1. Finalize and implement the draft engagement strategy.
2. Conduct follow-up survey with employees in mid-2024 to measure progress.

1. Continue with fall 2023 session of supervisory academy for the City’s remaining supervisors and managers.
2. Develop leadership academy for developing next generation of City leaders.

1. Address succession planning needs in anticipation of losing 30% of Fire Department workforce over next five years due to retirements.
2. Create succession plan that includes standardized training, leadership development, recruitment, and retention.

1. Implement PERFORM and LEARN program by June 2023.
2. Train departments on how to use PERFORM AND LEARN tools to help supervisors and managers coach and mentor their employees.

1. Adopt best practices to address growing cancer threats to firefighters.
2. Expand much needed counseling services, training, and other opportunities to reduce stress and increase wellness in the Police Department.
3. Develop and implement plan to reduce overtime costs and reduce mandatory overtime.
4. Monitor efficacy of enhanced Employee Assistance Program (CONCERN.)
5. Promote and monitor Employee Wellness programs designed to assist employees with health and stress management.
6. Circulate Parks & Recreation activity guide with staff to identify recreational/social/wellness activities, programs, and event opportunities.

1. Develop robust systems and processes.
2. Complete Citywide virtual and onsite technology trainings for software changes as projects are deployed.
3. Identify training opportunities for staff to keep skillsets current with changing needs of the organization.
4. Connect employees to different training resources from LEARN or other training courses provided by SME/consultants.
5. Find ways to engage employees and help with culture change.

1. Initiate bi-annual all hands meetings to share organizational priorities/progress.
2. Continue quarterly Senior Leadership Team (SLT)/Managers meeting to provide updates and trainings.
3. City Manager's Office attends department meetings and briefings to share information and gather feedback from employees.
4. Share mission, vision, and city council goals with city employees through City Manager's Office communications and department briefings.
5. Encourage cross-departmental collaboration.

1.Create strategy to train and maintain compliances of Federal and State Standards, Grant Management, Disaster Management, Hazard Mitigation, Cost Recovery, Community Emergency Notifications and Public Outreach as well as employee on-boarding.

1. Develop, communicate, and implement industry based standard policies and procedures.
2. Monitor and evaluate the procedures to ensure compliance with all relevant laws, regulations, and city policies.
3. Each department creates internal standard operating procedures and policies.
4. Update and modernize the City’s administrative policy manual.

1. Standardize and document the development process from initial application to certificate of occupancy.
2. Ensure clarity of development process for applicants and the public.
3. Improve staff coordination cross-departmentally for managing the development process .

1. Implement process to prioritize capital projects and utilize Easy CIP software to program projects into the CIP.
1. Implement process to prioritize capital projects and utilize Easy CIP software to program projects into the CIP.

1. Plan and implement 42 Technology Infrastructure Modernization projects identified by the Digital Strategic Plan over the next four years.
2. Information Technology to coordinate with PW to replace the Train Station Uninterrupted Power Supply (UPS).
3. Information Technology to coordinate with PW and Police Departments to standardize and replace the CCTV cameras due for replacement over the next two years.
4. Complete Voice Over IP (VoIP) citywide phone system replacement.
5. Complete wireless assessment study for all City buildings.
6. Complete EOC Audio Video upgrade.
7. Develop technology infrastructure Disaster Recovery and Business Continuity Plan.
8. Identify next steps for the data center replication site.

1. Plan and implement the cybersecurity projects identified by CRP over the next three years.
2. Develop and implement cybersecurity governance, policies, and procedures.
3. Expand citywide cybersecurity training and education.
4. Update the website to include cybersecurity resources for the community.
5. Coordinate a Cyber Incident Response Plan exercise in coordination with Fire Department.

1. Conduct community GIS survey.
2. Develop a GIS Master Plan (5-year roadmap).
3. Complete Return on Investment (ROI) Analysis for the GIS Program.
4. Train departments to leverage GIS technologies.
5. Implement Projects identified in the GIS Master Plan (5-year roadmap).

1. Implement an open data portal and rollout open datasets.
2. Implement GIS story maps.
3. Explore options for performance metrics reporting.
4. Coordinate launch of the Parks Maps, Trails & Amenities Content Sharing App (OuterSpatial).
5. Leverage new ERP to provide improved transparency and data analytics.

1. Replace or upgrade 38 applications and/or cloud migration as identified by Digital Strategic Plan.
2. Implement new Enterprise Resource Planning Software 1. Financials Module 2. Human Capital Management (HCM) Module 3. Executime (Timesheets and Scheduling) Module
3. Implement New Land Asset Management Module (include Land Use, Planning, Permitting)

1. Solicit feedback from departments on how HR can improve its services and create metrics to measure success in responding to feedback.

1. Consolidate all citywide software and technology contracts for GASB 96 reporting.
2. Review and revise technology contract templates and develop workflow for Information Technology procurement.
3. Identify opportunities for cooperative purchasing among internal departments.

1. Amend or update General Fund reserve policies in FY 24-25 biennial budget.

1. Explore grant opportunities

Organizational Excellence Measures