City of Boise FY 2010/2011 Biennial Budget Citywide Business Plan Strategic Planning The Strategic Plan is the continuous process the City uses to achieve the goals desired by the citizens. The process begins first by defining the City s vision. Second, departments create specific business plans to achieve that vision; third, the business plans and action steps detailing how the outcomes will be achieved are integrated into the two-year resource allocation plan; and, fourth, the City monitors progress of each business plan through the use of specific performance measures. Business Planning The Business Planning process provides the information necessary for the Strategic Plan to resonate throughout City operations. Business Planning is an ongoing process the City uses to articulate its goals and establish objectives that will monitor progress. Departments identify key actions for each objective, which define the necessary steps toward achieving the objective and the desired date of completion. Funding requests relate to actions, which in turn relate to goals and objectives; thus, linking the budget to the City s Strategic Plan. Strategy Map The City s Strategy Map is a graphical representation of the essential elements of the strategic plan, designed to help citizens, Mayor and City Council, and city staff visualize their unique role in the achievement of the City s goals. The City s Strategic Map can be viewed at www.cityofboise.org/strategicplan. Questions regarding the City s Strategic Plan can be emailed to strategicplan@cityofboise.org. Mission Statement The City s mission statement is, We are a dynamic, Western city committed to providing exceptional municipal services and partnering to promote a healthy environment and a strong economy, ensuring Boise remains a safe and vibrant community. Focus Areas Ensure a safe, healthy, and livable community. Be the leader for sustainable development and redevelopment. Promote a strong and divers local economy. Foster and environment where learning, the arts, culture, and recreation thrive. Run the business. Develop organizational capacity. Manage financial and information resources. Business Plan and Department Section 95
BOISE Strategic Plan in Action ONE CITY, ONE TEAM City of Boise planning cycle alignment with key processes The strategic plan is the continuous process we re using to achieve the goals the citizens of Boise want us to achieve. We implement the strategic plan by aligning all city services and activities to the city s broader goals. We accomplish this by using a four-step process. First, we define our vision; second, we create specific departmental business plans to achieve that vision; third, we integrate those plans into the two-year budget; fourth, we measure the» RESULTS» Boise Strategy Map» Citywide policy goals success of each business plan through the use of specific performance measures. City Strategic Planning Ongoing citywide strategic plan, created every four years, updated annually» View Strategy Map on reverse» RESULTS Performance Measures» Clear progress achieved based on measurable indicators» Employees rewarded for accomplishing goals Departmental performance reports and employee performance plans Mayor Dave Bieter 1 2 FOUNDATION» City s vision, mission, and values» City comprehensive land-use plan» Citywide SWOT analysis» Citizen survey & stakeholder input» Six-year financial plan 4 3 Department Business Planning Six-year horizon, updated annually Two-year Budget Process» RESULTS Alignment between citywide goals, financial objectives, and daily activities, resulting in:» Performance measures» Yearly Work Plan» Financial Plan» Workforce Development Plan» Technology Plan» Equipment and Capital Improvement Plan» RESULTS Alignment between citywide goals, department business plans, and financial resources Learn more at www.cityofboise.org/strategicplan 96
BOISE Strategy Map ONE CITY, ONE TEAM START HERE It starts with a common vision we are all working to achieve. Everyone plays a key role in developing our vision, setting the standards, and finding the best solutions to making Boise the most livable city in the country. VISION: Making Boise the Most Livable City in the Country To accomplish our vision, we focus on four main goals. If each one of us commits to achieving these objectives, we will be successful. CITIZEN FOCUS AREAS:» Ensure a safe, healthy, livable community.» Be the leader for sustainable development and re-development.» Promote a strong and diverse local economy.» Foster an environment where learning, the arts, culture, and recreation thrive. We must work together as one city, one team. Then and only then, the goals of our citizens will be accomplished, and our vision will be realized. Operations Customer Focus» Provide efficient, effective, and accessible services» Assess citizen needs and deliver services accordingly» Engage citizens in decision-making Innovation» Deliver services through collaborative partnerships» Foster and reward creativity» Utilize best practices RUN THE BUSINESS» Utilize clear performance measures» Deliver core services» Work as one city From there, we set about running the business. These functions are the windows into our city the outward-facing municipal activities we pursue every day. The very essence of our organization, how we run the business is crucial to successfully serving our citizens. MANAGE FINANCIAL AND TECHNOLOGY RESOURCES Focus on Productivity» Align budget to highest priorities» Leverage technology to increase efficiency» Maximize asset investment Invest to Grow» Offer competitive rates and fees» Maintain bond rating» Link programmatic decisions to future financial reality A critical part of our framework includes managing our financial and information resources with prudence and effectiveness the very essentials that allow all city activities and actions to function and thrive. We strive for efficiency every step of the way. DEVELOP ORGANIZATIONAL CAPACITY» Integrate information management» Attract, develop, evaluate, and reward employees» Foster a learning environment Working from the building blocks of our values, we build the framework our organizational capacity. We create and foster an environment where people want to come to work, where people learn and grow, and where they are rewarded for their efforts. CITY VALUES Respect We embrace diversity and treat everyone with courtesy, equity, and fairness. Commitment Our employees are our most valuable asset and we are dedicated to attracting, retaining, and supporting the highest quality work force. Integrity We operate openly and hold the highest ethical standards. Collaboration We communicate, remain agile, and work as a team, and we partner with the community to solve problems. Boldness We are willing to make tough decisions, demonstrate agility, and focus on results. Responsibility We are accountable to the citizens of Boise and to each other. Everything comes down to our core values. They are the foundation of our city, the building blocks that guide our actions, and the pillars of every service we provide. 97
Focus Area: Ensure a safe, healthy, and livable community. Initiative: Invest in neighborhood livibilty and safety. The City will create a multi-departmental and interagency approach to identify and resolve a variety of community issues and strengthen the cooperative relationship among City departments, business and neighborhood organizations and citizens. Multi-service facilities in key areas of the City will offer needed public services and programs at convenient and accessible locations. Promotion of strong neighborhoods that are vibrant and thriving will result in livable neighborhoods, increased property values, improved public infrastructure, greater pride in neighborhoods, improved appearance of neighborhoods and predictable infill. Goal: Implement neighborhood plans that link to the Comprehensive Plan. Implement neighborhood plans that link to the Comprehensive Plan and guide the future of the neighborhoods. Ensure that neighborhood plans remain up-to-date and utilize the Neighborhood Reinvestment Program. (Planning & Development Svcs) Ensure that neighborhood plans remain up-to-date and utilize the Neighborhood Reinvestment Program to realize those plans. Goal: Promote professional, standardized public safety services. Promote professional, standardized public safety services that are responsive and community oriented. Boise will be known as a safe city where public services are professional, standardized, responsive and community oriented. Public safety services will be provided equitably, efficiently and effectively to citizens, regardless of jurisdiction. Reduce automobile, bicycle and pedestrian accidents in high-risk corridors. (Police) Reduce automobile, bicycle and pedestrian accidents in high-risk corridors to promote professional standardized public safety services. Reduce crime, civility and disorder issues in all areas of the City. (Police) Reduce crime, civility and disorder issues in all areas of the City with community-oriented policing, neighborhood problem solving and other strategies that target specific areas, offenses and trends. Maintain an adequate level of preparation and response. (Police) Maintain an adequate level of preparation and response resulting from natural and human-caused disasters based on an approved Standard of Coverage. Goal: Improve emergency response services. Pursue alternative EMS service delivery. (Fire Department) Pursue alternative EMS service delivery to improve emergency response services. Expand paramedic program until we meet the Standard of Coverage requirement. (Fire Department) Expand paramedic program until the Standard of Coverage requirement is met and provide additional emergency medical training for personnel. Ensure infrastructure is in place to meet the Department's desired level of service. (Fire Department) Ensure infrastructure is in place to meet the Department's desired level of service in conjunction with growth and development. 98
Ensure staffing is in place to meet the Department's desired level of service. (Fire Department) Ensure staffing is in place to meet the Department's desired level of service in conjunction with growth and development. Expand efforts to safeguard the public and prevent loss of life from fires. (Fire Department) Expand efforts to safeguard the public and prevent loss of life from fires through code enforcement and fire prevention activities. Goal: Prepare for natural and human caused disasters. Prepare for natural and human caused disasters by training officials, staff and employees. Train officials, staff and employees for disasters and provide drills. (Fire Department) Train officials, staff and employees for disaster response to ensure the safety of the citizens and provide drills. Execute an interoperable radio system in partnership with other agencies. (Fire Department) Utilize land use planning, public education and proactive mitigation. (Fire Department) Utilize land use planning, public education and proactive mitigation to prevent fire-related disasters, including a review of the Foothills Fire Prevention Ordinance, update of the Wildland-Urban Interface Code standards, and adoption of Firewise program. Goal: Increase neighborhood livability through code enforcement, open space, and reduced congestion. Enhance neighborhood livability through enforcement of City codes, useful open and green space, and reduced neighborhood congestion. Reduce neighborhood traffic congestion. (Finance and Administration) Reduce traffic congestion in those neighborhoods deemed appropriate through a special on-street parking program. Potentially, renewable residential permits would be issued. Those cars parked on the street without the permits would be allowed to park for a limited amount of time. If they exceed the allotted time, a parking ticket would be issued. The average number of daily tickets would be compared against the daily number of valid permits. The desired goal would be to have two or less citations written per residential permit issued. Improve the zoning enforcement process through a strong interdisciplinary effort. (Planning & Development Svcs) Improve the zoning enforcement process through a strong interdisciplinary effort with a focus on empirical benchmarks and neighborhood involvement. Decrease the impact of non-residents on City parks. (Parks and Recreation) Decrease the impact of non-residents on City parks through active promotion of open space development by Ada County. Initiative: Ensure a strong continuum of care for neighbors in need. Demonstrate leadership and work collaboratively to ensure a strong continuum of care for neighbors in need. Goal: Encourage public/private partnerships to address human and health issues. 99
Encourage public/private partnerships to address such issues as homelessness, substance abuse prevention and treatment, mental health, nutrition and access to medical care. Develop plans and programs that address affordable human and health services. (Planning & Development Svcs) Develop Community plans and programs that address affordable human and health service needs of economically disadvantaged citizens Provide regional leadership and maximize funding for substance abuse and mental health prevention. (Planning & Development Svcs) Provide regional leadership and maximize funding for substance abuse and mental health prevention and treatment center. Reduce and prevent chronic homelessness. (Planning & Development Svcs) Initiative: Create and preserve a healthy urban enviroment. Create and preserve a healthy urban environment. Goal: Protect our natural water resources, air quality, and promote efficient solid waste/sewer services. Promote air quality and climate protection. (Public Works) Work with government agencies and the private sector throughout the Treasure Valley to protect and improve local air quality. Implement recommendations of the Climate Protection Program Advisory Committee. Implement the Solid Waste Strategic Plan and successfully renegotiate the service contract. (Public Works) Implement the Solid Waste Strategic Plan and successfully renegotiate the Allied Waste service contract. Implement the Water Resources Advisory Committee Recommendations. (Public Works) Develop phased implementation plan of Water Resources Advisory Committee recommendations. Develop long term irrigation plan. (Public Works) Develop a long term plan for providing cost effective, coordinated pressure irrigation service to city residents which minimizes the use of domestic water for irrigation purposes and preserves and efficiently uses existing water rights. Responsibly utilize the geothermal resource. (Public Works) Maintain the current geothermal system to perserve the resource for future use, while working to responsibly expand use of the system. Develop a long-term wastewater treatment plan. (Public Works) Develop a long-term wastewater treatment plan that addresses growth, regulatory issues, and reuse taking into consideration environmental, social, and financial impacts. Goal: Promote education and awareness of air quality and the over-all protection or our natural resources. Decrease the City's carbon footprint. (Planning & Development Svcs) 100
Decrease the City's carbon footprint through the implementation of the Mayor's Climate Protection Agreement, green building standards, expansion of mass transit, extension of geothermal utility or other measures. 101
Focus Area: Be the leader for sustainable development and redevelopment. Initiative: Encourage and support diverse and affordable housing opportunities. Goal: Stabilize neighborhoods and promote affordable homeownership and rental housing opportunities. Encourage private housing investment to stabilize neighborhoods and increase property values; increase homeownership; increase awareness of housing programs available in the City; facilitate the implementation of the 10-Year Homelessness Plan; manage City housing programs; and conduct additional research and planning to promote an increase in housing and housing values in the City. Develop new policies and procedures while maintaining current housing programs. (Planning & Development Svcs) Develop new policies and procedures while maintaining current programs that focus on affordable housing needs. Increase the City's revolving home loan and Housing rehab loan capacity. (Planning & Development Svcs) Increase the City's revolving home loan and Housing rehab loan capacity to meet the community need for affordable housing thereby supporting community development services by investing into activities that generate program income. Goal: Protect neighborhood integrity through standards for design/development and infill. Promote utilization of land to the highest and best use through regional growth planning. (Planning & Development Svcs) Promote utilization of land to the highest and best use through regional growth planning and inter-agency cooperation. Initiative: Through policy, facilitate development that is enviromentally and fiscally sustainable. Pursue development policies that are fiscally sound, environmentally responsible and protective of the City's livability. Goal: Enhance residential opportunities in the downtown area, including support businesses. Enhance residential opportunities in the downtown area, including support businesses for downtown living. Increase vehicle turnover for on-street parking spaces. (Finance and Administration) Increase vehicle turnover for on-street parking spaces to ensure the fair and equitable availability of these prime spaces. Goal: Cultivate business, entertainment and recreation opportunities. Cultivate business, entertainment and recreation opportunities.cultivate business, entertainment and recreation opportunities that promote development activities. 102
Increase downtown patronage. (Mayor's Office) Increase downtown patronage by lowering barriers, improving infrastructure, and facilitating development processes for city center businesses. Goal: Preserve open space within urban areas and outside for purposes of environmental preservation. Preserve open space within urban areas and outside for purposes of environmental preservation, wildlife habitat, recreation and public safety. Implement the City's Open Space Plan and Foothills Open Space Management Plan. (Parks and Recreation) Implement the City's Open Space Plan and Foothills Open Space Management Plan in order to conserve and protect open space, riparian areas and watersheds. 103
Focus Area: Promote a strong and diverse local economy. Initiative: Develop and sustain a strong and diverse economic base. Develop and sustain a strong economic base that maximizes Boise's global, national and regional competitive advantages. A healthy local economy will provide opportunities for a better quality of life, attract young people, and promote confidence in the City's future. Goal: Attract new businesses. Maintain aggressive economic development strategies to attract new businesses and promote the "Boise" brand. Increase the number of new businesses that come to the City. (Mayor's Office) Increase the number of new businesses that come to the City to sustain a strong economic enviroment. Maximize the City's railroad asset to foster economic development. (Mayor's Office) Goal: Recognize the importance of regionalism. Recognize the importance of regionalism through the collaborative efforts of regional partners to achieve economic growth. Maintain Airport service levels that support the long-term economic viability of the region. (Aviation and Transportation) Maintain Airport service levels that support the long-term economic viability of the region through collaborative efforts. Support the creation of a multi-modal transportation system. (Mayor's Office) Support the creation of a multi-modal transportation system based on integrated land use and transportation planning. Goal: Support the retention and expansion of local businesses. Maintain or increase the retention of Boise based business. (Mayor's Office) Maintain or increase the retention of Boise based business for economic sustainibility. 104
Focus Area: Foster an environment where learning, the arts, culture, and recreation thrive. Initiative: Encourage the development of arts, cultural and educational opportunities. Goal: Develop and encourage learning opportunities for all citizens. Develop and encourage learning opportunities for all citizens to support our livability and prosperity. Coordinate cross-departmental City efforts and partner with other agencies, educational institutions and nonprofits to build a strong foundation for educational success and developmental growth. Increase awareness and participation in art programs and cultural events. (Arts and History) Develop and encourage learning opportunities by increasing awareness and participation in art programs and cultural events. Increase library resources and patron use. (Library) Increase library resources and patron use through accessible service for children and adults. Expand afterschool programs. (Parks and Recreation) Expand afterschool programs to an additional 23,000 visits per year by identifying at-risk youth, continuing joint facility planning and addressing transportation issues. Initiative: Ensure the availbility of diverse recreational opportunities. Ensure diverse recreational opportunities that contribute to a healthy community are available and accessible to the community. Goal: Enhance the recreational experience of area youth and adults through creative programs. Enhance the athletic experience for area youth and adults through creative programs that reach all populations. Utilize recreation programs to assist at-risk youth and strengthen disinvestment areas. (Parks and Recreation) Utilize recreation programs to assist at-risk youth and strengthen disinvestment areas through addtional services and partnerships. Maximize use of shared green space and indoor facilities through strong community partnerships. (Parks and Recreation) Initiative: Promote the City's heritage. Promote the City's heritage through the encouragement of arts, cultural and educational opportunities and organizations. Goal: Contribute in a meaningful way to Boise's cultural identity and tourism through regional events. Increase citizen awareness, interest, and pride in the City's heritage. (Arts and History) Increase citizen awareness, interest, and pride in the City's heritage through regional events. 105
Focus Area: Run the Business Initiative: Ensure the most effective and efficient delivery of all City services. Ensure the most effective and efficient delivery of services through innovative, customer-focused management of operations. Goal: Identify and prioritize the businesses or city services in which the City must excel. Identify and prioritize the businesses or city services in which the City must excel in order to realize the City's strategic objectives and respond to citizen needs. Maintain City facilities. Maintain City facilities that tangibly demonstrate commitment to quality City services. Provide quality, responsive, and cost effective maintenance services for city facilities. (Public Works) Provide quality, responsive, and cost effective maintenance services for City Hall, City Hall West, Fire Stations, and miscellaneous facilities. Ensure quality construction of new city facilities. (Public Works) Ensure quality construction of new city facilities taking into consideration sustainable long-term operations. Goal: Adopt levels of service which the City can fiscally sustain in the long-term. Maintain an acceptable level of service for contracted public transportation. (Finance and Administration) Maintain an acceptable level of service for contracted public transportation services that results in a maximum annual cost increase of 4.5%. Determine a sustainable funding level of library services for Boise citizens at other libraries. (Library) Increase PDS departmental efficiency based upon fiscal sustainability. (Planning & Development Svcs) Increase PDS departmental efficiency based upon fiscal sustainability. Determine appropriate staffing levels based on workload and revenues. Realign staffing to promote efficiencies and fiscal sustainability. (Parks and Recreation) Improve Mayor's Office departmental efficiencies based upon fiscal sustainability. (Mayor's Office) Improve Fire's departmental efficiencies based upon fiscal sustainability. (Fire Department) Goal: Utilize best management practices to ensure the highest performance. Utilize best management practices to ensure the highest performance, including improvements in efficiency, process, systems, and service delivery methods. Increase the efficiency and effectiveness of the City's fleet maintenance program. (Finance and Administration) Increase the efficiency and effectiveness of the City's fleet maintenance program that result in measurable cost savings per vehicle and reduced turnaround time. Increase the efficiency and effectiveness of the City's Procurement Process. (Finance and Administration) Increase the efficiency and effectiveness of the City's Procurement Process that result in measurable cost savings per transaction and reduced turnaround time. 106
Increase the efficiency by which the City receives and processes payments. (Finance and Administration) Increase the efficiency by which the City processes payments from customers and vendors that result in shorter bank float days and fewer "Non-Sufficient Funds" etc. Increase effective enforcement of ordered court fines for magistrate cases. (Finance and Administration) Increase effective enforcement of ordered court fines for magistrate cases that results in reduced collection cost per $1,000 in fine revenue. Increase the efficiency of the Parking Services and Clerk's Office customer service counters. (Finance and Administration) Increase the efficiency of the two customer service counters for Parking Services and Clerk's Office that results in measurable cost savings, faster processing and improved customer service. Increase the efficiency and effectiveness of the City's election process. (Finance and Administration) Increase the efficiency and effectiveness of the City's election process that results in cost containment for each election and dependable and accurate election results subject to the law. Decrease tenant improvement processing times. (Planning & Development Svcs) Increase customer satisfaction rates for Planning and Development Services. (Planning & Development Svcs) Increase customer satisfaction rates for Planning and Development Services through DSAC and other tools. Increase the accuracy of police records. (Police) Improve citizen rapid resolution inquiry (RRI s) process. (Police) Improve citizen rapid resolution inquiry (RRI s) process, completing 90% of RRI investigations within 14 days Increase the accessability of data and information to the public. (Finance and Administration) Increase the efficiency in which the City invoices utility customers. (Public Works) Provide ongoing production support for the City's Information Systems. (Information Technology) Provide ongoing production support for the City's Information Systems so that citizens, city staff, and other partnering agencies have access to needed data and information. This includes maintaining existing system and infrastructure in a secure manner. Increase the service delivery of techology to the City of Boise. (Information Technology) Increase the service delivery of technology to the City of Boise by continuing to execute against the IT Strategic Plan. Assist departments with technology solutions to make Boise the most liveable city in the country. (Information Technology) Identify and maintain an acceptable and sustainable level of legal services for City departments. (Legal Department) Identify and maintain an acceptable and sustainable level of legal services for all City departments, divisions, and programs, including the mandated criminal prosecution services, given existing resources. Plan and implement a City-wide approach to serve department's external and internal customers. (Human Resources) Plan and implement a City-wide approach to implement processes that serve department's external and internal customers. Streamline and update city policy to better serve the department's customers. (Human Resources) Ensure best practices are used for staffing and employees are trained physically and professionally. (Fire Department) Maintain City facilities that tangibly demonstrate commitment to quality City services. Maximize State and Federal partnerships for the benefit of our citizens. (Mayor's Office) 107
Focus Area: Manage Financial And Information Resources Initiative: Maintain the financial health and stability of the organization. Maintain the financial health and stability of the organization to ensure the highest priorities are funded. Goal: Increase revenues in order to maintain structural balance. Increase delinquent revenue collections by 10% by the end of FY 2010. (Finance and Administration) Increase delinquent revenue collections in order to maintain structural balance. Increase the amount of grants awarded. (Finance and Administration) Increase the amount of grants awarded to at least twice the cost of a grant manager position, to support one-time costs of current services and/or programs. Increase library funding through community partnerships. (Library) Increase library funding through community partnerships by 10% annually. Goal: Maintain competitive rates and fees. Maintain approved cost recovery rates for City services and programs. (Intergovernmental) Maintain approved cost recovery rates for City services and programs per fee policy and/or Council direction. Goal: Contain costs to most effectively utilize resources. Reduce the City's health retirement liability within five years. (Finance and Administration) Contain the City's health costs by reducing the City's health retirement liability. Reduce the growth rate for the City's cost for health insurance to 6.25% by FY 2013. (Finance and Administration) Utilize volunteer and civilian staffing in order to reduce personnel budget costs. Reduce number of servers and data centers to achieve an acceptable ROI and TCO. (Information Technology) Convert the City's smaller outlying sites from Novell to Microsoft, implementing Citrix for application delivery, and finally, removing the remote location's local servers. Goal: Maintain financial controls, adequate resources, and bond rating. Reduce the probability of incurring financial liabilities. (Finance and Administration) Reduce the probability of incurring financial liabilities by documenting citywide financial policies and procedures. Decrease number of errors related to procurement transactions to less than 1% (Finance and Administration) Initiative: Ensure the efficiency and effectiveness of the City's information system. 108
Goal: Improve system integration and connectivity throughout the City. Increase efficiency and effectiveness of All City Loans and other financial city processes. (Finance and Administration) Increase efficiency and effectiveness of the management of all City loans and other financial city processes. Reduce the redundancy of shared data and documents. (Information Technology) Integrate enterprise systems that meet the needs of the City. (Information Technology) Increase the speed of data and information transfer through the use of a fiber network system. (Information Technology) Perform a study on delivering fiber optic network services in partnership with ACHD, BSU, Boise Schools, and the State of Idaho that will dramatically decrease the City's telecommunication costs, and up the network speeds between City locations by 500x. Goal: Ensure information system stability and security. Maintain and enhance the confidentially, integrity and availability of the City's information assets (Information Technology) Ensure the confidentially, integrity, and availability of the City's information assets are maintained and enhanced. 109
Focus Area: Develop Organizational Capacity Initiative: Attract, develop, support and reward employees. Goal: Implement focused and effective training programs. Implement focused and effective training programs to develop a workforce prepared to deliver quality services. Increase employee participation in the City training opportunities. (Human Resources) Increase employee participation in the City training opportunities by implementing effective training programs. Goal: Maintain a competitive, fiscally sustainable, performance based compensation package. Maintain a competitive, fiscally sustainable, performance based compensation and benefits package for City employees in order to attract and retain quality employees. Increase the employment pool for individuals with occupational safety and health skills. (Finance and Administration) Increase the employment pool for individuals with occupational safety and health skills from which the City can utilize in its Risk and Safety programs. Develop and implement a comprehensive strategy regarding a total compensation system. (Human Resources) Develop and implement a comprehensive strategy regarding a total compensation system that supports the performance objectives of City Departments. Develop and implement a comprehensive employee health care plan that is fiscally sustainable. (Human Resources) Goal: Engage in active workforce planning. Engage in active workforce planning in order to have the right staffing solutions in place at the right time. Minimize the competency gaps in each department. (Human Resources) Close gaps in competencies in each department through focused recruiting, training, retraining, leadership development and change management, reclassifications, reorganizations, diversity and affirmative action initiatives, and succession planning 110