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| BUDGET 2005-2006: KNOXVILLE WORKS! |
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KNOXVILLE WORKS! Is Mayor Bill Haslam's strategic plan for the
City of Knoxville. The purpose of the plan is to identify and communicate
the Mayor's goals for Knoxville to its citizens and business interests
and to the employees of city government. It is the Mayor's intent
that this plan, in combination with the budget and associated performance
measurement system, will guide project implementation and service
delivery to Knoxville citizens for all government services. In addition,
KNOXVILLE WORKS! seeks to identify capital projects and operating
initiatives that require management and budget emphasis beyond the
routine services provided by city government.
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| KNOXVILLE WORKS! Contains six major ingredients:
Vision Statement, Mission Statement, Values, Goals, Strategies/Objectives
and Performance Measures of Success. |
VISION
Knoxville will be America's premier city in which to live, work and
raise a family. |
MISSION
The City of Knoxville government provides superior services and cultural
amenities to all citizens in an efficient and fiscally responsible
manner. We encourage, promote and facilitate economic growth while
treating all citizens with dignity and respect. |
VALUES
Integrity comes first! Do the right thing all the time
Our first priority is to serve the citizens of the City of Knoxville.
We will provide a leadership role in our city by modeling a diverse
work force, throughout all departments and all ranks.
We are committed to providing great service at a great value
to our citizens.
Every employee of the City of Knoxville has an important role
to play and an obligation to uphold.
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GOALS OF KNOXVILLE WORKS!
Stronger, safer neighborhoods
City services you can count on at a competitive price
An energized downtown; everybody's neighborhood
More and better jobs
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STRATEGIES & MEASURES
OF SUCCESS
STRONGER, SAFER NEIGHBORHOODS
| STRATEGIES: |
Implement neighborhood network.
Identify several key neighborhood projects throughout the
city and deliver on them.
Improve the code enforcement process.
Support and protect our neighborhoods in the heart of Knoxville.
Identify and focus on owner-occupied housing strategies.
Enhance and develop high quality greenways, trails, and
park systems.
Clear and redevelop problem properties.
Establish a program to implement traffic calming initiatives.
Improve the city's stormwater and flood control programs.
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| MEASURES OF SUCCESS: |
Improved citizen ratings of the neighborhoods as excellent
places to live.
Improved citizen ratings of city services in their neighborhood.
Increased percentage of code violations resolved within
established response times.
Increase housing starts and permits.
Improved traffic safety and reduced speeding violations
on local streets.
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CITY SERVICES YOU CAN COUNT ON AT A COMPETITIVE PRICE
| STRATEGIES: |
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Investment Plan
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Craft the city's investment plan (grants, operating budgets,
capital projects) to relate directly to one or more of the
KNOXVILLE WORKS! priorities.
Utilize the five-year budget forecast to implement programs
and projects within the limits of resource availability.
Implement performance-based contracting.
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Redesign the development review & permitting process
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Update development regulations.
Re-engineer the plans review and permitting process.
Engage the development community, and relevant non-city
entities.
Investigate the feasibility of a "One-Stop Shop"
location for development-related agencies.
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Make STRATEGIES the basis for everything the city does
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Share Knoxville Works! with City Council and other key
stakeholders.
Review Performance Measurements Quarterly.
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Engaged City Workforce
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Align human resource functions with priorities and performance
expectations.
- Develop HR support.
- Enhance training & professional
development opportunities.
- Reexamine and update administrative
rules.
Establish regular communications with employees throughout
the organization and solicit employee input on a regular basis.
Develop the future leaders of the organization.
Empower employees to resolve customer issues.
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Performance Management System
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Focus on key department performance measures.
Educate employees on priority results and performance expectations.
Include performance expectations within employee evaluations.
Partner with employees to identify ideas for service improvements
and cost savings.
Reform the employee performance goal-setting and review
process.
- Process should be proactive,
not reactive.
Fund a performance pay plan.
Include an "Internal Services" component to address
internal customer support and impact on direct customer service
delivery; i.e. - Fleet, Finance, etc.
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Knoxville - Knox County Cooperation
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Explore the creation of a joint investment plan.
Implement shared services plan.
Conduct discussions regarding potential merged services
efforts; prioritize and initiate specific actions based on
scales of economy and gains in efficiency.
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Customer Satisfaction
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Make customer satisfaction a primary focus of the organization.
Obtain citizen/customer feedback often and use it to improve
results.
Meet the customer's need at the first person of contact.
Set an ambitious target for overall citizen satisfaction
with city services.
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Technology
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Structure the city's technology investments to support
the city's priorities.
Expand e-government as a means to improve service and lower
costs.
Use the 3-1-1 system to help establish baseline for other
priorities.
Implement the new financial management system.
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Make pride in Knoxville a powerful force for results
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Gauge the current "sense of community" through
a citizen survey.
Engage civic, nonprofit and private organizations as partners
in delivering improved neighborhood services.
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| MEASURES OF SUCCESS: |
Improved citizen ratings of city services.
Increased percentage of 3-1-1 system requests handled as
promised.
Increased percentage in customer satisfaction with the
city's development review and permitting processes as per
customer feedback surveys.
Balanced five-year forecast for city revenues and expenditures.
Increased percentage of citizens rating their city services
as a good value.
Explore development of a benchmark index with peer localities.
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AN ENERGIZED DOWNTOWN; EVERYBODY'S NEIGHBORHOOD
| STRATEGIES: |
Adopt "action plan" for the downtown.
Strengthen performance metrics in contracts related to
convention center promotion and management.
Develop infrastructure to support downtown development.
Promote cultural diversity through special events and activities.
Redevelop World's Fair site's permanent assets.
Open movie theater by fall 2006.
Initiate South Waterfront development plan.
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| MEASURES OF SUCCESS: |
Increase in occupied downtown commercial and residential
space.
Increase in downtown's economic benefits to the entire
city (e.g. - change in net new city revenues generated by
the downtown).
Increase in sales tax recapture by downtown businesses.
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MORE AND BETTER JOBS!
| STRATEGIES: |
Develop detailed action plan for short term and long term
including education system.
Improve minority employment opportunities.
Set priorities with Chamber Partnership and Jobs Now program.
Pursue redevelopment & improvement strategy for I-275
Corridor and surrounding neighborhoods with strong linkages
to job creation.
Set specific goals on recruiting and retention
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| MEASURES OF SUCCESS: |
Increase in number of jobs (net) added in the city.
Increase in average wage rate.
Increase employment for minorities, women, and people with
special needs.
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