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9 <br /> 215 Organizational Mission Statement <br /> 216 Plan and deliver effective, efficient, and customer-oriented services and <br /> 217 infrastructure in support of community aspirations, implemented by a <br /> 218 competitively supported professional staff that is guided by systematic <br /> 219 performance measurement <br /> 220 <br /> 221 Existing Work Plan Items: <br /> 222 <br /> 223 Short Term: <br /> 224 <br /> 225 • Continue to emphasize and refine performance measurement programs. (IN PROGRESS <br /> 226 —Initial measurements reported to council; gathering data on those areas for reporting <br /> 227 back; next steps include expanding list of measures) <br /> 228 • Actively pursue and implement a local option sales tax. <br /> 229 • Continue implementation of the CIP program. <br /> 230 • Develop budgeting strategies to achieve a more united (even) compensation structure for <br /> 231 union and non-union employees (For Discussion) <br /> 232 <br /> 233 Long Term: <br /> 234 • Create a succession, leadership, career development, training, recruitment and retention <br /> 235 management plans to ensure quality service (INPROGRESS—some departments further <br /> 236 along than others; not doable in all departments) <br /> 237 • Participate in regional and intergovernmental collaborations for shared service <br /> 238 opportunities (ONGOING—Existing IT partnerships with 20+ agencies; added JPA <br /> 239 w/Maplewood for engineering; added JPA w/Lauderdale for rec; others) <br /> 240 • Develop, implement, adequately fund long-term capital and infrastructure management <br /> 241 program (IN PROGRESS—see notes on similar items above) <br />