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STRATEGIC PLAN
Edmond to seek proposals for an operator and maintenance provider every 7 years maximum. The contract is expected to be in place on July 1, 2021.
The 21-22 budget includes the City’s 20% match with federal funds to purchase equipment for fleet maintenance, and upgrades to the existing maintenance facility. These funds will continue to improve the maintenance of all CITYLINK vehicles and improve efficiency by reducing “deadhead” miles for such situations. Additionally, the City of Edmond has been awarded $254,070 from the Oklahoma Department of Transportation Office of Mobility and Public Transit, to replace two buses in our fleet in our next budget year. The CARES Act funding for COVID-19 provided approximately $2M that enable the City to support the capital, operating, and other expenses, including those related to the preparation for, and response to, COVID-19. CITYLINK continued operating on all our routes including the Broncho Link during the pandemic. CITYLINK has also recently been awarded additional federal funds in the amount of $635,885 from the American Rescue Plan Act for COVID-19 relief. These funds will again assist CITYLINK in providing full service to all routes.
As a result of this temporary funding, next year’s CITYLINK projected budgeted revenues total $2,482,442 which is broken down into $400,000 from the General Fund and $2,082,442 in federal and state funding.
The possibility of regional commuter rail service in central Oklahoma continues to gain traction through the Regional Transit Authority (RTA). This group is working with the consulting firm of Holmes & Associates in considering regional funding options to provide a fixed guideway transit system that will initially serve the six original partnership communities of Edmond, Oklahoma City, Norman, Midwest City, Del City and Moore. James Boggs is our Edmond representative on the RTA and he is a dedicated and enthusiastic advocate of this concept and is serving our community’s interests very well. The Board is working with Kimley-Horn to select locally preferred alternatives and routes for the system.
Art in Public Places Fund
Public art in Edmond is financed through this fund. This program features an impressive public/private partnership in the form of a dollar-for-dollar match for up to $30,000 for a single piece of art. This program began in 2002, and there are 254 total pieces that have been acquired, mainly located in local parks or along local streets. Next year’s funding request from the Edmond Visual Arts Commission VAC is for $250,000, which is larger than previous years, in anticipation of both a large private donation and the potential of sculpture park on private land at 2nd and Coltrane that would eventually be donated to the City (their letter is included in Appendix ). For comparison purposes, last year the EVAC request was a reduced amount of $90,000 in recognition of the pandemic. Also included is a $3,000 allocation for administrative expenses associated with the program through the City Clerk’s office.
Hospital Trust Fund
The proceeds from the City’s 1982 sale of the hospital facility now known as OU Medical Center Edmond and a portion of the accrued interest are included in this fund. A public vote
is required for spending any of the principal amount. In 2011 voters approved a provision that allowed these funds to be loaned to provide interim financing for City projects. We believe this fund should be considered as a possible source of temporary funding for capital projects in future years.
Real Property Fund
This fund was created to purchase property to be utilized by the City using some of the interest from the above Hospital Trust Fund. In the next budget year this fund balance is projected to be $127,805.
CDBG Fund
The City’s Community Development Block Grant (CDBG) program is operated through this fund, and Edmond is designated as an “entitlement community” for this federal program since our population is over 50,000. The only funds spent are those that are actually received.
Edmond received a total of $740,808 from the CARES allocation in 2020 in addition to the annual allocation of $484,433. The City’s CDBG program quickly awarded funds to those approved public social agencies that provide a wide range of assistance throughout the City. With those funds the programs have assisted approximately 5,000 individuals and still counting. The City of Edmond’s allocation for next year will be $519,833, about a 1% increase from the current year. We also have $100,000 from a previous year’s award for a total of $619,833 for next year’s budget.
Visit Edmond Fund
The revenue available for this fund is the 4% Hotel Tax generated by 15 Edmond hotels. COVID-19 has drastically affected this funding due to critically low hotel occupancy. Advertising has paused and expenses have been lowered in order to help balance this budget. In 2020, an additional $65,000 was allocated from the General Fund to supplement this fund and ensure an adequate reserve fund balance. A citizens committee suggested adding short-term rentals as an additional income source for this fund. Our Lodging Tax Ordinance 3.12.010 was updated to include an agreement with the Oklahoma Tax Commission to collect 4% lodging tax from short-term rentals as well as Edmond hotels that will begin in July, 2021. A potential 1% increase of the Lodging Tax to realign it with surrounding cities in our region is also being considered. Increased funding would enable the Visit Edmond to actively market Edmond to new visitors, increase grant support for new events and attract more sports tournaments, conferences, meetings and leisure travelers.
Employee Pension Fund
This self-funded program includes all City employees except uniformed police and fire personnel and the City Manager, and the projected contributions are identified in the individual fund budgets. The City’s annual contribution rate is determined by an independent actuary hired by the Employee Pension Board.
In the current budget the employee contribution rate was increased from 5.25% to 6% at mid-year, the first increase in the employee rate in over 30 years. This was done in partial recognition of the City’s rate continuing to increase, which this year is 11%. For many years both the City rate and the employee rate were the same 5.25%.
Next year’s budget includes the actuarial recommendation to increase the City’s rate to 11.5%. The employee rate will remain at 6%.
Human Resources
A comprehensive report from HR Director Lisa Goodpasture in the attachment behind the “Personnel” tab provides detailed information concerning the activities of this department.
I am recommending a 1.5% cost-of-living (COLA) increase for all non-union employees in next year’s budget, pending the results of a current benchmark study as identified in the first page of Lisa’s report. Appropriate funding has been included in the various departments for this increase.
The police and fire unions are both in the second year of four-year Collective Bargaining Agreements. We are fortunate to be one of the few cities that have four-year agreements, and the only city in Oklahoma. The length of these contracts is strong evidence of the good working relationship that exists between management and labor in both of these departments.
I am also recommending approval of the additional positions identified in Lisa’s material as recommended by the Employee Personnel Review Committee. A total of 21 new positions will address a wide variety of needs in continuing to provide exceptional public services for our growing community, including 10 public safety positions. The number of new positions is larger than we have had in recent years, including this year with the pandemic, and we will now have 810 full-time positions in our City of Edmond organization.
Included in these new positions is the City’s first Diversity, Equity, and Inclusion (DEI) Officer. We have had an internal DEI Committee for several years, and Inclusion was added three years ago as our eighth internal Core Value. I believe it is now appropriate for our organization to have a full-time individual who will lead and coordinate the City’s efforts, including working closely with the DEI Committee, in this initiative.
It is important to remind you and all our residents that recommendations to add new positions are very thoroughly scrutinized by both the Committee and me. Lisa’s information includes a graph that compares new City positions with Edmond’s growth in population over the last six years, and you can see from that information that there is a close correlation between these two numbers.
Employee Group Insurance Fund
The City’s self-funded health insurance program remains one of the major employment benefits for full-time and some part-time employees . Lisa’s report identifies the details of
our program. The City’s plan is based on a calendar year instead of a fiscal year, which includes halves of two budget years.
I am pleased to report that our program is now balanced for all five years of the Plan, which is a positive step forward from the negative balances in the last two years of the current Plan.
The Employee Health Insurance Committee is a good partner in working with management and our health care consultant by taking joint ownership of the plan and being aware of the economic challenges of providing health care in today’s environment.
Another major benefit for our employees is the Employee Health Clinic, which has been in operation for the last seven years. The clinic has been managed and staffed by our thirdparty partner (Care ATC). This has been very popular with our employees, their dependents and retirees covered by our insurance plan. More detailed information is available in Lisa’ report. The Clinic’s impact on the wellness of our employees remains an ongoing focus.
Conclusion
The City of Edmond continues to be proud of the professionalism, transparency, and openness of our budget process. Our internal culture remains focused on the reality that the City of Edmond exists to provide services. I continue to be blessed by having the privilege to work with outstanding women and men in our organization.
Respectfully submitted,
Economic Development – Revitalize and encourage development of commercial areas.
Goal Objectives Department(s)
2013 Water & Wastewater Master Plan project will maximize the area served along the I35 & 33rd corridor and be completed by the end of calendar year 2019. Continue implementation of the 2014 Downtown Master Plan.
Determine future of city owned property on Littler Street in downtown. 1. Reduce the number of lift stations in the system by replacing the 33rd and 40th lift stations into one new lift station. 2. Work with developers, landowners, and the Boys
Ranch to maximize the areas served by the new lift station. 1. Assess efficacy of a Downtown Management
Organization funded by a Business Improvement
District. 2. Expand the Central Business District zoning area south along Boulevard. 3. Implement initial recommendations from 2020
Downtown Parking Plan. 4. Initiate a Tax Increment Finance district 5. Initiate process for designing and constructing a transit center. 6. Modify the Site Plan process to make it more transparent and easier to use. 7. Update and modernize the Downtown Design
Guidelines 8. Update CBD and DRD to eliminate unintended challenges and provide more distinction between those zoning districts. 1. Request for Interest (RFI) Distributed. 2. Select firms to interview from submitted RFIs. If more than 4-5 submittals, short list interviews to 3-4 firms. 3. Release Request for Proposal (RFP) based on the defined scope developed during the RFI process. 4. Evaluation of submitted RFPs and prepare recommendation to City Council. 5. City Council to decide to accept or reject recommendation- If accepted proceed to have a development agreement prepared. 6. Acceptance of Development Agreement. Lead: Water Resources
Lead: Planning & Zoning Support: City Manager’s Office
Lead: City Manager’s Office
Economic Development – Support commercial and residential development through improving the review process.
Goals Objectives Department(s)
Improve Building & Fire Code Service's team member communication with the Site Plan Review Team to clarify requirements and expectations for all departments involved with the site plan process. 1. Identify and correct contradicting codes and ordinances between departments. 2. Create a process for correcting the contradictions. 3. Identify which departments need to be involved. 4. Schedule a round table discussion on how to identify and correct contradictions. 5. Set up a series of meetings over time to work on issue. Lead: Building Services
Goals Objectives Department(s)
Digitize records, applications, permits, licenses, etc. and clear out expired records. We will expand upon current public education and outreach methods for encouraging water conservation efforts within the City of Edmond, specific to outdoor watering.
Develop a responsible water use and water conservation educational program that will increase the efficiency and long-term sustainability of Edmond water resources by reducing peak outdoor water use by 10% through 2022. Implement a program to divert internal tree debris from the landfill and towards reuse of the material. 1. Clear out expired records. 2. Develop staff skills with Laserfiche records management system. 3. Digitize all non-permanent records 1. Promote outdoor water conservation with at least one weekly social media post between June and September. 2. Create four redesigned study guides using OSU-
OKC Extension fact sheets. 3. Staff will create three new commercials/PSAs to support the department goal. 4. Create General Production Schedule 1. Educational Programming specifically for largest outdoor water users. 2. Educational programming through community meetings, workshops, and site visits. 3. Public Service Announcement Campaign 4. Responsible Water Use Advisory Group 5. Simple Irrigation Audit Program 1. Prepare staging area to receive woody debris. 2. Acquire roll-off dumpster 3. Develop outline for policy and terms with vendor for reuse of tree debris. 4. Implement collection of woody debris and transport to wood chip facility City Clerk’s Office
Lead: Marketing Support: Water Resources
Lead: Water Resources
Support: Marketing
Lead: Urban Forestry Support: Public Works, Parks & Recreation
Goals Objectives Department(s)
Simplification of Locating Records within Finance.
Coordinate City’s Sustainability Projects
Digitize current records that are retained in paper form and ensure implementation of electronic alternatives for future use.
Use less paper while offering customers access to online options such as payments, contracts, etc. 1. Reduce Paper Documentation and increase electronic storage vs manual and/or paper storage. 1. Coordinate Action Plan on Community Garden 2. Coordinate Action Plan on Conservation
Easements 3. Coordinate with Departments on Sustainability
Marketing 4. Update Website to include Sustainability Metrics
1. Scan all files currently kept in paper form to
Permanent Document Storage Solution. 2. Destroy all scanned non-permanent and closed case files in compliance with the Cities Records
Retention Policy. 3. Implementation of online payments, forms, & case information will significantly improve department efficiency and reduce daily call volume. Successful Implementation of eTicketing Software will significantly improve department efficiency while reducing data entry errors. 1. Create a secure digital signature on line application. This will save time and paper for our customers and help us reach our "Go paperless" goal. 2. Promote our ecity web portal to encourage customers to enroll in "ebills" and auto draft. Reducing file cabinet space by adding applications to CIS and the S-Drive Lead: Finance
Lead: Planning Support: Parks & Recreation, City Manager’s Office, Marketing, Sustainability Committee Lead: Municipal Court Support: Information Technology, Police Department
Lead: Utility Customer Service
Support: Information Technology, Marketing
Environmental Stewardship – Protect our natural resources through promotion and enhancement of green infrastructure.
Goals Objectives Department(s)
Support the Urban Forestry Commission's development of a Residential landscape ordinance proposal. Implement a program to deter illegal dumping. 1. Receive feedback from applicable City boards. 2. Deliver the proposal to City Council.
1. Determine procedures and criteria for camera placement and use. 2. Begin assessment of pilot program. 3. Begin formal program. Assign key contact personnel. Lead: Urban Forestry Support: City Attorney Lead: Code Enforcement
Support: Solid Waste, Police Department, City Attorney
Goals Objectives Department(s)
Improve HR efficiency and effectiveness by automating and streamlining processes, reducing manual/paper transactions and administrative time.
Upgrade software that communicates with other departments and reduces manual entries to increase efficiencies and mitigate costs
Continue AMI project implementation 1. Continued implementation of Novatime-City
Wide. 2. Refresh HR Applicant & New Hire Forms 3. Implementation of Human Resource Information
System (HRIS). A stand alone, all-in-one system that includes payroll and Employee Online 4. Develop an HR Form Retention Policy and a document retention strategy. 1. Evaluate current software limitations and issues 2. Identify software requirements 3. Research other courts software for comparison 4. Implement New Case Management Software 5. Implement New Document Storage Solution 6. Implement New eTicketing Software 7. Implement New Payment Solution Software 1. Ensure rate codes are accurate on accounts for billing. Compare manual reads with data received via MDM for accuracy. 2. Begin full deployment of meters city-wide. 3. MDM and AMI field communication systems in place in the pilot area. Testing to confirm software is communicating with each other. Meters installed in pilot area. Lead: Human Resources
Support: Information Technology
Lead: Edmond Electric
Support: Information Technology, Water Resources, Field Services, Marketing
Goals Objectives Department(s)
To obtain multiple lines of insurance from A-rated insurance companies with the lowest deductible/ retention available with the best price. Development of New Budget Book Guidelines 1. Risk Mgmt. will obtain multiple lines of insurance with acceptable limits of coverage and minimal deductibles/retentions. 2. Risk will seek approval of all lines of insurance with the City Attorney, City Manager, and City
Lead: Finance
Ecity upgrades will need to be installed to complete full functionality of enhancements for us to be able to continue promoting and marketing to our customers. Increase Visit Edmond's financial resources and support for events coming to Edmond.
Utilize Technology, current research and grant opportunities to ensure efficient and effective operations and services.
Timely maintenance and completeness of the general ledger. 1. Increase participation which will reduce Lobby traffic. Faster receipt of Customer statements and payments.
1. Realign City Ordinance, Short Term Rental
Agreements & Lodging Tax 2. Sponsorship Guidelines and Application - Create a sponsorship program with guidelines and an application 3. Visit Edmond Grant Program Review - Evaluate current guidelines and make adjustments as needed based on feedback from event partners and the Visit Edmond Tourism Advisory Board. 1. Transition fully to Lexipol online platform for policies and procedures. 2. Consider changing to online virtual training for medical recertification requirements. 3. Implement Operative IQ software for inventory of apparatus, EMS equipment, and tracking of narcotics. 4. Re-evaluate Polycom platform feasibility. Consider moving to less costly technology which hs become available. 5. Transition to the use of inspection software or an online application for Fire Prevention inspections 6. Utilize Microsoft 365 and available applications to improve internal operations. 7. Transition to ESO patient care reporting. 1. We will create new processes and workbooks for reconciliation and budgeting to better ensure the timely maintenance of the general ledger. Lead: Utility Customer Service
Support: Marketing, City Manager’s Office, City Clerk’s Office, Finance
Lead: Finance
Goals Objectives Department(s)
Expand the existing Animal Shelter to meet the current and future needs of the City of Edmond.
HR Staff will cross train to be knowledgeable, proficient, and timely in performing the top 18 Service Actions requested by employees. Improve communication within department.
Improve communication and collaboration within the City Attorney's Office and with the City Council, and the City's Boards and Commissions and other departments 1. Identification of stakeholders and their inclusion in all phases of the project to ensure successful design and construction of the Animal Services
Shelter expansion. 2. Selection and contracting with architectural firm for the project. 3. Completion of survey of existing facilities. 4. Development and approval of schematic design of project. 5. Development and approval of design development documents. 6. Development and approval of construction documents. 7. Bidding and selection of contractor for the project. 8. Construction of the project. 9. Completion of the project and opening of the new facility. 1. All HR staff will Cross Train on four (4) new Service
Actions by 12/31/2020. Lead: Police Department Support: Finance, Engineering, Information Technology, Public Works, Planning
Lead: Human Resources
1. Establish a "Formal" staff meeting with the department to communicate and discuss issues that have come within the department. 2. Communicate issues that are taking place or are coming up with other departments and with the
City in general. 3. Discuss continuous improvement ideas and strategies to enhance the functions of the department. 1. At least on a weekly basis, hold one on one meetings with members of the City Attorney's staff to discuss goals and expectation and organizational news. 2. Hold at least one annual general training session with the new police officers to assist them in performing their duties. 3. Conduct at least two annual training sessions with the Human Resources department for supervisory employees on topics relevant to staff development. 4. Hold at least monthly meetings with the Planning
Dept. and Municipal Court to ensure all parties are aware of and working to solve current challenges/problems. Lead: City Attorney
Lead: City Attorney Support: City Clerk’s Office, Risk Management, Police Department, Human Resources, Municipal Court, Planning
Goals Objectives Department(s)
Improve communication throughout the department.
Improve communication and morale in all divisions of the parks and recreation department.
Reduce the amount of administrative time spent per code violation addressed.
1. As needed, hold departmental staff meeting with all staff to outline non-construction projects and lay out near term goals. 2. Conduct follow-up as needed to address items from Employee Survey and break out sessions. 1. Give more recognition and praise by celebrating our successes. 2. Improve communication with employees in regards to decisions that affect their work and at times ask for their input. 3. Set clear expectations through consistent coaching, mentoring and evaluation of employees. 1. Develop notifications options that can be done in the field. 2. Get "dark side" letters into system as a standard letter option 3. Track voluntary compliance achieved through educations resources Update Construction Standards 1. Update existing construction standards. 2. Publish applicable standards online for developer access. 3. Provide access to field crews.
Improve Customer Service by reducing phone call wait times and abandoned calls.
Increase capability and ensure that all Departments can contact employees during emergency or crisis situations. Update resource survey in Emergency Operations Plan in collaboration with other City Departments. Provide dependable and secure Mail Room operation. 1. Use Cisco to accurately capture available/unavailable status. 2. Reduce abandoned calls due to extended wait times. 3. Reduce amount of time “Not Ready” 1. Conduct an annual call down drill where departments contact all employees when instructed to do so. Contact appropriate City
Departments to determine resources available.
1. Continue to cross train and exercise procedures for back-up operational support Lead: Edmond Electric
Lead: Parks & Recreation
Lead: Code Enforcement
Lead: Edmond Electric
Lead: Code Enforcement
Develop an online interactive app that will assist City staff and the public in identifying Edmond’s Watersheds and the current Regulatory Floodplains 1. Work with IT to complete remaining edits to online app. 2. Create content for new webpage. 3. Work with Marketing to create new webpage and design elements for new app. 4. Publish webpage and new app after “Letter of
Determination” has been received prompting the
COE to adopt the new floodplains maps from
Goals Objectives Department(s)
Establish New Hire Training Program
All HR staff will develop a ‘How To’ book on their key tasks/duties, allowing others to utilize the book to perform core duties for staff that are absent. Update hazard annexes in collaboration with other City Departments.
Further unify brand marks.
Collaborate with the City Clerk's Office to develop a revised Records Retention Policy for the City of Edmond. Develop and carry out employee trainings regarding website updates and Sharepoint usage.
Increase/improve communication between SPRT and within our department as well; keep people in the loop on major issues, be aware of whose projects are whose, etc.
Collaborate with Marketing department on a regular basis to optimize water conservation messaging to residents 1. Informational session at the WRRF 2. Visit other Water Resources Facilities
1. All HR staff to develop a ‘How To’ book outlining steps to perform their core tasks by 09/30/2020. Lead: Water Resources
Support: Human Resources Lead: Human Resources
1. Contact all City Departments establishing expectations. Lead: Emergency Management
1. Pursue the process of creating a new city flag. Collaborate with Visit Edmond and Planning Department to create wayfinding plan. 2. Upon City Clerk’s Office drafting of a revised municipal records retention policy, will ensure compliance with statutory requirements. 1. Hold one Sharepoint training class for department editors to enhance their pages on the new Ednet. 3. Host one-on-one website trainings with department editors to expand pool of people making updates. 1. Amend the workflow to create a better process for review and improve level of communication. 2. Evaluate/assess the workflow in our department. and SPRT departments (individually meet) 3. Meet with departments again to discuss results of poll. 2. Poll each department based off of input, to determine if/where the miscommunication is occurring. 1. Coordinate on messages and alert sent to Edmond
Residents. 2. Establish monthly meeting with Marketing to collaborate on Water Conservation Program efforts. 3. Implement Water Resources Facebook page 1. Vehicle wraps for Lab vehicles (Nissan Leaf) Support: All Departments Lead: Marketing Support: Planning, Visit Edmond Lead: City Attorney Support: City Clerk’s Office Lead: Marketing Support: Information Technology, All Departments Lead: Planning Support: Engineering, Public Works, Edmond Electric, Water Resources, Urban Forestry
Lead: Water Resources
Support: Marketing
Goals Objectives Department(s)
Continue to improve communications among all divisions of the department 2. Fire Chief will visit stations to discuss strategic planning goals and progress on annual plan of action. 3. Deputy Chiefs will visit stations to discuss updates to current and upcoming projects and to gather information as needed. 4. Battalion Chiefs will visit stations to review company performance goals, pass on departmental information and to train with crews as needed. 5. EMS Chief/Staff will visit stations to review documentations of EMS incidents, provide company training and quality assurance during actual incidents. 6. Fire Prevention Chief/Staff will visit stations to discuss prevention and public education topics and for further collaboration with suppression. 7. Training Chief/Staff will visit stations to gather information from suppression on future training needs and assist with company level training as needed. 4. Fire Chief and Deputy Chief will hold regular meetings with the staff from each division to continue working on important continuous improvement projects and objectives. Lead: Fire Department
Goals Objectives Department(s)
Ensure Public Safety Dispatchers, Call Takers, and Supervisors maintain and expand skill levels while having the opportunity to learn new methods, theories, and technologies. 1. All PS Dispatchers, Call Takers and Supervisors receive at least 24 hours of recurring training each evaluation year. Ensure candid performance management dialogue and timely step increases.
Ensure that service meets established standards. 2. All department supervisors attend at least one
BUILD session per year. Lead: Public Safety Communications
Support: Human Resources
Goals Objectives Department(s)
Develop and implement a comprehensive approach to workforce recruitment that attracts and retains the best qualified candidate, resulting in a skilled, diverse, engaged work force that meets the present and future needs of the City of Edmond. Provide staff with adequate training opportunities, enact a training program for new hires, and cross train so that all duties have at least one trained backup. We will support efforts to recruit and retain quality employees by creating and enhancing employee enrichment opportunities and promoting organizational culture. Develop Internal Departmental Training
Centralize departmental policy and procedure manuals.
Increase Communication, build rapport and gain knowledge with other Departments by providing opportunities for additional training (cross training) which we are scheduling weekly and holding open meetings (monthly) where ideas and concerns can be discussed. 1. In partnership with Marketing, create content to revamp the Human Resources (HR) website to place more focus on our organizational culture and benefits of working for the city. 2. In partnership with Marketing, create content for testimonial video(s) with employees to promote workplace culture. 3. City of Edmond, Benefits flyer (Infographic) to be placed on the HR website 1. Create a policies and procedure manual. 2. Encourage all staff become certified by OMCCA. 3. Create a training program for new hires. Lead: Human Resources
Support: Marketing
Lead: Municipal Court Support: Human Resources
1. Create video pieces to promote the workplace culture and benefits. 2. Improve HR website to put more focus on our organizational culture and benefits of working for the city. 1. Annually, conduct: A minimum of three internal field training exercises, a minimum of one cross departmental training exercise, and a minimum of one cross departmental emergency response table top exercise. 1. Arrange and refine information for compliance. 2. Collaborate with IT for accessibility. 3. Conduct training workshops within the department. 4. Generate internal central location for gathered material. 1. Rotating new hires for a field day with USR /
Meter Staff and a SW driver. 2. Schedule Departments (water, electric, fire, police, risk mgmt, etc) to discuss how UCS can improve our interdepartmental communication and learn more about the specific departments. 3. Conduct monthly department meetings with open invitations for USR/ Meter and office staff to discuss strategies for improvement. 4. Crosstrain with other areas within UCS. Timing will be based on the current need for the training. 5. Provide each team member the opportunity to participate in skill enhancement training and training classes offered in AED/CPR; Safe Driving:
Hazardous office materials etc. Lead: Marketing Support: Human Resources
Lead: Edmond Electric
Lead: Building Services
Lead: Utility Customer Service
Support: Solid Waste, Water Resources, Edmond Electric, Fire Department, Police Department, Risk Management
Goals Objectives Department(s)
Provide a meaningful and relevant training opportunity to every member of Finance Department. The Edmond Police Department property room will become accredited by the International Association for Property and Evidence (IAPE).
Develop Improvement Opportunity Program for Employees 1. Review current facilities, practices and policies to ensure they meet the standards set by the
International Association for Property and
Evidence (IAPE). Deficiencies in any of these areas, if found, will be corrected so they comply with standards. 2. Accreditation by the International Association for
Property and Evidence (IAPE) by June 2021. 1. Meet with Supervisors to get input on program 2. Develop Procedure Documentation for Program Lead: Finance
Support: Human Resources Lead: Police Department
Lead: Water Resources
Improve Communication within Departments
1. Communicating expectations within Staff 2. Plan quarterly meetings with UCS & Finance to find ways to better communicate with each other on changes, goals, procedures, etc. Work on Continuous Improvement 1. Perform initial analysis of response time data 2. Develop and implement a new comprehensive training plan. 3. Develop formal mentoring program. 4. Develop rank specific task books. 5. Continue to improve promotional processes. 6. Implement formal After Action Review process for all working structure fires and other incidents 7. Train and certify all officers to operate as Incident Safety Officers 8. Refocus training efforts, prioritizing special operations training and needs of the department 9. Create New annual report Lead: Finance
High Performing Government - Utilize technology and software in a manner that boosts efficiency, increases transparency, and fosters innovation.
Goals Objectives Department(s)
Implement Cityworks PLL Permits, Licensing and Land software across multiple departments
Implement policies, processes, procedures and tools in an effort to continually improve the efficiency and productivity of the IT department operations. Work with IT Department on implementation of new Permitting, Licensing, and Land Management system.
Establish and implement process for creating asset management and preventive maintenance work order system for existing assets and new construction Develop marketing plan for 20202021. 1. Configuration 2. Data Conversion 3. Field investigations and mobile inspections 4. Systems Integrations 5. Electronic Plan Review 6. Customer Access to PLL information via a web portal 7. Provide Web Portal access to GIS Open Data and
Mapping 1. Accomplish System Acceptance Testing 2. Implement Advanced Metering Infrastructure
System (AMI HES) - Command Center 3. Implement Meter Data Management System (MDM) - Smartworks / Compass 4. Implement System Integration between AMS/MDM and existing systems CIS and Cityworks 5. Expand Meter Communication Network (Mesh
IP/SNI - 12 Gateways and 92 Routers) for full deployment 1. Implement Fiber Network Management Software 2. Replace IT Asset Management System 3. IT Help Desk Management Process Review 4. Perform a Risk Management Assessment to include a Business Impact Analysis 1. Ensure all City Clerk's Office employees are familiarized with Cityworks workflows. 2. Test all processes within Cityworks on a monthly basis. 3. Develop tutorial worksheets of the basics of
Cityworks for City Clerk's Office reference. 4. Document step-by-step instructions on City Clerk's
Office processes within Cityworks and add to Admin
Notes. 1. Data entry 2. Identify all data needs for assets when updating in the system (nameplate data, PM requirements, warranty information) 3. Provide base information to GIS for data templates 1. Create a print advertising plan 2. Implement digital media, social media advertising. 3. Promote Edmond to new groups and existing contacts. 4. Research Peer Cities Lead: Information Technology Support: Building Services, Planning, Community Image, Engineering, City Clerk's Office, Edmond Electric, Public Works, Fire Lead: Information Technology Support: Water Resources, Edmond Electric, Public Works
Lead: Information Technology
Lead: Water Resources
Support: Marketing
High Performing Government - Utilize technology and software in a manner that boosts efficiency, increases transparency, and fosters innovation.
Goals Objectives Department(s)
Streamline Planning Department Network Folders - Create an Empty Network Folder Structure that is acceptable to the Department, and begin migrating files to the new structure this year. Develop new or improved processes which support a paperless work environment. 1. Hold Joint Staff Progress Meetings Lead: Planning
1. Work with IT to create fillable work order forms and to determine method of incorporating into
Cityworks. 2. Working with Payroll and one division at a time, all
Field Services employees will use Novatime to request leave. 3. Assess Field Services tablet needs and budget for
FY21/22. 4. Working with IT, determine and configure a mobile solution for Water Line Maintenance to record water meter installs and changeouts in Cityworks. Lead: Public Works
Support: Information Technology
Goals Expand Network Infrastructure –across the City to provide reliable and secure access to the City’s technology environment
Objectives 1. Support Fiber Expansion for AMI, ITS and Remote City Facilities (Water
Resources & Electric) 2. IT Installation and Configuration of network for Water Resources - Oak
Tree 3. Installation and Configuration of network for Water Resources - 2nd St
Pump Station & University Tower 4. Extend Fiber for Gateway at Boulevard & 33rd 5. Extend Fiber for Gateway at Kelly and
Blvd near Coffee Creek 7. Support Wireless Communication expansion for AMI, ITS and Other City
Goals Provide a premier parks and recreation system with outstanding facilities. Maintain existing infrastructure utilizing reliability centered maintenance through pro-active maintenance. Assure adequate funds are available to support work of the preventative maintenance crew.
Ensure that upgrades to technical systems are completed as necessary.
Improve quality of public tree and landscape plantings through implementation of tools which further develop maintenance scheduling, tracking, and practices. Create a process to track radio assignments. Plan for additional maintenance and renovation of current amenities.
Objectives 1. Develop a preventative maintenance plan for all parks and facilities. 1. Capture all preventive and corrective maintenance work performed in
Cityworks. Department(s) Lead: Parks & Recreation
Support: Information Technology
1. Improve system reliability -
Preventative Maintenance project budgeted for and completed within FY. 2. Monthly expenditure reports to ensure preventative maintenance project(s) stay within budget. 1. Create a document which outlines specific plans to upgrade the following systems: Radio System, Telephone
System and Computer Aided Dispatch (CAD) System 1. Develop a tree treatments policy. 2. Incorporate existing tree management data into tree management software. 3. Meet with stakeholders regarding irrigation operation for public plantings. 4. Obtain tree management software. 1. Maintain accurate database of radio users 1. Try to budget higher than estimated costs to receive a better value and wow factor. 2. When planning for renovations or future smaller projects (e.g. playgrounds), add additional 10% to 25% to total project costs. Lead: Edmond Electric
Support: Finance
Lead: Public Safety Communications Lead: Parks & Recreation
Support: Facility Maintenance
Infrastructure – Plan, design, implement, and maintain transportation infrastructure that allows easy connections throughout the city and between different modes of transportation.
Goals Objectives Department(s)
Complete Phase I of the traffic sign replacements and develop plan for Phase II. 1. Determine and locate signs remaining for replacement. 2. Replace identified signs. 3. Work with IT to develop process for collecting and storing sign data for managing the Phase II sign preventative maintenance program. Lead: Public Works
Support: Information Technology
Goals Objectives Department(s)
Provide a premier parks and recreation system with outstanding programs and facilities. 1. Offer a diverse range of programs and activities for all ages, skills, socio-economic status, background and culture. 2. Research and evaluate interactive trail map applications to determine if feasible now or after further trail development by December 31, 2021. 3. Update printed trail maps trail after completion of connections and Route 66 Trail by December 31, 2021. 4. Update trail maps on City of Edmond website by
June 30, 2021. 5. Focus on Excellence. 6. Key department staff read/discuss a book on this topic (customer loyalty and culture of excellence). 7. Form training and orientation for remaining department staff and new staff (part time and seasonal). 8. Ask/survey other departments regarding what Parks and Recreation can do to achieve that next level with external and internal customers. 9. Involve other departments to provide input when working on projects with Parks and Recreation (e.g. capital projects, renovations, marketing materials, technology needs, etc.). 10. Obtain national accreditation by 2025. 11. Determine requirements from application process necessary to achieve accreditation (e.g. met and pending requirements). 12. Contact and/or visit locally/regionally accredited facilities. Lead: Parks & Recreation
Goals Objectives Department(s)
Implementation of Bicycle Master Plan - Trails Plan
Promote a well-kept appearance of the community and ensure active property management
Identify a location and source of funds for a 2nd library.
Maintain police community engagement by utilizing social media. 1. Gather internal stakeholders to discuss and identify responsibilities 2. Film bicycle educational videos 3. Reconvene EBC sub-committee for discussions and connect with other appropriate Boards,
Committees, and Commissions. 4. Prioritize trails and bicycle facilities for action 5. Implement wayfinding and trail connections 1. Address the occurrence of manmade water bodies or containers where mosquitoes are likely to breed 2. Deal with blighted properties, buildings, and structures that are dangerous to public health and safety 3. Annually participate in ENS, Edmond Electric open house, etc. 4. Provide training to identify responsible parties of infrastructures 5. Set clear expectations for identifying discarded and inoperable vehicles 6. Use outreach to promote a culture of pride in ownership 7. Collaborate with Oklahoma County Health
Department, participate in vector control continuing progress to cross train, and divide workload among inspectors 8. Annually participate with Fire Dept & Police Dept in
National Night Out 9. Apply for grant money to assist in outreach event 1. Identity stakeholders who will be a part of decision making process. 2. Gather feedback from stakeholders to decide on a path forward for location of a 2nd library to include possible location study. 3. Conduct location study and develop consensus on location. 4. Explore ways to purchase identified land and/or property. 1. Continue the use of social media platforms to effectively communicate with residents and engage the community. 2. Increase transparency of crime data. Lead: Planning Department Support: Engineering, Marketing, Parks & Recreation, City Manager’s Office, Public Works Lead: Code Enforcement
Support: Fire Department, Edmond Electric, Marketing, Police Department
Lead: City Manager’s Office
Support: Planning, Engineering
Lead: Police Department Support: Marketing
Goals Objectives Department(s)
Acquire public open space(s) for parks.
Develop Community Outreach Program within the City of Edmond that enhance the overall lifestyle of the community. Promote Edmond as a premier visitor destination. 1. Kick-off meeting with primary departments to define locations, uses, and parcel sizes we will pursue. 2. Select parcels, research ownership, pros & cons of site, and conduct other research that will help determine viability. 3. Decide best options and get feedback from City
Council. 4. Purchase land. 1. Create a plan/process for outreach events. 2. Gather internal stakeholders to discuss 3. Initiate process for community outreach events 4. Provide a list of private partners 5. Create a list of projects 1. Arcadia Lake Study - Explore ways to enhance
Arcadia Lake's current activities and future economic development opportunities. 2. Serve on the East Edmond Study with Halff and
Associates 3. Form a working tourism board committee 4. Interview potential consulting partners for an
Arcadia Lake Study 5. Contribute to writing RFP from City of Edmond for
Arcadia Lake Study 6. Downtown Edmond - Partner with local leaders to promote new interactive art exhibits that will attract and engage new visitors. Oversee progress as University of Central Oklahoma students document public art pieces and create walking tour brochures as the result of a grant. 7. Collaborate with Mathew Myers, Switchgrass
Capital, on three new art exhibits in downtown
Edmond 8. Store and replenish Edmond postcards weekly for "Share the Love" art piece near the post office 9. Collaborate with DEBA to distribute pad locks to downtown business for "Locks of Love" art piece at
Festival Market Place 10. Promote all new interactive downtown art exhibits on Visit Edmond social media and website when installed and periodically as a tourist attraction 11. Monitor progress of the UCO art grant and promote new art tours as a tourist attraction on Visit Edmond social media and website 12. Route 66 - Promoting Edmond as an interactive destination along Route 66. Lead: City Manager’s Office
Lead: Planning Support: Community Image, Urban Forestry, Parks & Recreation Lead: Visit Edmond
Support: Planning, Marketing, Engineering, City Manager’s Office, Public Works, Parks & Recreation, Edmond Electric, City Clerk’s Office
