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Strategic Initiative <br />Department <br />Tactics <br />Initiation <br />Date <br />Completion <br />Date <br />Additional <br />Resources <br />Required <br />Additional <br />Tools <br />Required <br />Responsible <br />Party <br />Key Outcome Indicators /Metrics <br />Creating a high- <br />performance work <br />environment and <br />workforce (cont'd) <br />City Administration <br />Design and implement a <br />"Team Awards" <br />program <br />2015 <br />Annually <br />Can accomplish <br />if new staff is <br />hired <br />Awards <br />Kurt Ulrich <br />• Rewarded X <br />number of teams <br />annually <br />City Administration <br />Conduct an annual <br />employee survey; <br />analyze results from <br />previous years <br />12/2013 <br />Annually <br />None <br />Survey <br />Kurt Ulrich <br />• Achieved 100 <br />percent participation <br />rate <br />Human Resources /City <br />Clerk <br />Provide overall <br />administrative services <br />Provide back up for two <br />key areas of work <br />Supports City Council <br />requests and outreach <br />2014 <br />Ongoing <br />I FTE <br />Administrative <br />Assistant <br />None <br />Colleen Lasher /Jo <br />Thieling <br />• Services being <br />provided at the <br />appropriate job level <br />Finance <br />Provide application and <br />Desk Top support <br />2014 <br />Ongoing <br />.5 FTE <br />IT Tech <br />None <br />Diana Lund <br />• Timely IT support <br />Department Heads <br />Evaluate the selection, <br />management, and <br />performance of <br />'outsourcing' key <br />functions <br />2014 <br />2014 <br />Can accomplish <br />if new staff is <br />hired <br />None <br />Colleen <br />Lasher /Department <br />Heads <br />• Efficient use of <br />staffing strategies <br />City <br />Administration /Department <br />Heads <br />Develop and implement <br />a regular citizen survey <br />2014 <br />Ongoing <br />$7,500 <br />professional <br />survey study <br />Balanced <br />Scorecard <br />Kurt Ulrich <br />• Collect metric <br />feedback for <br />approved Balanced <br />Scorecard <br />Maximizing <br />consultants' <br />accountability <br />Department Heads <br />Fully vet proposals for <br />services <br />Review and approve <br />work product prior to <br />authorizing payment <br />Conduct a 'lessons <br />learned' session after <br />each major contract <br />2013 <br />Ongoing <br />Can accomplish <br />if new staff is <br />hired <br />None <br />Department <br />• Reduced or <br />eliminated change <br />orders on <br />consultants <br />contracts/ <br />construction <br />contracts <br />• Implemented <br />Lessons Learned <br />Appendix E <br />Scenario: A New Day (Working Document) <br />Three - Year Strategic Action Plan <br />A NEW . SEGIhINING. -. <br />Strategic Imperative IV: An Effective Organization (Continued) <br />Maintain a highly functional staff, citizen volunteers, and elected officials and governance structure that meet the increasingly ever - changing needs <br />of the organization. <br />Page 11 of 13 <br />