2006-07 - Laserfiche WebLink

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The Police Department experienced attrition through retirement and continues to implement new programs to manage overtime. The Parks, Recreation & Forestry Department experienced downsizing and reorganization as well—a total of 3 positions across divisions. Minor impact to recreation programming was realized. Facility Assessment With the dissolution of University City Residential Services and the relocation of OCHS Senior Center and Prison Arts, the space at 630 Trinity continues to be an area of opportunity. WU secured a piece of property at Westgate and Vernon and expressed an interest in providing a third of the property for development of a Fire House when they are ready to redevelop. Public Works is working on a private/public partnership to enhance the public works offices and transfer station service, which would open up space at City Hall and potentially affect the Community Center. All of these issues will influence service delivery in coming years. We are not ready to make any capital improvement proposals at this time. I am pleased to report that staff made strides in accomplishing goals I set for myself last year including: ? Work on the organizational assessment is ongoing; however, we have filled key positions and continue to work with Directors to establish individualized succession strategies. ? We upgraded technology and public access through the development of a new website and implementation of the digital distribution of the weekly report. ? Establishment of Accountability, Transparency and Cooperation with Finance ? Created programs/processes for public information sharing, community engagement, and promotion of volunteerism—meaningful avenues to engage with City and School District. ? Established an instant reward program focused on Customer Service Driven Incentive Program for Employees The Department Directors were responsive to the goals set by Council at the October 31, 2006 session facilitated by Mr. Val Marmillion. At that time, you identified four core goal areas, each of which staff addressed in the past year. ? Development of Olive Boulevard: Develop a short and long-term strategy to revitalize the Olive Corridor in a way consistent with Council’s goals of long-term financial vitality and neighborhood scale. Vision development will begin with a Council tour of the area to provide a context and delineation. Development of business district identities, landscape design plans, architectural review guidelines or other redevelopment tools will utilize neighborhood plans, the Advisory Committee for Economic Progress, Economic Development Sales Tax Commission, the Second Century Commission, and staff. ? Economic Development: Identify opportunities to create new revenue sources, encourage sustainable residential population increase, enhance commercial development, and upgrade housing stock.