city of roswell meeting agenda mayor and council special

City of Roswell Meeting Agenda

Mayor and Council Special Called Work Session

Generated 2/16/2021 9:44 PM

Mayor Lori Henry Councilmember Christine Hall

Councilmember Matt Judy Councilmember Mike Palermo Councilmember Matthew Tyser Councilmember Marie Willsey

Councilmember Marcelo Zapata

Wednesday, February 17, 2021 12:00 PM Virtual Meeting (Zoom)*

***Please Note***

*Due to ongoing efforts to encourage “social distancing” in response to the COVID-19 pandemic, this meeting will be conducted virtually using Zoom Meetings. To watch the meeting, visit www.roswellgov.com/MeetingVideo. Public comments will be accepted in advance at www.roswellgov.com/PublicComment.

Management Partners will present the Draft Strategic Plan

http://www.roswellgov.com/MeetingVideo

http://www.roswellgov.com/PublicComment

City of Roswell

Strategic Plan 2021 to 2025

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Page ii

Strategic Plan February 2021

Prepared for the City of Roswell by Management Partners

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Page iii


Contents

Table of Contents

Message from Mayor Henry ........................................................................................................................................ 1

City Council .................................................................................................................................................................... 2

Background ..................................................................................................................................................................... 3

Vision ............................................................................................................................................................................... 4

Mission ............................................................................................................................................................................ 5

Core Values ..................................................................................................................................................................... 6

Goal A. Dynamic Transportation Network that Optimizes Mobility ................................................................. 7

Goal B. Economic Vitality and Sustainability ......................................................................................................... 8

Goal C. Outstanding City Services............................................................................................................................. 9

Goal D. Outstanding Collaboration, Community Engagement and Customer Service ................................ 11

Goal E. Safe and Secure Community ....................................................................................................................... 12

Goal F. Good Governance through Organizational Excellence .......................................................................... 13

Goal G. Intentional and Balanced Community Growth ...................................................................................... 14

Goal H. Exceptional Quality of Life ......................................................................................................................... 15

Conclusion .................................................................................................................................................................... 16

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Message from Mayor Henry

Dear Roswell Community Member:

The City Council is pleased to present this Strategic Plan that we will strive to

achieve between 2021 and 2025. It is the result of a process that began in 2019 with

extensive input from residents, business leaders, and other community stakeholders.

This input shaped a vision for the future and the development of eight goals, key

objectives, and success measures.

Over the next five years, the Strategic Plan will guide Roswell City Council members,

the City Administrator, and employees in decision-making, resource allocation, and

work planning. We will communicate with you regularly about our progress and

outcomes as we work to accomplish the goals included in the plan.

We are excited about the future of our vibrant riverside community and look forward

to continuing to make it even better than it is today.

Respectfully,

Lori Henry

Mayor

February 15, 2021

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City Council

Post 1 Councilmember

Marcelo Zapata


Mike Palermo


Christine Hall


Marie Willsey


Matthew Tyser


Matt Judy

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Background

Introduction The City’s strategic planning efforts allow community members and City leaders to determine what is

important for future success by identifying opportunities to implement new initiatives. The opportunities

are supported by a vision, mission, organizational values, and goals that focus Council and staff’s collective

efforts thoughtfully and transparently. This document is the result of an extensive process that engaged the

community, City leaders, and staff to develop this policy and decision-making framework for the future.

Methodology The Roswell strategic planning effort began with community input sessions conducted by the planning

NEXT consulting team. Extensive community engagement was carried out through multiple listening and

visioning sessions with a broadly representative group of Roswell stakeholders through an initiative called

Together Roswell: Shaping Our Future. During the Summer of 2019, the planning NEXT team collected input

and ideas from the public about the future through a series of Listening and Learning workshops and pop-

up sessions with Roswell residents and community members. These sessions were held in-person and

there was also a web-based online portal for submitting comments and ideas. At the conclusion of the

Listening and Learning phase, a Community Summit was held with the public to share the information

gathered. During the summit, the community’s vision and value statements were created to inform the

Mayor and Council during the strategic planning process. In total, there were 2,150 community

participants.

Following the community engagement phase, Management Partners began the second phase by

interviewing the Mayor, Council members, City Administrator, and executive team members. They also

reviewed local and regional data and held a series of workshops with Council and the executive team to

define a clear direction for the future.

The Strategic Plan has eight goals that address transportation, economic development, city services,

collaboration and community engagement, safety, governance and organizational excellence, community

growth and quality of life. Accompanying the goals are key objectives and success measures. Once the

Strategic Plan is finalized, a separate Implementation Action Plan will be prepared to guide progress in

achieving each goal.

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Vision

The vision describes where the

city wants to be in the future.

To be a vibrant riverside community

connecting strong, safe neighborhoods,

preserving our rich history and natural

environment, celebrating parks, the arts and

culture, and enhancing economic vitality,

that all are proud to call home.

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Mission

The mission describes

the purpose of

the organization.

To provide our citizens with responsive

high-quality service in a fiscally sound

manner to ensure Roswell continues to

be an evolving and vibrant community.

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Core Values

Core values establish the

operating principles of an

organization. They govern the

actions and behaviors of policy

makers and employees.

Communication

Inclusion

Innovation

Trust

Excellence

Respect

Responsiveness

Transparency

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Goal A. Dynamic Transportation Network that

Optimizes Mobility

Goal Statement: Provide a people-focused,

innovative, multi-modal transportation system

that is compatible with regional plans, based on

industry best practices and standards that work

efficiently and safely while being accessible,

reliable, and constructed with priority to our

community, neighborhoods and sensitivity to the

environment.

Key Objectives 1. Pursue T-SPLOST Tier I projects

2. Identify key projects and develop a strategy to support a T-SPLOST II initiative

3. Implement key elements of the 2019 Bicycle and Pedestrian Master Plan

4. Determine needs and prioritize funding for citywide intersection improvements

5. Proactively pursue relationships with Georgia Department of Transportation

and other regional partners to improve mobility

6. Prioritize funding for road resurfacing and maintenance

7. Pursue “Smart Cities” initiatives through Georgia Tech’s Smart City Division

and other nationally recognized organizations

8. Begin and complete city projects on time and on budget while communicating

progress to the community

9. Prioritize the needs of residents, neighborhoods and businesses in

transportation projects

10. Incorporate aesthetics, landscaping and lighting into the design of

transportation and mobility-related projects

Success Measures Percent of requests for pothole repairs completed within 5 business days

Miles of sidewalk and bike lanes added compared with prior years

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Goal B. Economic Vitality and Sustainability

Goal Statement: Pursue priorities that

reinforce the importance of economic health

to our overall quality of life and demonstrate

the City’s strong support for existing and

future businesses. The City’s economic

growth and vitality strategies will promote

sustainability, innovation, competitiveness,

and entrepreneurship.

Key Objectives 1. Review, update and promulgate redevelopment incentives to directly support

quality development and redevelopment initiatives

2. Explore Tax Allocation Districts, Community Improvement District Expansion,

and other best practices to incentivize development

3. Hire an economic development director

4. Create a model to evaluate the current tax base and identify mitigation and

opportunity strategies to balance revenue based on market forecasting to

support and define strategic objectives

5. Identify, analyze, and implement key strategies in the Strategic Economic

Development Plan 2.0

6. Develop a Film-Ready Strategic Plan

7. Identify, analyze, and pursue public-private-partnership opportunities (shared

stormwater, shared city services, city facilities and capital projects, public safety

training partnerships)

8. Identify and conduct proactive, targeted marketing that meets the needs and

expectations of the community for key economic development opportunities

Success Measures Percent change in gross value as reported in the Commercial Property Digest

Percent change in the number of films being shot in Roswell

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Goal C. Outstanding City Services

Goal Statement: Pursue

initiatives, investments,

strategies, practices, and

policies that ensure delivery of

exceptional city services in

direct support of our residents,

organization, businesses, and

community partners.

Key Objectives 1. Develop a succession plan for each department

2. Pursue policies and initiatives promoting outstanding employee recruitment,

wellness, professional development, and retention

3. Implement the recommendations of the 2020 Compensation Classification Study

4. Develop a benchmark employee marketing/recruitment strategy

5. Develop a program to annually assess resident and business-partner satisfaction

6. Implement the items agreed on by City Council in the Plante and Moran

Organizational/ Cultural Study

7. Build an Office of Innovation to formally oversee the implementation and

performance management/measurement of the adopted City Strategic Plan and

work closely with departments to help them innovate while

effectively/efficiently delivering services

8. Conduct a formal business and operations analysis of all City Services to

identify areas of improvement and opportunities

9. Benchmark city service levels as a guide to potential improvement efforts

10. Pursue formal LEAN training for each department and deploy LEAN principles

11. Conduct a space and facilities audit and explore options for expansion and

growth

12. Update and implement the Facilities and Condition Assessment Plan

13. Develop a formal five-year Information Technology Strategic Plan

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14. Continue pursuit of What Works Cities Certification through Johns Hopkins

University/Bloomberg Philanthropies/Harvard (data driven decision making)

15. Implement the Water Utility Master Plan, Stormwater Utility Master Plan, and

Solid Waste Business Plan

16. Develop a strategy for flexible work environments (to address pandemic

response, crisis readiness, and as a recruitment incentive)

Success Measures Percent of residents rating satisfaction with city services as good or excellent

Percent of businesses rating satisfaction with city services as good or excellent

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Goal D. Outstanding Collaboration, Community

Engagement and Customer Service

Goal Statement: Promote outstanding

collaboration, community engagement,

customer service and communication at all

levels among city government and with

our community partners in an open and

consistent manner. Conduct

communication and collaboration based on

adopted policies and best practices.

Key Objectives 1. Develop a Community Engagement Strategic Plan

2. Implement the recommendations/strategies from the Jackson/Spalding

Communications Audit

3. Increase internal capacity to implement the findings of the Communications

Audit through a fully staffed Community Engagement Division

4. Identify expectations for collaboration, community engagement, customer

service, and communication

5. Develop a program to annually assess resident and business partner satisfaction

6. Provide professional, annual media relations training for elected officials and

key city staff

7. Provide professional, annual customer service training to all employees

8. Create a formal special events program and staffing analysis to increase annual

city events and sponsoring opportunities for community organizations (also

included as Goal H, Key Objective 2)

9. Conduct proactive and targeted marketing about city facilities and events

Success Measures Percent of residents and businesses that think the City encourages citizen

engagement

Percent of residents and businesses rating customer service as excellent

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Goal E. Safe and Secure Community

Goal Statement: Pursue policies,

models, and initiatives that support

sustainable high-quality police and

fire services, consistent with

industry best practices for public

safety, with the intent to proactively

safeguard city residents, visitors,

businesses, and property.

Key Objectives 1. Conduct a professional audit/gap-analysis of our fire service (where we are now

and where we need/want to be)

2. Develop a long-range fire service delivery plan

3. Incorporate the principles of 21st century policing

4. Develop a strategy to market, recruit and retain high quality public safety

personnel

5. Complete the design for a new 911 center and develop funding options

6. Establish a video security plan to incorporate internal and external resources

7. Expand fire safety education programs

8. Conduct and audit all emergency management policies, procedures, and

programs and pursue measures to remedy any findings

9. Implement citywide training and certifications in emergency management

operations including FEMA operational certifications across all stakeholders

Success Measures Percent of pillars of 21st Century Policing addressed

Percent of residents who feel safe or very safe in their neighborhood

Rate of turnover among police and fire personnel

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Goal F. Good Governance through Organizational

Excellence

Goal Statement: Provide nimble and

responsive services to residential and business

partners with fair, honest, and open

governance through collaboration, innovation,

and adherence to best practices.

Key Objectives 1. Continue to follow an organizational structure that is consistent with the City

Charter

2. Conduct a seminar with all elected officials and executive team members to

determine, clarify, memorialize, and promulgate roles and responsibilities and

communicate them to the public

3. Develop and adopt a formal leadership training program for elected officials and

key City staff

4. Implement the items agreed on by City Council in the Plante and Moran

Organizational/ Cultural Study

5. Consistently explore opportunities for increased transparency

Success Measures Percent of business owners rating city services as good or excellent

Percent of residents rating the City’s transparency as good or excellent

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Goal G. Intentional and Balanced Community

Growth

Goal Statement: Adopt and implement

policies, strategic plans, and master plans that

support intentional and balanced growth

initiatives consistent with the Comprehensive

Plan, previously adopted plans, in conjunction

with regional plans and identified best

practices in municipal development and

planning.

Key Objectives 1. Implement the strategies identified in the Comprehensive Plan

2. Complete key small area master plans in preparation for future growth

3. Evaluate and update the Unified Development Code and Zoning Code to

include regulations that foster redevelopment

4. Conduct a formal, professional recodification of adopted codes and ordinances

5. Evaluate and update the Design Guidelines to reflect current best practices in

local planning

6. Create zoning incentives to encourage redevelopment in target areas identified

in Goal B

Success Measures Percent of current local government designations and ratings retained or

improved

Percent of codes, ordinances, standards and guidelines updated and modified

based on City Council direction

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Goal H. Exceptional Quality of Life

Goal Statement: Deliver exceptional

community facilities, programs, events,

partnerships, parks and trails, which promote

community vitality and exceptional livability;

thereby creating a sense of belonging for all

residents, businesses, and visitors.

Key Objectives 1. Develop a program to annually assess resident and business partner satisfaction

2. Create a formal special events program and staffing analysis to increase annual

city events and sponsoring opportunities for community organizations (also

included as Goal D, Key Objective 8)

3. Pursue and leverage alternative energy initiatives

4. Develop and implement the 2022 Recreation, Parks, Historic and Cultural

Affairs Master Plan

5. Implement the River Parks Master Plan

6. Relocate Doc’s Café to final location and incorporate the use into the Historic

Assets Division

7. Implement the American’s with Disabilities Act transition plan

8. Analyze and develop a long-term capital investment program for public parks

and community facilities

9. Create a park land acquisition program based on long-term (2050) resident

population projections to meet the standard of 10 park acres per 1,000 residents

10. Maintain the Gold Medal for Excellence designation from the American

Academy for Park and Recreation Administration and strive for platinum

certification

Success Measures Percent of recreation programs at minimum registration capacity

Percent of special events and Park and Recreation programs rated good or

excellent

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Conclusion

Roswell’s Strategic Plan provides a clear path forward

for leaders and residents of this thriving city. The City

Council and administrative leaders are committed to

achieving the vision set forth through the planned

allocation of resources over the next five years. An

accompanying Implementation Action Plan will be used

to help guide our actions and assess progress over time,

as we work to accomplish the adopted priorities and

goals.

Successful implementation of the goals will require a

collective effort by City employees in all departments.

We are committed to working collaboratively with

members of our community, the region and state, and

communicating with residents and businesses about

how we are doing, how we are going about our work,

and obtaining feedback about how well we are

delivering services.

We look forward to working with you and encourage

your input as we begin to implement the goals for

keeping Roswell vibrant, progressive, connected to the

past, and focused on the future.

Executive Leadership Team

Gary Palmer City Administrator

Michael Fischer Deputy City Administrator

David Davidson City Attorney

Lenor M. Bromberg Interim Director of

Community Development

Dan Skalsky Director of Environmental/

Public Works

Ryan Luckett Director of Finance

Tony Papoutsis Interim Fire Chief

James W. Conroy Chief of Police

Jeffrey R. Leatherman Director of Recreation and Parks

Muhammad Rauf Director of Transportation

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