CITY COUNCIL - City of Northglenn
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CITY COUNCIL From left to right: Esquibel, Sauers, Leighty, Duran Mullica, Willford, Whitman, Rodriguez, Downing and Brown Mayor Antonio B. Esquibel Ward 1 Ward 3 Meredith Leighty Julie Duran Mayor Pro Tem Mullica Jordan Sauers Marci Whitman Wards of Northglenn Ward 2 Ward 4 Becky Brown Lauren Rodriguez Joyce Downing Jenny Willford CITY OF NORTHGLENN 2019 STRATEGIC PLAN • CITY COUNCIL landmark-alt 2
pen-alt LETTER FROM THE CITY MANAGER Dear Mayor and City Council Members, As the City of Northglenn celebrates its 50th anniversary, it is my honor to collaborate with you, city staff, and community members to present the City Council 2019-2023 Strategic Plan. The following eight strategic priority areas have been developed to guide our work moving forward: 1. High-Performance Government 5. Housing Opportunities Respect the city’s human and fiscal resources by Curate the diversity of housing stock for all ages, delivering a high-performance government with a socioeconomic demographics and family types, and strong organizational culture. increase investment in housing repairs and renovations. 2. Community Engagement 6. Diverse Community Invest in a sense of place and resident satisfaction with Maintain and celebrate our diverse community. community engagement efforts. 7. Sustainability 3. Public Safety Increase environmental sustainability. Northglenn is a safe community to live, work, learn and play. 8. Infrastructure Invest in Northglenn’s infrastructure to provide quality 4. Business Retention and Growth roads, trails, parks, city buildings, water and wastewater Cultivate and grow the quality and diversity of systems. businesses to sustain the local economy and workforce. CITY OF NORTHGLENN 2019 STRATEGIC PLAN • LETTER FROM THE CITY MANAGER pen-alt 3
City staff members at the 2018 holiday bike giveaway. HIGH-PERFORMANCE “A collaborative approach, measurable goals, and GOVERNMENT clear performance expectations will provide the What is high-performance government? An approach to service delivery. It pri- roadmap for city staff to align resources with integrity, oritizes value for residents, businesses, innovation, and creativity, ultimately improving levels and stakeholders. It determines where to go and how to get there. It measures and of service for our residents.” tracks progress. It organizes resources – human and fiscal – in ways that improve government. A family feel drives the City report to the community. This is a living delivery, services, and outcomes. In a of Northglenn’s organizational culture. document intended to be reevaluated high-performance government, leaders each year based on City Council’s prior- A collaborative approach, measurable at all levels, both formal and informal, ities, economic conditions, situational goals, and clear performance expecta- foster a culture of engagement, empow- changes, and new opportunities. We will tions will provide the roadmap for staff erment, thinking, and learning. pause often to celebrate our small and to align resources with integrity, innova- large successes and reevaluate what may tion, and creativity – ultimately improv- need to be revised. CITY AND STAFF ing levels of service for our residents. Thank you for your forward-thinking The City of Northglenn is a service orga- partnership as we continue to be a com- nization. We have a dedicated team of THIS PLAN munity of choice for residents, business- staff who invest their lives in public es, and visitors for not simply the next This document – and the process that service and this community. To be the five years, but also the next 50 years. created it – is an investment in the City best stewards of that time and talent is of Northglenn’s employee engagement, to invest in a high-performance culture organizational health and most of all, and professional organization. It means Sincerely, service for residents. It is the first step in investing in systems to evaluate both using data to inform our goals and mea- Heather Geyer individual and department-level con- sure successes. tributions to the citywide goals, giving City Manager employees a sense of belonging and When complete, this 2019-2023 vision purpose. document will guide daily operations, the annual budget process, and multi- With talented staff and an engaged com- year capital improvement planning. munity, we are on our way to having all Ultimately, we will develop an annual the ingredients of a high-performance CITY OF NORTHGLENN 2019 STRATEGIC PLAN • LETTER FROM THE CITY MANAGER pen-alt 4
ABOUT NORTHGLENN Residents of Northglenn enjoy small neighborhoods with accessible schools, convenient shopping centers, parks, lakes, open spaces, and outdoor recreation facilities. Many of the original residents who lived in Northglenn when it incorporated in 1969 still live here, and the city continues to welcome new residents into this inclusive community. Northglenn proudly hosts numerous GOVERNMENT EDUCATION annual and special events including Pirate Fest, Family Campout, Summer Northglenn operates a council-manager Public schools in Northglenn are oper- Movie Series, Safe Street Halloween, and form of government. The city’s residents ated by the highly-recognized Adams 12 Noel Northglenn, drawing approximate- elect a mayor and eight council members Five Star School District. Their STEM who conduct the legislative functions of (Science, Technology, Engineering ly 85,000 visitors/participants each year. the city. In turn, the city manager exe- and Math) programs are nationally-re- The city government’s support for com- cutes the laws and administers the city’s nowned. The district offers a wide range munity and economic development government alongside 268 full-time/part- of specialized curriculum for diverse makes Northglenn a hub of safe neighbor- time benefited employees. student needs. The city is also home to hoods and business activity. The quality number of charter and private schools. Good government is not just the respon- of planning, development, services and sibility of elected officials and employ- volunteers creates a distinctive sense of community that is uncommon in many ees. Residents also play an important PARTNERS role. Boards and commissions give peo- modern cities. The community is con- Partners include the Northglenn Arts ple a voice in the city’s government nected by the well-planned Greenway and Humanities Foundation, Northglenn and provide a means of influencing Trail System. The 28 miles of off-street Community Foundation, Northglenn decisions that shape the quality of life walking and biking paths connect with Historic Preservation Commission, in Northglenn by advising the city or larger trail systems that lead throughout Citizen’s Police Academy Alumni City Council on specific topics relating the Denver metro area. Association of Northglenn (CPAAAN), to their board. More than 80 residents serve on boards and commissions, and Northglenn Urban Renewal Authority 500 people volunteer for more than 100 (NURA) and Northglenn Senior activities and programs. Organization, as well as regional groups. CITY OF NORTHGLENN 2019 STRATEGIC PLAN • ABOUT NORTHGLENN 5
CITY OF NORTHGLENN: FAST FACTS mountain users gavel hands-helping City Employees Board & Commission Elevation Volunteers 268 Full Time Members 5,460 Feet 80 500+ Employees comments-dollar funnel-dollar city backpack Median Home Public Schools Property Tax Households Price Adams 12 Five $368,000 11.597 mills 14,161 Star Schools users birthday-cake graduation-cap wallet Average Bachelor’s Degree Population Median Age Household or Higher 38,905 34 Income 56% $59,188 users-class road Destination Points (in miles) Household Size door-open Downtown Denver: 12 Fort Collins: 55 Average Rent Boulder: 20 Front Range Airport: 32 Average $1,426 DIA: 22 Rocky Mtn. Airport: 8 2.6 Sales Tax Race/Ethnicity Key Industries 4.0% concierge-bell Service 4.8% Northglenn 4.6% African American cash-register Retail 4.0% Other Colorado 3.8% notes-medical Health/Wellness 21.5% Asian .75% Hispanic car Automotive Adams County 64.7% Caucasian cog Advanced 8.75% Manufacturing Total CITY OF NORTHGLENN 2019 STRATEGIC PLAN • ABOUT NORTHGLENN 6
VISION, Our common purpose & MISSION as elected officials and city employees. VALUES EYE VISION Northglenn is a diverse and welcoming community that celebrates its small-town character, urban energy, and thriving businesses. link balance-scale VALUES OUR COMMITMENT • Sustainability To provide a high quality of life to our residents • Inclusivity and businesses through the provision of excellent • Innovation municipal services. • Engagement CITY OF NORTHGLENN 2019 STRATEGIC PLAN • ABOUT NORTHGLENN 7
FIVE-YEAR STRATEGIC GOALS: 2019 THROUGH 2023 play-circle handshake-alt shield 1. High-Performance 2. Community 3. Public Safety Government Engagement Northglenn is a safe Respect the city’s human and Invest in a sense of place and community to live, work, learn fiscal resources by delivering a resident satisfaction with and play. high-performance government community engagement efforts. with a strong organizational culture. hands-usd home users 4. Business 5. Housing 6. Diverse Retention and Opportunities Community Growth Curate the diversity of housing Maintain and celebrate our Cultivate and grow the quality stock for all ages, socioeconomic diverse community. and diversity of businesses to demographics and family types, sustain the local economy and and increase investment in workforce. housing repairs and renovations. draw-circle building 7. Sustainability 8. Infrastructure Increase environmental Invest in Northglenn’s sustainability. infrastructure to provide quality roads, trails, parks, city buildings, water and wastewater systems. CITY OF NORTHGLENN 2019 STRATEGIC PLAN • ABOUT NORTHGLENN 8
play-circle STRATEGIC GOAL #1 HIGH-PERFORMANCE GOVERNMENT GOAL DEFINITION ACTION PLAN Respect the 1.1 Regional Collaboration & Advocacy • Legislative Committee actively city’s human and • City Council is active in regional monitors proposed state legislation in partnership with liaison roles to build partnerships fiscal resources and advocate on behalf of the city lobbyists and advocate on behalf of the community on by delivering a city, including (all ongoing): important legislation, ongoing North Area Transportation high-performance Alliance • Review existing laws and regulations based on state law government Denver Regional Council of Governments (DRCOG) changes and propose changes to reflect the needs of the with a strong Adams County Council of community. organizational Governments Adopt a smoke-free public places ordinance, Q3 2019 culture. North Metro Fire Rescue Protect youth through licensing Anythink Libraries changes for vaping products, Colorado Communities for Q4 2019 Climate Action (CC4CA) • City presents best practices Adams County Economic at state, regional and national Development (ACED) organizational meetings, trainings and events, ongoing Metro North Chamber of Commerce • Earn organizational awards by individuals, departments, Colorado Municipal League programs and events, ongoing (CML) CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 1: HIGH PERFORMANCE GOVERNMENT play-circle 9
City staff working on Northglenn’s sewer system on Irma Drive. 1.2 City Council Efficiency • Measure performance through biannual Resident Survey • Update the City Council (see Community Engagement onboarding system to help section) provide learning opportunities for newly-elected officials, • Measure growth and identify Q4 2019 changes and challenges occurring in the business • Develop council and staff community through Business communication norms, Q4 Survey, annually 2019 • Coordinate annual strategic 1.4 Engaged Workforce planning with the mayor and City Council, Q4 2019 & Q1 The city holds an employee health fair every • Total Compensation & Benefits and Q2 2020 year, where staff learn about healthy eating System and habits, as well as what health-related Attract, retain, engage, services are available to them as employees. 1.3 High Performance Government develop and reward a diverse and competitive • Build sources of data to and meeting the needs of our workforce to meet the needs create benchmarks to guide community, ongoing of the community decisions, improve results and enhance service delivery • Assess Police Department xx Development of readiness to apply for state new market-driven Develop a formal compensation system, accreditation, Q3 2020 performance measurement 2019 program to measure the • Assess Public Works xx Implement new city’s progress towards City Department readiness to apply compensation plan Council’s strategic goals, Q4 for APWA accreditation, 2021 following budget adoption 2019 and 2020 on Oct. 28, 2019, ongoing • Promote city innovation • Identify new or best practices through submission of case xx Maintain market updates to enhance efficiency and studies and awards, ongoing annually, ongoing effectiveness of service • Build a financial resiliency xx Analyze cost to implement delivery, ongoing plan to assess debt obligations, $15 minimum wage for • Review existing levels of reserve level requirements, city positions, Q4 2019 service to ensure the city is and unfunded infrastructure operating at an optimal level needs, 2020 CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 1: HIGH PERFORMANCE GOVERNMENT play-circle 10
• Performance Management System Engage staff at all levels to evaluate the performance evaluation program and align the program with the City’s core values and compensation plan, 2020 • Employee Engagement Survey Implement recommendations from the 2018 Employee Engagement Survey to establish a baseline and gauge the pulse of the organization at all levels, Q3 and Q4 2019 xx Next survey to be conducted in December 2020 and 2022 • Other Benefits Evaluate city benefit plan and costs associated with potential benefits such as paid family leave, 2020 1.5 City Manager Communications • Identify meaningful ways to engage staff and the community in providing quality communication and opportunities to share perspectives about how the city is doing, Q1 2020 • Core Values & Customer Service Expectations Promote a values-driven organizational culture that maintains public trust through ethical behavior and transparency, 2020 Develop staff core values, 2020 Provide outstanding municipal services to City staff place holiday lights on municipal residents and businesses buildings and street lamps every winter. through the creation of customer service expectations, Q1 2020 CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 1: HIGH PERFORMANCE GOVERNMENT play-circle 11
handshake-alt STRATEGIC GOAL #2 COMMUNITY ENGAGEMENT GOAL ACTION PLAN DEFINITION: 2.1 Comprehensive Plan Engagement • Identify program enhancements, Invest in a • Led by a Public/Community 2020 sense of place Stakeholder Committee/Task Force – to reflect the social, economic • Have a study session with City Council to review current efforts and resident and cultural composition of the and identify priorities, 2020 community, Q3/Q4 2020 satisfaction • Communications Plan – focused 2.3 Volunteering with community messaging on various platforms to specific populations within the • Assess current citywide engagement city opportunities to volunteer and identify additional opportunities, efforts. • Engagement Plan – Multifaceted approach to soliciting input on Q2 2020 • Present current volunteer program vision and expectations of the to City Council and receive community feedback on any recommended • Explore neighborhood identity changes, Q3 2020 planning 2.4 City Special Events 2.2 Neighborhood Services Engagement • Present current approach to city • Continue and establish Dumpster festivals to City Council, Q4 2019 Days as an annual spring event • Evaluate required level of service • Continue to grow and promote to possibly increase the number utilization of Block Party of city events in different wards, Trailer program throughout the 2020 community CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 2: COMMUNITY ENGAGEMENT handshake-alt 12
The city’s annual bike cleanup draws dozens of people from throughout the area, and is a culmination of a year-long donation and volunteering process. 2.5 Resident Survey 2.7 Civics 101/Resident Academy • Plan a curriculum for a Civic 101/Resident Academy, Q1 • Present results of 2019 Resident • Develop a Civics 101/Resident 2020 Survey, 2019 Academy for residents to learn more about their city • Plan and host the Civic 101/ • Evaluate and identify areas of government Resident Academy, Q2 or Q3 focus from the 2019 Resident 2020 Survey, Q4 2019 • Develop broader and more • Budget for next Resident diverse participation in civic Survey, 2021 engagement processes and civic activities, 2020 2.6 US Census • Create a resource of advocates • Partner with Adams County and ambassadors for the city through an IGA to ensure through the Civics 101/Resident the city effectively promotes Academy alumni, 2020 resident participation in the 2020 Census, 2020 2.8 Communications Strategic Plan • Work with the Complete Count Implementation and Updates Committee to develop deeper • Continue implementation relationships with organizations of the July 2019 18-month that serve and represent under- Communications Plan, 2020 counted communities, ongoing • Update Strategic • Create partnership plan to Communications Plan, Q1 2020 capitalize upon US Census engagement activities to keep • Provide ongoing feedback on Northglenn residents can reserve the populations engaged in city plan implementation, 2020 and Block Party Trailer for public use in their activities, programs and boards 21 community. Neighborhood Services staff and commissions, ongoing also take the trailer to various city events. CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 2: COMMUNITY ENGAGEMENT handshake-alt 13
SHIELD STRATEGIC GOAL #3 PUBLIC SAFETY GOAL ACTION PLAN DEFINITION: 3.1 Community Safety of shelter, food, mental health Northglenn is a • Increase both real and perceived services, and/or basic medical care, ongoing safe community community safety for those who live, work, learn and play in the • Achieve an 80% rating in the to live, work, City of Northglenn, 2020 Resident Survey for the question as to whether the resident “feels learn and play. • Expand Community Relations Unit, 1 officer each in 2021 and safe” in the city, 2021 2022 • Provide 100% of officers Community Oriented Policing • Increase crime prevention Training to build collaborative education through social media community partnerships, ongoing campaigns, Connection articles, and calls for service, 2020 • Provide 100% of officers Crisis Intervention Training to effectively • Increase community engagement address incidents involving mental through development of new health issues, ongoing neighborhood watch groups, police participation in community events, • Utilize threshold analysis to and community engagement on identify and address crime(s) social media platforms, 2020 exceeding expected levels, ongoing • Increase community outreach • Utilize the National Incident Based through public meetings to include Reporting System, a standardized apartments, businesses and ward data collection, as a benchmark meetings, 2020 for crime comparisons with both neighboring jurisdictions • Increase homeless referrals, which (Thornton, Westminster) and help to identify those in need similar size agencies (Wheat Ridge, CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 3: PUBLIC SAFETY shield 14
Participants in the 2019 Kops vs. Kids Basketball Challenge, which included the Police Department and North Metro Fire Rescue District Englewood) to help develop xx Completion March 2020 • Maintain 100% success rate for appropriate target numbers, officers completing the POST xx Utilize the staffing and 2020 operations assessment Academy, 2020 • Increase targeted deployment to develop and influence • Develop and implement a according to crime activity Phase II of the Department succession plan with career Strategic Plan, 2020 identified through hotspot development opportunities mapping, 2020 • Pursue state accreditation to encourage longevity, in 2022 to be recognized as increase career satisfaction, a law enforcement agency and provide ease in transition 3.2 Traffic Enforcement demonstrating compliance when vacancies occur at the • Increase roadway safety by with state standards and best supervisory level, 2020 developing and implementing a practices, 2022 • Utilize an employee survey plan to address traffic concerns to measure job satisfaction that aims to decrease the number of speed violations and 3.4 Police Officer Recruitment and ratings by sworn personnel traffic crashes, particularly in Retention with a target of 80% of sworn personnel rating job satisfaction school zones and high-crash • Implement recommendations as “good,” 2021 locations, ongoing from department assessment, 2021 • Implement a traffic unit in 2020: (2 officers 2020, 1 officer • Retain existing officers and 2021, 1 officer 2022) increase staffing levels in the Police Department by improving officer recruitment 3.3 Police Department Staffing and and training in the POST Operational Assessment Academy, in-house, and the • Conduct a Police Department Field Training Officer phase, staffing and operations ongoing assessment to fully understand • Broaden recruitment efforts the needs of staff, community, utilizing a variety of outreach and City Council, and identify methods including social achievable and desirable levels media, career fairs and video to of service. market the Police Department xx Assessment to begin as a desirable career choice, Four city police officers received awards for November 2019 ongoing helping a man trapped in a car fire in 2018. CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 4: PUBLIC SAFETY shield 15
hands-usd STRATEGIC GOAL #4 BUSINESS RETENTION AND GROWTH GOAL DEFINITION: Cultivate and grow the quality and diversity of businesses to sustain the local economy and workforce. ACTION PLAN 4.1 Business Attraction, Retention & Expansion awareness, support and participation with the business community, ongoing • Further quality job creation with a livable wage and develop a diverse and sustainable economy to support xx E-newsletter the city and enhance the quality of life for its residents, xx Business survey ongoing xx Anniversary recognition • Attract new diversified and unique businesses to absorb 100,000 square feet of commercial space xx Connection through backfilling existing space or through new xx Social media construction, 2025 xx Other marketing channels • Retain existing businesses and support growth through Develop a welcome packet for businesses, 2021 ongoing economic development assistance and programs: 4.2 Civic Center Master Plan (CCMP) Public Private Complete business retention visits with 5% of Partnership Development (P3), 2027 Northglenn businesses each year, and hold five business development classes and/or events for • Revisit the existing CCMP relative to existing networking, education and business recognition, market conditions and potential modifications for annually the remaining 10 acres for private development opportunities, Q2 2020 Use marketing efforts to enhance the relationship between the city and business community, increase • Hire consultant(s) to assist in reevaluating the existing CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 4: BUSINESS RETENTION AND GROWTH hands-usd 16
Artist’s rendition of the new Harkins Theatre that will be located on the north end of the Northglenn Marketplace. plan through the following development continue to redevelop the steps: remainder of the site to • Attract and market the 8+ acres include on-site infrastructure xx Site planning/evaluate for commercial development existing property improvements, and to conditions attract a unique tenant mix 4.4 Northglenn Marketplace to synergize the property, xx Research and identify P3 Revitalization/Redevelopment – including other mixed-use participants 2027 development opportunities to xx Financial analysis enhance the community • Phase 1 – Revitalize, Refresh, xx Education Renew, Re-stabilize & Rebrand, xx Vision and community 2022 4.5 Redevelopment Opportunities outreach Work with property owner(s) • Develop a plan with NURA xx Update and implement to revitalize the northern and City Council to identify, revised CCMP portion of the property to prioritize and market sites include rebranding, the for redevelopment and infill • Identify and enter into a relocation of Bed, Bath and redevelopment opportunities, private/public redevelopment Beyond, construction of Q4 2021 agreement for the remaining 10 a new movie theatre and acres with a master developer, • Facilitate NURA grants and restaurants, stabilize existing Q4 2021 business assistance programs tenants, backfill empty for commercial property • Work with developer to spaces and improvements enhancements, ongoing attract end-users for the to landscaping, lighting and redevelopment, ongoing signage throughout the center 4.6 Library • Phase 2 – Connect – Continue – 4.3 Karl’s Farm Development, 2027 Community, 2027 • Partner with Anythink Libraries to locate a site for a career • In partnership with property Work with property owner(s) library in Northglenn, ongoing owner, developers and its to develop and implement brokers, market the 60-acre a plan for Phase 2 and to CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 4: BUSINESS RETENTION AND GROWTH hands-usd 17
home STRATEGIC GOAL #5 HOUSING OPPORTUNITIES GOAL DEFINITION: ACTION PLAN Curate the diversity 5.1 Housing Q4 2019 of housing stock • Incorporate a community-wide • Identify where the city can for all ages, discussion through resident engagement about housing partner with Adams County to ensure access to physical socioeconomic availability and density as part of the Comprehensive Plan and mental/behavioral health treatment and social services, demographics and update project, 2020 Q4 2019 family types, and • Conduct an Aging Needs Assessment in 2021 (if • Conduct a study session to discuss current challenges increase investment approved by City Council) to and to identify City Council identify what is needed to priorities, Q4 2019 in housing repairs enable seniors to age in place or • Set up community task force on and renovations. to remain in the city, 2020 homelessness per City Council • Continue participation in direction, Q1 2020 Colorado Legal Services (CLS) • Reach out to the businesses and Pilot Program for landlord/ commercial property owners to tenant eviction defense, 2020 identify areas of concerns and provide education and services, 5.2 Homelessness ongoing (two formal outreach business meetings annually) • Address the impact of increasing poverty as well as concerns by residents about 5.3 Home Repair Service homelessness • Research current communities • Re-engage internal task force that offer a home repair services and identify current challenges, program, Q2 2020 CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 5: HOUSING OPPORTUNITIES home 18
xx Identify potential grant xx Propose program as part of • Market the need for quality, funding sources to fund the 2021 budget process, accessible, attainable and a home repair services 2020 workforce housing options for program, Q2 2020 all household types and income xx Identify specific service 5.4 New Development levels, ongoing gaps using Neighborhood • Market and promote • Market housing options where Services data, Q2 2020 current and future housing gaps exist today such as the xx Project potential use of need for senior and workforce opportunities to developers and a program and funding housing, ongoing the workforce, ongoing needed, Q2 2020 Reserve Apartments Deza Estates Single-family homes in Ward 1 Pavilion Villas (model example for in-construction buildings) Fox Run CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 5: HOUSING OPPORTUNITIES home 19
users STRATEGIC GOAL #6 DIVERSE COMMUNITY GOAL DEFINITION: ACTION PLAN Maintain and 6.1 Race & Equity Initiative celebrate • Join the Government Alliance on Race & Equity, Q3 2019 our diverse • Identify funding for Race & Equity community. Initiative in 2020 Budget, Q4 2019 • Coordinate development of a Race & Equity Task Force, 2020 • Develop race and equity focus areas and work plan, 2020/2021 • Conduct microaggression training for elected officials, as well as board and commission members, 2020 • Conduct mandatory microaggression training for staff, 2020 St. Stephen’s Lutheran Church was named a 6.2 Historic Preservation historic location in August 2019. • Identify ways to partner with the Historic Preservation Commission in celebration of the city’s heritage and preserving important historical places, 2020 CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 5: HOUSING OPPORTUNITIES users 20
6.3 Cultural Arts Programming • Provide high-quality theatre and cultural programming through a partnership with the Northglenn Arts and Humanities Foundation (NAHF), ongoing • Provide a report highlighting culturally diverse programming, demonstrating the ability of the NAHF and the city to leverage funding, annually 6.4 City Communications • Research opportunities to partner with the community through proclamations, attendance and sponsorship of events, 2020 and 2021 Example: Healing Hoop Pow-Wow Example: National Day of Prayer • Incorporate celebrating the diversity of Northglenn in a video series for Channel 8, YouTube and social media, 2019 and 2020 • Create engagement on social media representing the diversity of city and participation in city events that celebrate culture and diversity, 2020 6.5 Access to City Facilities • Meet or exceed all current ADA standards when developing new playgrounds or replacing playground equipment, with a goal of providing fun, engaging play spaces for children of all abilities, ongoing 6.6 New Resident Welcome Guide • Engage realtors and residents to identify the best way to outreach to new residents and what content looks like, Q3 2020 • Develop possible formats for the new resident guide, Q4 2020 • Create and distribute a new resident welcome guide, 2021 6.7 Promote Service on Boards and Commissions • Increase the number and diversity of people involved in their community, ongoing • Define diversity and establish metrics to measure board Northglenn Youth Theatre’s and commission diversity and representation (Connected to presentation of “Freaky Friday” 6.1 – Race and Equity Initiative) in May 2019. • Utilize multiple modes of communication, interactive materials, shareable content, and friendlier language to communicate information, ongoing • Engage the full diversity of the community by addressing common barriers to participation by making meetings and events welcoming and accessible to all, and by overcoming logistical barriers to participation, ongoing CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 6: DIVERSE COMMUNITY users 21
draw-circle STRATEGIC GOAL #7 SUSTAINABILITY GOAL ACTION PLAN DEFINITION: 7.1 Sustainability Plan 7.2 Xcel Partners in Energy Program Increase • Develop work plan for future • Adoption of plan by City Council, environmental efforts, Q2 2020 Q4 2019 sustainability. Integrate city programs and operational efforts (both internal • Prioritization of recommendations, Q1 2020 and external) into Sustainability • Integrate implementation into Work Plan Sustainability Work Plan, 2020 Establish timeline for implementation 7.3 Community Engagement • Create cross referencing matrix • Create community stakeholder (dashboard) between Sustainability committee to assist with Strategic Goal and other council prioritizing Sustainability Plan, strategic goals, Q4 2020 2020 • Develop budget recommendations: • Create internal stakeholder Operational programs committee to assist with prioritization by identifying Capital Improvement Projects capacity and level of service Community lead initiatives and delivery, 2020 programs Staffing capacity assessment 7.4 Water Conservation • Establish applicable interagency/ • Continue offering current rebate entity relationships necessary for programs: implementation, Q2 2020 $75 toilet rebate CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 7: SUSTAINABILITY draw-circle 22
$100 washer rebate $100 irrigation timer rebate $50 rain barrel rebate $3 sprinkler heads rebate Pilot turf replacement rebate program ($1 per square foot replaced with water efficient landscape, up to 1000 square feet) Garden in a Box Program, which allow residents to purchase water-efficient garden kits at a discount Slow the Flow, which provides free outdoor irrigation audits for residents • Evaluate need to increase funding for water reduction programs and rebates, 2020 • Monitor inefficiencies and leaks with parks irrigation, ongoing • Complete Integrated Water Resources Plan (IWRP), Q1 2020 Update to IWRP is considering increased conservation as an alternative to increasing water supply through the purchase of water rights and water storage. The IWRP will provide recommendations about the most effective and cost- efficient water conservation programs to implement to ensure Northglenn has a sustainable water supply in the future. Pursue grant funding for conservation programs, City recycling and conservation promotions at the 2019 Food Truck ongoing Carnival. Applied for Colorado Water Efficiency Grant to fund update to Northglenn’s Water Efficiency Plan, which 7.7 Healthy Eating Active Living (HEAL) will make Northglenn water conservation programs • Continue implementation of Healthy Meeting eligible for further grant funding. Guidelines, ongoing • Continue implementation of healthy snack vending 7.5 Recycling machines at the Northglenn Recreation Center, boat • Awarded 2019 CDPHE RREO Mini-Grant to introduce house and public facing facilities, ongoing event recycling and promote proper recycling to • Continue bicycle safety training for new riders at residential users, 2019 Bicycle Derby and hand out safety gear, ongoing • Continue Zero Waste Program for city events, which • Implementation of Connect Northglenn, encouraging began at the 2019 Pirate Fest, ongoing use of added bicycle lanes and pedestrian connectivity, • Purchase recycling bins for city events, ongoing ongoing • Create resident recycling awareness program, 2020 7.8 Oil and Gas Regulations 7.6 Composting • Update city oil and gas regulations as a result of the passage of Senate Bill 181, Q4 2019 • Conduct Residential Composting Feasibility Study, 2020 CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 7: SUSTAINABILITY draw-circle 23
building STRATEGIC GOAL #8 INFRASTRUCTURE GOAL ACTION PLAN DEFINITION: 8.1 Transportation Plan 8.2 Traffic Calming Invest in • Complete an assessment of the • Evaluate the current Traffic Northglenn’s intersections within the city to determine level of service, Calming Policy for potential changes that may ease infrastructure to signalization timings, traffic requirements for traffic calming impacts and forecasting, 2020 measures, Q4 2019 provide quality • Develop a unifying document • Budget for and transition existing roads, trails, that would integrate the following documents to project short-term temporary speed humps into permanent asphalt speed humps parks, city needs and long-term goals, 2021: at the recommended engineering standard, 2020 buildings, water Complete Streets Policy • Provide an annual CIP for traffic and wastewater Connect Northglenn calming improvements, 2021 Pavement Condition systems. Index School Zone Safety 8.3 Roads, Sidewalks and Parks Assessments • Current Pavement Condition Index • Complete a citywide assessment (PCI) rating for the city is 60 on of traffic structures to develop collectors and locals with a target a short- and long-term Capital (by resolution) of 70. Identify Improvement Program (CIP) funding for short-term needs to plan. Elements may include the increase the rating and develop condition of signals, cabinets, a long-term plan to maintain the traffic poles and pedestrian rating of 70 once reached. Conduct control, 2020/2022 a PCI every three years, Q4 2019 CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 8: INFRASTRUCTURE building 24
Artist’s rendition of the new Northglenn Recreation Center/ Senior center/Theatre • Develop a residential sidewalk plan that will identify 8.6 Building Codes when damaged sidewalks are scheduled for repair by • Implement building code update, moving from the 2009 year, based on rating. Within budgeted amount, allow to 2018 International Building Code (IBC), Q1 2020 funding for emergency repairs, 2020 • Continue to utilize the Parks and Recreation Master 8.7 Upgrade of parks and recreation infrastructure Plan to develop a five year Capital Improvement Program, ongoing • Secure funding to finish the design and construction of Justice Center West Park, 2020/2021 • Determine level of service necessary to maintain cleanliness of our parks, roadways, sidewalks and city • Continue to utilize the Parks and Recreation Master facilities, 2020 Plan as a framework for the development of the 5-year CIP, with a goal of completing all planned projects with an identified funding source within the timeline 8.4 Water outlined in that document, ongoing • Develop and implement an Integrated Water Resources • Complete the design, construction and opening of the Plan (IWRP) to provide and maintain a reliable and new Recreation Center, Senior Center and Theatre by sustainable water supply for our community, Q1 2020 mid-year 2021 within the total approved project budget • Explore and implement additional water efficiency of $53 million, plus any awarded grant funding, 2021 measures to establish long term goals and encourage efficient use of available water resources, 2020 8.8 Development of an Entryway Signage Program • Explore potential water rights purchasing and storage • Develop a citywide wayfinding/gateway signage opportunities as our city water demand grows with program to continue to implement the city’s marketing development, ongoing and branding, Q4 2020 • Utilize the updated Water Master Plan (2019) to • Incorporate Connect Northglenn and HEAL develop a CIP plan identifying short-term needs and components with signage enhancements, ongoing long-term goals, 2020 8.9 Identify and evaluate locations to relocate City Hall 8.5 Wastewater • Establish program and budget, Q1 2020 • Finish design and construction of Lift Station A and Forcemain piping to the city’s north border, Q4 2021 • Create an internal stakeholder committee, 2020/2021 • Utilize the updated Wastewater Master Plan (2020) to • Conduct community outreach – engagement and develop a CIP plan identifying short-term needs and education, 2020/2021 long-term goals, ongoing • Develop timeline for design and construction, TBD CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 8: INFRASTRUCTURE building 25
analytics APPENDIX PERFORMANCE MEASURES play-circle High-Performance Government The City Will Use These Measures 1.1 Regional Collaboration 1.2 City Council Efficiency and Advocacy • Annual strategic planning to Determine • Number of regional workshop held (Activity) the Success of organizations that have a • Amount of new funding in Strategic Plan designated City Council liaison (Input) budget as a result of City Implementation. Council strategic planning • Number of local regulatory (Output) changes as a result of state law changes (Input) 1.3 High-Performance • Number of ordinances Government annually (Input) • Annual balanced budget for General Fund operating • Number of resolutions expenses (Output) annually (Input) • Number of programs where • Percent of residents who increase level of service was believe elected officials act in achieved (Output) the best interest of government in the Resident Survey • Percentage of residents rating (Outcome) overall quality of the city as CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES analytics 26
analytics APPENDIX PERFORMANCE MEASURES excellent and good in the • Increase number of 1.5 City Manager Resident Survey (Outcome) business respondents from Communications annual Business Survey • Increase number of city • Percentage of residents (Output) manager all-staff meetings rating overall performance of the city government as (quarterly) (Activity) excellent and good in the 1.4 Engaged Workforce • Number of city manager Resident Survey (Outcome) • Decrease rate of employee bi-weekly reports (Input) turnover (Outcome) • Percentage of residents • Increase number of who rate the value of • Percentage of residents attendees at monthly city services for the taxes paid rating the overall direction manager lunches (Output) in Northglenn as good or the city is taking as excellent in the Resident excellent or good in the • Increase number of Survey (Outcome) Resident Survey (Outcome) attendees at monthly city manager/police officer • Reduction in the number • Increase employee job breakfasts/lunches (Output) of complaints about staff satisfaction as measured by customer service (Outcome) the Employee Engagement • Percentage of residents Survey (Outcome) who rate the value of • Meet minimum required services for the taxes paid reserves (Input) in Northglenn as good or excellent in the Resident Survey (Outcome) handshake Community Engagement 2.1 Comprehensive Plan • Number of staff quarterly • Increase participation in Engagement updates to City Council on Block Party Trailer events • Number of participants in projects (Output) (Output) Comprehensive Plan public • Increase participation in engagement opportunities 2.2 Neighborhood Services spring Dumpster Day event with the City Council and Engagement (Output) Planning Commission • Increase usage of Block for updating and input Party Trailer (Output) (Output) CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES analytics 27
analytics APPENDIX PERFORMANCE MEASURES 2.3 Volunteering 2.5 Resident Survey • Increase number of residents • Increase number of volunteer • 20 to 25% response rate for to have contact or interact hours annually (Output) Resident Survey (Outcome) with city staff/public officials annually (Output) • Increase number of residents volunteering annually 2.6 US Census 2.8 Communications Strategic (Output) • Number of residents counted Plan Implementation & in 2020 US Census (Output) • Increase number of Updates applications for board and • CDBG funding amount • 5% increase in engagement commission vacancies allocated based on 2020 US on all social media channels (Output) Census count (Output) annually (Output) • Decrease number of • Amount of engagement by • Increase in city presence in vacancies on boards and underrepresented groups in external print and online commissions (Output) the community (Activity) publications annually (Output) • Number of volunteers who • Ongoing relationships rate their experience as good developed with partner • Increase resident satisfaction or excellent (Outcome) organizations (Activity) in City responsiveness measured by the Resident 2.4 City Special Events 2.7 Civics 101/Resident Relationship Management Academy system annually (Outcome) • Number of special events annually (Activity) • Number of residents who • 1% increase in YouTube participate in the Civic 101/ follower count each month • Number of attendees at city Resident Academy (Output) (Output) special events annually (Output) • At least 80% of participants • Increase in website use agree that the information annually (Output) • Revenue generated through provided by the city was sponsorship of city festivals clear and adequate (Output) (Output) CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES analytics 28
analytics APPENDIX PERFORMANCE MEASURES shield Public Safety 3.1 Community Safety • 20% increase in traffic • 100% percent of recruits • 100% of officers trained citations at target locations completing the academy in Community Oriented (Output) (Output) Policing (Output) • Increase traffic education • Increase percentage of • 20% increase in number of through collaboration with recruits completing field homeless referrals (Output) the school district, through training (Output) social media campaigns, • 10% increase in number of • Increase the number and traffic stops (Activity) community meetings such of officers successfully as apartment, business or • Increase directed traffic completing the FTO phase ward (Output) deployments at high (Output) accident locations and • 80% of residents who rate • Increase the number school zones (Activity) their neighborhoods as of qualified internal “feels safe” in the Resident candidates for promotional 3.3 Police Department processes (Output) Survey (Outcome) Staffing and Operations Assessment • Decrease the turnover rate 3.2 Traffic Enforcement of sworn personnel from • Number of • Increase in number 2018 to 2022 (Output) recommendations of directed traffic implemented from • Reduction in turnover deployments (Output) department assessment rate of sworn personnel (Output) (Output) • Increase number of officers to implement traffic unit • Decrease annual rate of (Input) 3.4 Police Officer Recruitment attrition for police officers and Retention • Increase traffic stops at (Output) • Increase in number of target locations (Output) sworn officers per the Five- Year Staffing Plan (Input) CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES analytics 29
analytics APPENDIX PERFORMANCE MEASURES hands-usd Business Retention and Growth 4.1 Business Attraction, • Increase in net new jobs • Increase percentage of Retention & Expansion (Output) workforce that lives in the • Increase in annual sales/use city as measured by the • Increase annual per capita tax revenues (Output) Resident Survey (Outcome) incomes (Output) • Maintain low commercial • Percentage of residents • Increase business capital vacancy rates (Outcome) rating Northglenn as a good investment and wealth and excellent place to work • Increase diverse, niche and (Output) in the Resident Survey unique businesses with (Outcome) livable wages (Output) home Housing Opportunities 5.1 Housing 5.3 Home Repair Service attainable and workforce • Funding allocated to Aging • Funding allocated for Home housing options (Output) Needs Assessment (Input) Repair Program (Input) • Increase percentage of • Funding allocated to Aging • Number of requests for senior housing options Needs programming as a Home Repair Program (Output) result of the assessment (Output) • Increase percentage of (Output) homeownership (Output) 5.4 New Development 5.2 Homelessness • Increase number of • Increase funding allocated new developments/ for programs to address infill redevelopment that homelessness (Outcome) provides quality, accessible, CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES analytics 30
analytics APPENDIX PERFORMANCE MEASURES users Diverse Community 6.1 Race & Equity Initiative • Increase per capita annual 6.6 New Resident Welcome • Amount of funding for a funding committed to Guide Race & Equity Initiative cultural arts programming • Funding for a new resident (Input) (Output) welcome guide in 2021 Budget (Input) • Increase funding for a Race 6.4 Communications & Equity Initiative (Output) • Number of resident • Increase number of City welcome guides distributed Council proclamations (Output) 6.2 Historic Preservation (Output) • Increase funding for Historic Preservation • Increase number of social 6.7 Promote Service on Boards activities (Output) media posts celebrating and Commissions the diversity of the city • Diversity of participants • Increase social media posts (Output) increases annually (Output) celebrating the city’s history (Output) • Update recruitment and 6.5 Access to City Facilities informational materials to • Number of playground encourage participation 6.3 Cultural Arts Programming or park facility upgrades (Activity) • Increase number of events that expand access for and programs hosted by the individuals of all abilities city that promote cultural (Output) diversity (Output) draw-circle Sustainability 7.1 Sustainability Plan 7.2 Xcel Partners in Energy 7.3 Community Engagement • Increase funding in city Program • Community Stakeholder budget for Sustainability • Integrate into Sustainability participants who rate their initiatives (Input) Plan implementation work experience as good or program (Activity) excellent (Outcome) CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES analytics 31
analytics APPENDIX PERFORMANCE MEASURES 7.4 Water Conservation • Update Water Efficiency • Increase number of • Utilize recommendations Plan and implement plan residents composting from 2019 Northglenn recommendations (Activity) (Output) Integrated Water Resources Plan (IWRP) to set water 7.5 Recycling 7.7 Healthy Eating Active conservation goals and • Increase number of Living (HEAL) implement proposed residents participating in • Provide annual report to new water conservation city recycling program City Council on HEAL programs for (Output) programing efforts (Activity) Reduce indoor and • Increase number of city outdoor water use by the events where zero waste 7.8 Oil and Gas Regulations city (Outcome) recycling is offered • Scheduled for adoption, Reduce water use by (Output) November 2019 (Activity) community, residents and businesses 7.6 Composting (Outcome) • Funding allocated to Increase funding for implement Residential water conservation Composting Program, 2020 programs (Input) (Input) building Infrastructure 8.1 Transportation Plan for transportation-related • Decrease speed and • Budget, advertise and facilities (Activity) volume of traffic along select consulting firm to Melody Drive as a result of develop Transportation new striping improvements 8.2 Traffic Calming Master Plan (Activity) (Outcome) • Modify and approve • Budget, advertise and by resolution changes • Budget for traffic calming select consulting firm to proposed for the Traffic CIP projects in coordination perform asset assessment Calming Policy (Activity) with Transportation Master Plan (Activity) CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES analytics 32
analytics APPENDIX PERFORMANCE MEASURES 8.3 Roads, Sidewalks and 8.4 Water 8.7 Upgrade of Parks and Parks • Utilizing the Integrated Recreation Infrastructure • Increase number of projects Water Resources Plan • Amount of funding that upgrade the city’s (IWRP), develop strategies annually for parks and roads, sidewalks, buildings for increased water recreation infrastructure and utility infrastructure conservation, increased (Input) (Output) participation in existing • Completion of new programs and develop new • Increase annual funding recreation center, senior programs (Activity) in city budget for Capital center and theatre on Improvement Program • Increase funding annually schedule (Output) to address main arterial to maintain and enhance • Completion of new roadways and infrastructure water infrastructure (Input) recreation center, senior (Output) center and theatre within • Increase amount of annual 8.5 Wastewater appropriated budget (Input) funding appropriated • Increase funding annually • Increase resident for the Residential Street to maintain and enhance satisfaction for recreational Program to increase wastewater infrastructure facilities in Resident Survey PCI rating and enhance (Input) (Outcome) Concrete Replacement Program (Output) 8.6 Building Codes • Increase resident • Approve by ordinance the satisfaction with street 2018 International Building maintenance and road Code (IBC) (Activity) repair (Outcome) CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES analytics 33
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