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Strategic Plan 2016-2018
Strategic Plan Updates
January 9, 2017 - Strategic Plan Update #1
July 10, 2017 - Strategic Plan Update #2
February 12, 2018 - Strategic Plan Update #3
The Village Board updated its Strategic Plan for 2016-2018, officially establishing its goals for the next several years. The Village Board engaged in a strategic planning process during three sessions facilitated by Northern Illinois University Center for Governmental Studies in April 2016.
The planning process included an assessment of the environment within which the Village operates, with an examination of the Village’s internal and external challenges. Among the identified challenges for the Village are state issues (state budget, unfunded mandates), local economic development efforts, ComEd’s proposed West Central Reliability Project, citizen engagement, infrastructure replacement and improvement, and fiscal sustainability. The full Strategic Plan and Summary Report as presented to the Village Board by the Northern Illinois University Center for Governmental Studies, including the strategic initiative action plans, is available for download (PDF).
The Village Board had previously adopted a strategic plan for 2014-2016. The updated plan includes a refresh of past goals as well as new strategic initiatives. The 2016-2018 strategic plan spells out the four strategic priorities, (the highest priority issues for the next three years); a series of key outcome indicators (describing desired outcomes and success measures); and a list of strategic initiatives defining the actions that will be taken to ensure successful effort.
Snapshot: Strategic Plan
The four identified strategic priorities for 2016-2018 are financial sustainability, effective governance, infrastructure, and economic development.
Strategic Priority |
Desired Outcome |
Key Outcome Indicator |
Target |
Strategic Initiatives |
---|---|---|---|---|
Financial Sustainability FINANCE |
Increased General Fund reserves |
Year-end fund balance |
Increase General Fund revenues to at least 35% |
|
Maintain capital project revenues |
Capital project revenues (existing and new) |
Fully fund identified 5 year capital improvement plan |
||
Sustainable General Fund operating costs |
General Fund Expenses |
Limit to an average annual increase of 2% |
Strategic Priority |
Desired Outcome |
Key Outcome Indicator |
Target |
Strategic Initiatives |
---|---|---|---|---|
Effective Governance LEADERSHIP |
Increased citizen engagement | - Village-sponsored events attendance - Feedback from residents & businesses |
- _% people report feeling engaged - Four new methods for outreach responsive to citizen needs |
|
Improved Board decision making |
Board and senior staff engagement assessment results |
_%Board indicate they are adequately prepared |
||
Capable and well-trained staff |
Internal promotional hiring rate |
100% supervisor and management positions filled internally |
||
Respectful relationship with Board members |
Board satisfaction assessment results |
100% of Board members satisfied that relationships are respectful |
Strategic Priority |
Desired Outcome |
Key Outcome Indicator |
Target | Strategic Initiatives |
---|---|---|---|---|
Infrastructure OPERATIONS |
All local streets are rated good or excellent condition |
Pavement condition analysis |
- Poor condition streets eliminated by 2017 - _% reduction in fair condition streets |
|
Fully compliant water and wastewater infrastructure systems |
- Testing and compliance results - Water and wastewater implementation schedule results |
Wastewater facility master plan and water main replacement program meets 2020 deadline |
||
Complete understanding of capital needs |
Feedback from Board members |
100% of Board members indicate complete understanding |
Strategic Priority |
Desired Outcome |
Key Outcome Indicator |
Target | Strategic Initiatives |
---|---|---|---|---|
Economic Development GROWTH |
Increased developable property inventory |
Developable property inventory |
- 1 existing property added - 2 new properties added |
|
Expanded and diversified tax base |
- EAV - Sales tax revenues - HM/EET revenues |
Annual increase of $_ (measured against base) - each category |
||
Enhanced working relationship- existing and new businesses |
- Feedback from businesses - Turnover and expansion rate |
- _% say Roselle is a good place to operate - _% willing to expand |