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