Battle Creek Commission Goals 2008-2010
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Transcript of Battle Creek Commission Goals 2008-2010
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City of Battle Creek
Commission Goals
2008-2010
Mark A. Behnke, Mayor
Susan Baldwin, Commissioner
John Godfrey III, Commissioner
Ryan Hersha, Commissioner
Chris Simmons, Commissioner
Sherry Sofia, Commissioner
Diane Thompson, Commissioner
Tony L. Walker, Vice Mayor
Andrew Yankama, Commissioner
Wayne D. Wiley, City Manager
& A s s o c i a t e s , I n c .S T R A T E G I CP E R F O R M A N C EC O N S U L T I N G
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Table of Contents
Introduction ..............................................................................................................2Planning Participants ..................................................................................................3Goal Summary...........................................................................................................41. Strive for a higher quality of life for all citizens...........................................................52. Continue making Battle Creek an attractive place to live and work ...............................63. Residents and visitors feel safe in Battle Creek...........................................................74. Foster economic vitality...........................................................................................85. Provide accessible and responsive customer service for the entire community................96. Develop and maintain reliable and up-to-date infrastructure ......................................107. Practice and encourage environmental stewardship ..................................................118. Operate a progressive adaptive city government at the most effective and efficient levelpossible ..................................................................................................................12Next Steps ..............................................................................................................13Current Survey Sorted per Goals................................................................................14Summary of the Goal Setting Process .........................................................................16Contact Information .................................................................................................23
This document is available in alternative formats upon requestby calling (269) 966-3378.
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Introduction
During the winter of 2008, the Battle Creek City Commission and the Citys strategicleadership staff met together in a series of three meetings to review and refine its current
strategic goals for the City organization. The results of these meetings are contained in thisdocument.
These eight goals will guide the City staff as we take our organizational performance up to
the next level. The key performance indicators described here will help us measure our
organizations performance, and identify both successes and areas for improvement.
This process launched the second year of a transition toward a performance measurementculture for the City of Battle Creek. Measuring performance is not new; tying together City
Commission goals, key performance indicators, and administrative action plans in a top-to-bottom comprehensive way, however, is new for us.
Particularly exciting is the intended next step to report status information in a dashboardformat that will allow for increased transparency, clarity, and sense of purpose. Eventually,
this dashboard will be available to the public and to employees as a powerfulcommunications tool providing high-level information about our complex organization.
Additional information about the health of our community, the critical environment we liveand work in, will also be available.
As this work continues, communication within the City organization and with the public willbe important to ensure goals and key performance indicators maintain the same significance
for improving service quality as they carry for us today. One way to do this is to clarify theCitys mission and vision in clear, concise statements. This is expected to occur in a future
process that will build on the excellent teamwork reflected in this report.
On behalf of the City Commission and City staff, we would like to thank everyone for their
contributions to the success of this process and the overall excellence of the City of BattleCreek.
Mark A. Behnke Wayne D. WileyMayor, City of Battle Creek City Manager, City of Battle Creek
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Planning Participants
City Commission
Mark A. Behnke, Mayor, At-Large
Susan Baldwin, At-Large
John Godfrey III, Ward 4
Ryan Hersha, At-LargeChris Simmons, Ward 1
Sherry Sofia, Ward 3Diane Thompson, At-Large
Tony L. Walker, Vice Mayor, Ward 2
Andrew Yankama, Ward 5
City Staff
Wayne D. Wiley, City Manager
Susan Bedsole, Licensing and Compliance Director
Cherise Brandell, Neighborhood Services Director
Mike Buckley, Planning and Community Development Director
Russ Claggett, Employee Relations DirectorChris Dopp, City Engineer
Larry Hausman, Fire Chief
David Headings, Police Chief
Rick Hensley, Risk ManagerJeff Hovarter, Parks and Recreation Director
Ken Kohs, Utilities Director/ Environmental Services
Judy Mudge, City Assessor/Revenue Services Group ManagerMichelle Reen, Assistant to the City Manager
Jim Ritsema, Finance Director
Clyde Robinson, City Attorney
Dan Ryan, Chief Information OfficerKen Tsuchiyama, Assistant City Manager
Eileen Wicklund, Interim City Attorney
Greg Zanotti, Transportation Director
Facilitation
Dr. Peter Dams, Dams & Associates, Inc.
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Goal Summary
Residents and
visitors feel safe inBattle Creek
Continuemaking Battle
Creek an attractiveplace to live and
work
Develop andmaintain reliableand up-to-dateinfrastructure
Fostereconomic
vitality
Operate aprogressiveadaptive city
government at themost effective and
efficient levelpossible
Practice andencourage
environmentalstewardship
Provideaccessible and
responsivecustomer service
for the entirecommunity
Strive for ahigher qualityof life for all
citizens
Residents and
visitors feel safe inBattle Creek
Continuemaking Battle
Creek an attractiveplace to live and
work
Develop andmaintain reliableand up-to-dateinfrastructure
Fostereconomic
vitality
Operate aprogressiveadaptive city
government at themost effective and
efficient levelpossible
Practice andencourage
environmentalstewardship
Provideaccessible and
responsivecustomer service
for the entirecommunity
Strive for ahigher qualityof life for all
citizens
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1. Strive for a higher quality of lifefor all citizens
Performance Indicators Potential Data Sources
1. Citizen perception of quality of life Survey questions (quality of city services)
2. Resident confidence in City government Survey data/communications plan outcomes (tobe developed)
3. Housing data: Code analysis report, rentalviolations
Department data
4. Opportunities for healthy activities List of city services that help residents engage in
healthy activities
Community Health Indicators Potential Data Sources
1. Housing data: Ownership ratio Neighborhoods Inc. of Battle Creek
2. Property values Code enforcement, crime rates, change inSEV
3. Employment rate Tax abatement info (see also goal 4),
felony re-entry data
4. Note: City performance in other goals support achievement of this goal.
Examples of Current City Services and Partnerships Contributing to Goal Area
Festivals and downtown activities
Recreation programs participation and partnerships
See examples of services and partnerships for goals 2 7
Performance Indicatorsare measures of the results of City government operations.
Community Health Indicatorsare measures of general interest regarding the overallwell-being of the community not directly impacted by specific City services.
Examples of Current City Services and Partnershipsrepresent a small sample of City
services and partnerships. Staff will develop complete listings for future reports to the CityCommission.
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2. Continue making Battle Creek anattractive place to live and work
Performance Indicators Potential Data Sources
1. Resident perception
Why live/not live in the city
Satisfaction with community orneighborhood
Resident-reported sense of community
Perception of community aesthetics -gateways
Survey to be developed
Survey in organized neighborhoods
2. Visitor perception, including people whowork in city but live elsewhere
Community aesthetics - gateways
Survey to be developed (explore online surveyfor all departments)
3. Business location decisions (come/dontcome)
Survey to be developed
4. Cost of city services Department data
5. Compare against National Park Associationstandards for recreation facilities per capita(such as acres of public green space)
Department data
6. Percent of structures meeting health andsafety codes
Department data
Community Health Indicators Potential Data Sources
1. Realtor data See also housing data for Goal 1
Examples of Current City Services and Partnerships Contributing to Goal Area
Leila Arboretum Society BC Green program
Neighborhood Services resident windshield survey
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4. Foster economic vitalityPerformance Indicators Potential Data Sources
1. Business satisfaction with City services Survey to be developed
2. Business retention data Battle Creek Unlimited
3. Effectiveness of tax abatements in creating
jobs
Department data on corporate activity (Tax
Abatement Report)
4. Number of requested infrastructure projectssupporting economic vitality
Department data
5. Economic impact of tourism dollars
generated by visitors to Parks & Recreationfacilities (Arena/Bailey/Binder Park Zoo, etc)
Parks & Recreation (Convention & Visitors
Bureau data)
Community Health Indicators Potential Data Sources
1. Levels of homelessness Homeless Coalition data
2. Hourly wages Data source to be determined
3. Employment level Data source to be determined
Note: City performance in other goals support achievement of this goal.
Examples of Current City Services and Partnerships Contributing to Goal Area
Battle Creek Area Chamber of Commerce
Battle Creek Unlimited contract
Cereal City Development Corporation
Convention & Visitors Bureau
GIS mapping services
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5. Provide accessible and responsivecustomer service for theentire community
Performance Indicators Potential Data Sources
1. Customer perception of city services:
Quality
Accessibility
Responsiveness
Satisfaction
Satisfaction with online information andservices (web site design)
Business perception of responsiveness(e.g., licenses, inspections)
Point-of-service surveys
Golden Service data
Specific surveys and/or questions to bedeveloped
Secret Shopper program for City services
2. Response & resolution times (e.g., treeremoval, code responses, etc.)
Golden Service data, other reports
3. Resident perception
Service equity (by neighborhood)
City departments responsiveness
Survey
Currently tracked
4. On-time & missed appointments (e.g.,
inspection)
Data from BS&A software
5. Performance against other municipalities(benchmarks)
Government Finance Officers Association (GFOA)
International City/County ManagementAssociations (ICMA) Center for PerformanceMeasurement
MCPM
6. Percent of city services offered online Department data; will have a maximum
7. Usage of online services Department data
8. Number and quality of citizen participation
projects (street design, master planning)
Department data, surveys to be developed
Examples of Current City Services and Partnerships Contributing to Goal Area
Golden Service customer service management software
Online assessment data
Website
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6. Develop and maintain reliable andup-to-date infrastructure
Performance Indicators Potential Data Sources
1. Customer Perception
Satisfaction with communicationregarding construction begin
Citizen survey after re-construction
Survey after construction project (to bedeveloped)
Currently surveyed for large projects
2. Professional quality standards Professional standards used for all infrastructureprojects
3. Up-to-date on technology (benchmark)
4. Street quality index Department data
5. Park Assets Maintenance Management Index Department data
6. Number of sanitary sewer overflow incidents Department data
7. Number of water interruptions/restrictions Department data
8. Number of areas with storm sewer flooding Department data
9. Structural integrity standards for structures
such as parking ramps, bridges, etc.
Department data
10.Progress toward conduit development
master plan
Department data
11.Percent of Priority 1 CIP projects
funded/completed
Department data
Examples of Current City Services and Partnerships Contributing to Goal Area
Battle Creek Unlimited
Battle Creek Tax Increment Financing Authority
Binder Park Zoo
Clean Water Partnerships with schools
Downtown Development Authority
Leila Arboretum Society
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8. Operate a progressive adaptive citygovernment at the most effective andefficient level possible
Performance Indicators Potential Data Sources
1. Benchmarks for cost per level/unit of service
Internal benchmarks over time
External benchmarks
To be developed. Potential benchmark sources:
GFOA
ICMA Center for Performance Measurement
MCPM
2. Employee indicators
Satisfaction survey
Access to email
Overtime data
Baseline: 1995, follow-up surveys 2007, 2008
Department data
3. Citizen survey Survey every other year
4. Innovative programs (example:collaborative justice programs, POPs)
Department data
5. Awards received Department data
6. Community engagement To be developed
7. Financial stability (bond rating, ratio fundbalance to operating revenue, budget toactuals comparison)
Audit letter, quarterly financial reports
Financial index to be created
8. Note: City performance for goal 5: Provide accessible and responsive customer service for theentire community supports performance for this goal
Examples of Current City Services and Partnerships Contributing to Goal Area
Area Metropolitan Service Agency
AccessVision
Battle Creek Unlimited
Binder Park Zoo
Cereal City Development Corporation
e911 committee
Interlocal police/fire mutual aid agreements
Leila Arboretum contract
MDOT partnership for trunkline/signalsmaintenance
Monday Morning (gang violence) group
Neighborhoods Inc. of Battle Creek
Springfield vehicle maintenance
Savings Those Oppressed by Prostitution (STOP)initiative
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Next Steps
Adoption of final report: April 15
Key Performance Indicators
o Develop baselines
o Set targets
What is our standard for doing well?
Build upon existing baselines; develop as data become available
o Develop data collection and reporting process
o Fine-tune key performance indicators over time
Develop Departmental Dashboards
o What departments do to influence the overall (City Commission) dashboard
o Collect data, develop and administer surveys as needed
Develop City Commission Dashboard
o Clarify how Commissioners will use the dashboard
o Clarify how the City Manager will use
City Manager
o Use data to help departments improve service delivery
City Commission
o Make funding decisions based on programscontributions to fulfill mandates and/or achieve
commission goals per City Managers
recommendation
Updates and Annual reports
o Focus on dashboard contribution
o Utilize both data and anecdotal evidence
o Show multi-year datao Consider trends over time
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Current Survey Sorted per Goals
For several years, the City of Battle Creek has been surveying residents in a number of
quality of life and service areas. The table below categorizes these question along the eightCity Commission goals set forth in this report.
In the past, the survey did not specifically target questions pertaining to Goal 4 foster
economic vitality. As noted on page 8, however, the Citys performance in all other goalareas strongly contributes to success in economic development.
Goal Survey Question
Goal 1: Sustain ahigh quality of life
for all citizens
1. What are the three things you like about living in Battle Creek that you would notwant to lose?
2. What are the top three issues or concerns facing your neighborhood?
Goal 2: Continue
making BattleCreek an attractiveplace to live andwork
3. On a scale of 1-5, how would you characterize your level of satisfaction with life inyour neighborhood?
4. On a scale of 1-5, how do you rate the following factors in your neighborhood:personal safety, neighborhood friendliness or sense of community, streets androads, conditions of housing, parks or playgrounds, traffic level, sidewalks, streetlighting?
5. What is the one area or factor most in need of improvement in your neighborhood?
6. In the past year, how often have you visited downtown Battle Creek?
7. On a scale of 1-5, how easy is it to find parking in downtown Battle Creek?
8. What could the City of Battle Creek do to encourage you to visit downtown BattleCreek?
9. Do you strongly disagree, disagree, agree or strongly agree that the CodeCompliance Department improves neighborhood housing conditions?
10. For those who have contacted City Code Compliance in past year: rate thefollowing: professionalism, responsiveness.
11. How would you rate the overall quality of housing in your neighborhood (within twoblocks of your home)?
12. Does the City do a good job of enforcing zoning and laws designed to protect publicsafety and health in your neighborhood?
Goal 3: Residents
and visitors feelsafe in BattleCreek
13. The Police Department is an important city service. Using a scale of 1-5, pleaserate the Battle Creek Police Departments: professionalism, responsiveness,community involvement and race relations.
14. In the past year, have you called 911 for assistance? If yes, please rate the overallperformance of 911 staff: poor, fair, good, excellent.
15. Do you strongly disagree, disagree, agree or strongly agree that the PoliceDepartment improves community safety?
Goal 5: Provideaccessible andresponsivecustomer servicefor the entirecommunity
16. In the past year, how many contacts have you had with City of Battle Creek staff,in person or by telephone? Did you receive prompt response from City staff?
17. If contacted in past year, did you experience the level of professionalism youexpected from City staff?
18. Have you noticed an increase, decrease or no change in the level of servicesprovided by the City of Battle Creek in the past year?
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Summary of the
Goal Setting Process
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Planning Timeline
February 22 Pre-planning meeting (Mayor Behnke, Commissioner Thompson,
City Manager Wiley, Assistant City Manager Tsuchiyama,
Assistant to the City Manager Reen; Consultant Dr. Dams)
1 February 26 Planning session # 1: City Commission Strategic planning overview
Reviewed prior and drafted new City Commission goals
Identified key performance indicators
February 29 Follow-up work meeting #1
2 March 5 Planning session #2: Strategic Leadership Team Reviewed Commission draft goals and performance metrics
Developed additional key performance indicators
March 6 Follow-up work meeting #2
3 March 12 Planning session #3: Joint Session Review final draft goals and performance indicators
Tweak as needed
Adopt goals and metrics
April 3 Follow-up work meeting #3: Review of draft report
April 7 Dams & Associates, Inc. submits final report
4 April 15 City Commission adopts report
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The City Government of Battle Creek:
An Organizational System
The City of Battle Creek, like any organization, uses resources such as staff, money,
information, and equipment to conduct activities resulting in specific services. The Cityscustomers benefit from these services, both in the short- and the long-term.
Understanding the City from this systems perspective helps organize our thinking about
performance measurement at three different levels process, output, and outcomes. Thisyears goal setting process focused on developing outcomes related goals and identifying
corresponding key performance indicators.
Mission | Vision | Values | Strategies
Resources InternalProcesses City
Services Customer
Benefits Community
Benefits
Resourcesneeded for
internalprocesses
What the Citydoes to generate
services
Services andproducts the City
provides
Short- and long-term benefits for
City customers
How City servicesimpact the
community atlarge
Process
MeasuresOutput
MeasuresOutcome Measures
Measurement
informationbecomes inputfor continuousimprovement
Process & Output Measures
Does the City provide services andproducts at the right level, for the rightpeople, with the lowest possible use ofresources, and at the highest qualitypossible?
OutcomeMeasures
Are City services and products achievingthe planned benefits for residents,businesses, and the community at large?
Measuring internal performance and serviced outcomes allows City Commissioners and City
staff to respond to the changing needs of its customers and the community while improvingservice efficiency and customer service.
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Measuring Effectiveness
The Logic of Process Output Outcome Measures
Examples from Planning Session 2, March 5, 2008
Department Level Commission Level
Process Output Outcome
Code Compliance Exterior propertyassessment
Number of propertiesinspected
Number of ticketswritten
Number of unsafe
houses demolished
Perception ofneighborhoodattractiveness and
safety
Houses in compliance
Reduced crime inarea (Broken
windows theory,1982)
Streets 2 crews repairing
pavement for
specified amount oftime
Street miles repaved
$ per mile
Street quality index
Customer feedback
Police Number of citizen
contacts
Number of arrests
and tickets
Percent residents
reporting that theyfeel safe
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Relationship of Goals to Service Delivery
Residents of Battle Creek
Statutes/Mandates/Needs/Demands
City Commissioners
Strategic Goals
City Manager
Communicate Strategic Goals
City Departments
Set Department Goals and Policies
City Staff
Daily Tasks and Service Delivery
Contribute toQuality of Life
CommissionDashboard
OutcomeFeedback
Achievestrategic goals
Fulfill statutesand mandates
ContinuousOutput andProcessFeedback
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History of Goal Development
Final Goal StatementsDraft Statements per
Session 1Prior Goals (est. 2007)
1 Strive for a higher qualityof life for all citizensImproved quality of life forall citizens
Improved quality of life forall citizens
2 Continue making BattleCreek an attractive placeto live and work
Make Battle Creek anattractive place to live andwork
Population Growth thatValues Diversity
Increased Prosperity
Increased Property Values
Thriving Downtown
Attractive Community andStrong Neighborhoods
3 Residents and visitors feelsafe in Battle CreekResidents and visitors feelsafe in Battle Creek
Decreased crime
4 Foster economic vitality Foster economicdevelopmentN/A
5 Provide accessible andresponsive customerservice for the entirecommunity
Accessible and responsivecity government that worksfor the entire community
N/A
6 Develop and maintainreliable and up-to-dateinfrastructure
Reliable and up-to-date
infrastructure
Reliable and up-to-date
infrastructure
7 Practice and encourageenvironmentalstewardship
Practice and encourageenvironmental stewardship
N/A
8 Operate a progressiveadaptive city governmentat the most effective andefficient level possible
Operate a progressive citygovernment at the mosteffective and efficient levelpossible and that manageschange.
Financial Stability andBalanced Budget
Job Satisfaction and Stabilityfor all City Employees
This information is for historical purposes and shows how the current City Commission goals
build upon and expand previous goals.
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Additional Suggestions from Session 1
Suggestions (initial considerations) Recommendations
Economically successful
Breaking down barriers to employment
Economic development
Broadly-shared economic security, prosperity, andopportunity
Became Goal 4
Protect environment; promote conservation, preservegreenspace
Create a Green vision for Battle Creek
Environmental stewardship
Environment
Became Goal 7
Competitive school systems (Goal 2) Goal 3: School police officer liaison
program
Create tourism (Goal 4) Goal 4: KPI and CVB partnership
Increase voter participation (Goal 5) City Clerk, ongoing effort
Cooperation with surrounding governments (Goal 8) Included in Goals 1 through 8
Lower taxes / cut taxes (Goal 8) Part of budget process
Keep police and fire protection separate (Goal 8) Completed
This information is for historical purposes and shows how suggestions for additional goalsdeveloped during Planning Session 1 were addressed.
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Contact Information
Contact: Wayne D. Wiley, City Manager
Phone: (269) 966-3378
Fax: (269) 966-6654
Email: [email protected]
Web Site: www.battlecreek.org
Address: 10 North Division
Battle Creek, Michigan 49014
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P E R F O R M A N C EC O N S U L T I N G
Contact: Dr. Peter Dams, President
Phone: (269) 501-3000
Fax: (866) 472-0554 toll-free
Email: [email protected]
Web Site: www.damsandassociates.com
Address: 8449 35th Street South
Scotts, Michigan 49088