Key Initiatives

Strategic Objective: Enhance Customer Service
1. Initiative: Improve citizen access to majr City services
     Measure: Implement Phase l of the 311 Customer Service Center
     Target 2006: Center open by July 1, 2005
     Target 2007: Gather baseline data through FY2006 to develop performance standards for FY 2007

     Measure: Increase citizen satisfaction with City services
     Target: Rating of extremely good or good in overall service delivery by at least 70% of citizns in biennial survey.
     Prior Year 2003: 70%

Strategic Objective: Improve Technology Efficiencies
1. Initative: Develop technology solutions that result in operational efficiencies, improve service delivery and/or cost control
Measure: Identify options for community-wide wireless access to the Internet
Target: Completed by 2nd quarter FY2006

Measure: Identify online services and information that can provide the greatest positive citizen impact
Target: Identify services by December 31, 2005

Strategic Objective: Maintain AAA Rating
1. Initiative: Pursue fiscal plicies that maintain the City's AAA rating
     Measure: AAA Rating
     Target: Report annually
     Prior Year: AAA Rating maintained

     Measure: Ratio of General Obligation net bonded debt to accessed value
     Target:  4% or less
     Piror Year 2004: 0.66%

Strategic Objective:   Deliver Competitive Services
1. Initiative:   Deliverservices that provide value and are competitive in cost and quality
     Measure: Total dollars subjected annually to competition, privatization, or optimization
     Target: 80% of competition plan achieved
     Prior Year 2004: $45,310,577 subjected: 86% of plan achieved

     Measure: Benchmark data from annual Institute of Government Performance Report
     Target: Perform as well as or better than statewide average in 75% of service categories
     Prior Year 2003: City performed as well as or better than the state-wide average in 44 of 60 service categories (73%) in refuse collection, household recycling, year waste collection, fire and police service, emergency communications, asphalt maintenance and fleet maintenance.

Strategic Objective: Recruit & Retain Skilled, Diverse Workforce
1. Initiative: Develop strategies to recruit and reetain a skilled and diverse workforce to maintain effective service delivery
Measure: Assess workforce for ability to provide effectivce services to a diverse citizenry
Target: Increase the number of specialized certifications received and the number of educational degrees received

     Measure: Monitor citywide turnover rate annually (turnover rate will be measured by calendar year)
     Target: Maintain a voluntary turnover rate of 3% or less for public safety pay plan employess and 8% or less for all other employees.
     Prior Year 2003: public safety - 2.0%; all others - 5.3% (voluntary terminations)
     Prior Year 2002: public safety - 2.1%; all others - 6.7% (voluntary terminations)