expenditure forecasts . Continue to Participate in the State and Federal legislative process .' Coordinate with League of Oregon Cities and StatejFederallegislative delegations on legislative matters of interest to Woodburn Continue to take positions on matters of pending legislation with potential impact to City . Facility Development Complete Community Center Pre-design and site selection project Finalize design and obtain funding for Library expansion, Phase I Market Community Gardens property Update Parks master plan Remodel City Hall to increase security and efficiency Adopt Legion Park and Settlemier Park Master plans Design and build access road from Park Avenue to Police Facility Seek funding for Greenway Projects Complete Foundation start-up Oversee Aquatic Center Expansion Relocate Court and Court Offices Expand Community Development and Building Division space . Encourage and Employ Sustainable practices Revise procurement procedures Train staff (ongoing) Conduct Energy Audit of all City Facilities Establish policies requiring purchase of only hybrids and energy efficient gas-powered vehicles Construct new, and renovate existing city buildings to LEEDs standards Support: Composting Recycling and use of recycled materials "green building" public education Provide a good example 'If' Clry OF ALBANY STRATEGIC PLAN 2005.2010 Our Values The City of Albany's Strategic Plan is guided by tbree fundamental elements: our mission, our vision, and our core values. Our mission statement is based on the principles of high quality and continuous improvement. Our vision statement presents a compelling future toward which our strategic plan is directed. Both our mission and our vision arc founded on the following basic values that guide all of our actions and that reflect what we expect from our employees ami our elected officials: Transparent, Open, and Honest Government. This value reflects our first and most important responsibility. Our competence is measured and, in fact, reinforced through active engagement of those we serve. We maintain an organizational reputation for openness, honesty, and integrity. Customer Service. Our primary duty is to the customers we serve. We are accessible, responsive, consistent, and understanding. We provide assistance beyond our customers' expectations, and we find effective solutions to problems that they bring to our attention, Fiscal Responsibility. Proper ust: of public rt:sources is a trust which we continually guard. Tn our management of this trust, we must avoid even the appearance of improprit:ty. In our management of public funds, we constantly strive for the greatest possible efficiency, Personal Honesty and Integrity. Each of us demonstrates the highest standards of personal integrity, truthfulness, honesty, and fortitude in our public activities. In this way, we inspire public confidence and trust in our government. Excellence. Wt: continually pursue excellence by being creative, professional, taking risks, showing initiative, and being committed to our community and team. In this pursuit, we support continuing education and training for all team members. Teamwork. We arc a team that emphasizes high levels of trust and cooperation and a commitment to excellent communications within the organization. We encourage employees to exercise independent judgment in meeting customer needs through professional behavior that is consistent with our values. A Humane and Diverse Organization. \Y/e are a humane organization that honors diversity and protects individual rights. Open communication, respect for others, compassion, and a sense of humor contribute to our positive work environ111l:nt. We make it possible for every employee to achieve his or her full potential. We value the cultural and social diversity that is reHected in lJl1f community, :md we welcome the changes and new perspectives that this diversity brings to liS. We protect those individuals whose basic rights arc plact:J in jt:opardy. . ' 1 10' ~.'J ~. . -'I:>~ "'1.46'""'" VJ.. ""'" E.'.. 'I. ~ 'I 'I. . ~O January 18,2007 Mission Statement and Values Home> City Info> Departments> Police> About Us > Mission Statement and Values Mission Statement and Values The work of the Fargo Police Department is driven by the principles expressed in our mission statement: "The Fargo Police Department strives to provide the citizens of Fargo quality service and a secure community. We are committed to the professional growth of our officers and department in order to better create and preserve a positive partnership with the community we serve." In addition, the following values guide are our work. Values Integrity . Be honest and truthful. . Follow through to do the right thing. . Treat others fairly. . Recognize that integrity applies to the big and small things; it cannot be compromised. Courage . Exercise physical courage by reacting appropriately to threats even when faced with physical risk. . Demonstrate moral courage by doing the right thing even if it's not popular with others. Professionalism . Deliver the best possible service; go the "extra mile" for citizens when they need help. . Become as knowledgeable and skilled as possible. . Handle all assignments and calls to the best of our ability; be accountable. . Do not pass our work off to others. . Take ownership of our successes and our failures. . Support each other within the department to work through personal and professional challenges. . Put the needs of others ahead of our own when necessary. . Present ourselves so as to make a favorable impression on others and to represent the department well. Quality Service . Be approachable. . Treat others with respect. . Do more than what the job requires when handling complaints. . Be thorough in how we handle our responsibilities. . Handle contacts with citizens in a friendly, personable way. http://www.cityoffargo.com/Ci ty In fo/Departments/Po lice/ AboutU s/MissionStatementand... 1/ 1812007 ,., .' * -~'J -~ - -'0- . Be a good advocate for victims. Empathy . Demonstrate compassion when appropriate. . Be a calming influence. . Recognize it's okay to become emotionally invested sometimes. . Let people vent. . Treat others as you'd like to be treated. Teamwork . Recognize and value co-workers' skills and abilities. . Encourage and acknowledge good work done by others in the department. . Demonstrate loyalty to the department and to each other. . Treat each other with kindness and respect. . Help build each other's skills and knowledge. . Make it a priority to support and develop new members of the department. . Work together to accomplish department goals and objectives. . Share information and resources. . Be a good resource for others. . Put the needs of the team ahead of personal needs when necessary Community Partnership . Seek out and listen to community feedback. . Be responsive to community concerns. . Be willing to adjust or change what we do to better serve the community. . Maximize opportunities for citizen contacts. Adaptability . Be flexible and open to change. . Plan for the future. . Be willing to think beyond the immediate needs of the department and the community. ..... U.6..... ... v",-.., Copyright (Q 2007 City of Fargo http://www.cityoffargo.com/Ci ty Info/Departments/Po lice/ AboutU s/MissionS tatem en tan d... 1'" 1/1812007 CORE VALVES CITY OF PRESCOTT INTEGRITY We build our relationships on high ethical standards and uncompromising honesty and fairness. We believe this is the foundation of successful organization. RESPECT We strive for fair and equitable treatment in all our decisions, balancing compassion and reason COMMITMENT Weare dedicated to excellence, pride and quality in our efforts and to teamwork and loyalty in our performance. 1'" .....".... .. - -..; - - . ---~-----_. -""'J ......--- ,. _OJ....................._..., ---""'..........-......."'" ..... 10.4.6'"" ..... v.&. .... ~~~, ~ \ ~ ~ \. " .~ WE's:rMl~oS~!;.~,~\':. II. "Ill \1 \1' ( t l' I \_ It" '" \IICII S';,-,\::.id~lnt BU<;\f1CSS Goverr~n~2nt rity -iC:1pe Vfsitar N{}ws Services l.ll;. Charter Statl~l1lent of IvIission and Values lll' Code MISSION ClI) COl.nc:il ellY Lkpartmcnts DELIVERING EXCEPTIONAL VALUE AND QUALITY OF LIFE Lmploymcnl (jetting Involved Public \'Leetings Puhlic: S,lfelY & emft Revised March 2005 VALUES WE BELIEVE in providing a quality environment of strong identity and pride where a diversity of people can safely live, work, shop and enjoy a variety of leisure activities; and WE BELIEVE government should be a part of, and not apart from, the community it serves, striving to develop an open atmosphere of public awareness and information; and WE BELIEVE in the concept of .community before government", where the interests of citizens are the first consideration in the governmental decision making and intergovernmental-agreement process; and WE BELIEVE in providing a quality service delivery to the community, a service which is sensitive and responsible to citizen needs and expectations, and which is effective in terms of achieving desirable impacts within the community; and WE BELIEVE in the concept of fiscal responsibility, where a stable tax base exists, and where governmental expenditures are not wasteful, but are efficient in terms of maximum return for the dollar, and are responsible in terms of spending within established budget parameters; and WE BELIEVE in maintaining a government which is progressive and innovative, where professionalism, honesty and integrity prevail, where pride in work and credibility are of paramount importance, where effective planning for sociological, technological, and economic change is a constant process, and where the freedom to exercise professional judgment is encouraged and supported; and WE BELIEVE good government starts with good employees, and to maintain both, the prevailing management philosophy must embody the following elements: an atmosphere of sincere, people-oriented management; a quality work environment; opportunities for career developmenVadvancement and job enrichment; opportunity for employee participation in the decision-making process; opportunities for employees to utilize their talents; and a compensation/fringe benefit plan which is affordable, competitive and equitable PDF Docvn"nts ..1CC optmll;'('(j for c;r1ntng in PDF Forma.t ,.J Represents links outside ttle Westminster webslte ReSident I BCJslness l City Government l Cityscape I ViSitor I News I Services I policy and Disclaimer L Cty of WesLey] ')Sler 4800 \/'Ie';l 92n<J AVienue Westminster, CO 80031303-430-2400 All Rights Reserved, http://www.ci.westminster.co.us/gov/depts/default_mission.htm 1/18/2007 1'" -" ---.J ~.. ._~.... . .~.~... ~~u.t""_U_U~" - . '~'''''''b .I. U.5'"' .1 Vl. ~ .... t" - AUSTI~ Search C'TV CONNf"(; nON", .....-........ -I ~ Options Select a service Select a map Directory I Departments I FAQ I links I Site Map I Help I Contact Us """t." i " 'J. Home Council Priorities City Organizational Values [I Comprehensive Planning l~orporate Initiatives City of Austin Values Vision ._.........- !,U\emet'f\ V"1$lO!\"'" -- .....................:...~..-......_...- O'f/lld'.:::: ..... We want Austin to be the most livable city in the country. Organizational Values .............. Gutsy ~ ,- .~. We honor the publiC trust by conducting ourselves with integrity and doing what it takes to get the job done right. Green We consider the impact on the environment in everything we do. Creative We seek and embrace innovative solutions. Committed We provide unbeatable customer service and personally invest in our community. Collaborative We work together and support one another as team members across departmental boundaries. Inclusive http://www.ci.austin.tx.us/vision/values.htm 1/18/2007 .' -."".J .......... ~ --............... . .................... -~"'....t"..""'.....""'&...u...1' ""'..... ..._&&.........&&f) "ft...": ~", ~..., ~ . . We appreciate the added value that open-mindedness and diversity bring to our team. Spirited We are passionate about our work, have fun doing it and celebrate a job well done. Accountable We maintain the public trust by working smart and spending taxpayers' money wisely. Ausbn City Connection - The ()mcl~! 'NeD 311" 01 ;he City of Au.,Ln CJ'ddCL U" Send Emall cr S i) .'H,l-)qOO Legal Notices I Privacy Statement '<';~1 C ~ ,.t ;\", > d=, II ^.J~~. ;\, f-{;(JLt,) ~~!t;,,'..}r';~,d f-> C .: J"""" /'L;;!0 : '( ! Po;Y ")i2i :)7~<~J)i)l) http://www.ci.austin.tx.us/vision/values.htm .' .1 "0'" "- V.l "- 1/18/2007 - -.; - -- - . -.--.-- I - -_.~- - -- _._~._~ ---- 4o....w-O~...1 ~ -b- ~ -~ ~ Home (olltad' the City , .. , ",.., ---- I Search l _' i )\1 ~::R C\Jr~t~ df :~,-);-;\ i1 :~. r . ~ ;:1-"11 ;' noc .jn;~:'Ti t., "',' We accomplish our vision by engaging in behaviors that reflect our commitment to: ,.;._,~ /;hi:n ,l'. ~ :r: ~"'l ~:~ U d, ,l I I' INTEGRITY we demonstrate honor in all we do, we do the right thing =- ~ ire -) r '. 1 . ~-; ACCOUNTABILITY we take responsibility for our actions and for delivering results SERVICE we are responsive to the needs of our community, we are proud to deliver City services with excellence OPENNESS we are honest and open as we do our work ONE CITY we work as a team across all boundaries to achieve more DIVERSITY we treat each person with dignity, fairness, and respect; we respect the diversity of our workforce and our community I Office of Ethics and Integrity Home I About OEII City Core Values I Resources I Top of Page I I News & Announcements I Ethics FAa I Contact the OEII Site Mop Pm,acy Notice Olscloimer$ I !::f~me I Business I C;:jlyJ:i<!l) I ~Ql!)mt.!njlY I Q<;!oartments I Information I Leisure I Services A-Z I Visiting I I ~ I ~~ I Contact the City I Privacy Notice I Disclaimers I http://www .sandiego.gov/oei/values/index.shtml 1/18/2007 1'" - - +.1 -- . ----~ ---- - -J --~-. -..... ~ ~t:>- ~ ~. - :;:~n~~ -" City of Vancouver Search Help :)'--)1(~, '111'~ RUSlnC5'S Vi','llO(S Ser'VI(~S Residents Business Visitors Mayor and Council What's New Services Departments Pay and Purchase Online Major City Projects Events and Meetings Road Construction About Vancouver Employment with the City Online Maps Other Useful links Contact Information Depa rtments What's New City of Vane ~ Missio To create a great city of commu which cares about its people, its environment and the opportunities to live, work and prosper. Our values: Responsiveness: To listen to all the people we work with and serve and to act in a timely and sensitive way. Excellence: To strive for the best results. Fairness: To apply unbiased judgement and sensitivity. Integrity: To be open and honest and to honour our commitments. Leadership: To set examples that others will choose to follow. Learning: To increase knowledge and understanding in the workplace and in the community and to grow through our successes and our mistakes. Our objectives: To enhance community and individual well-being social, economic, and physical. To protect and improve the http://www.city.vancouver.bc.ca/values.htm 1'" City Projects PelY and Plil.chase Notable News: I j1. . .: ;~~d~Sr~~~i~;(fg~ "" the_CHY_Qi '{ancouver Sister Cities Vancouver has special relationships with five great cities of the world: . Los Anqeles {J · Guan~zhou ~ · Yokohama ~ . Edinburgh. . Odessa Notice: Links marked with a ~will take you to web sites not maintained by the City of Vancouver. These links will open in a new browser window. Our provision of these links does not imply approval, warrant the accuracy of any information, or endorse any opinions expressed on any of these outside Web sites. 1/18/2007 ---J ~- .----~-.-. .-.----u---J---..-~ ..L -0- - 'OJ. - environment. To provide quality service equitably. To create a challenging, safe, healthy, and rewarding workplace. To be fiscally responsible. To create good government through public participation, internal improvement, and constructive external relations. [topl Comments or questions? Send us e.mail at info@vancouver.ca G 2007, City of Vancouver Last modified: Monday, January 8, 2.007 http://www.city.vancouver.be.ca/values.htm lI18/2007 1'"