2011-2017 Serving Our Community Making a Difference · Serving Our Community| Making A Difference 2 Corporate Strategic Plan 2011-2017 Table of Contents 1. MESSAGE FROM THE CITY MANAGER

Serving Our Community Making a Difference

Corporate Strategic Plan 2011-2017

Serving Our Community| Making A Difference 2


Table of Contents

1. MESSAGE FROM THE CITY MANAGER ...................................................................................................................................... 3

2. MISSION/VISION .................................................................................................................................................................... 4

3. HISTORY ................................................................................................................................................................................. 7

4. THE WAY WE WORK TOGETHER IS . . . ..................................................................................................................................... 9

5. CORPORATE ALIGNMENT AND LINKAGES .............................................................................................................................. 10

LINKAGES: ALIGNING CORPORATE PLANS ........................................................................................................................................ 10

6. CORPORATE STRATEGIC MAP ................................................................................................................................................ 11

City Council Strategic Priorities ............................................................................................................................................. 13

SENIOR MANAGEMENT TEAM FOCUS AREAS: ................................................................................................................................... 15

7. APPENDIX A – Senior Management Team Focus Areas .......................................................................................................... 17

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1. MESSAGE FROM THE CITY MANAGER

I am pleased to introduce the City of Lethbridge Corporate Strategic Plan (2011–2017). Guiding an organization as large and complex as the City of Lethbridge takes thoughtfulness and deliberate effort. In conjunction with my Senior Management Team, time was set aside to reflect on past successes, forecast ahead to predict challenges we will face, and confirm the core activities and pillars that ground us in our everyday work. The purpose of this plan is to provide a roadmap for success and the framework for what we intend to accomplish. It prioritizes corporate objectives and the alignment necessary to meet City Council and community objectives. It is intended to be a guiding document to bring focus to the initiatives that we undertake corporately. This plan informs and provides alignment for all 2012–2014 business plans. This plan is shaped by:

A community vision, established by the Integrated Community Sustainability Plan/Municipal Development Plan

The strategic priorities of the current City Council

Our corporate mission, vision and pillars

I am proud of the work our employees undertake on a daily basis to foster a culture of public service. Our staff are dedicated to serving the community and committed to doing so while earning our citizens’ trust, respect and confidence. My greatest reward is to be told that our employees have won the hearts of our community by going the extra mile to make a difference in someone’s life. I look forward to continue collaboratively creating those differences to ensure Lethbridge is a great place to live, work and play.

Garth Sherwin, C.A. City Manager

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2. MISSION/VISION

MISSION STATEMENT

OUR MISSION is to foster a culture of public service that earns the trust, respect and confidence of the community.

VISION STATEMENT

OUR VISION is to engage our employees to win the hearts of our community and to make a difference every day.

In order to achieve the vision that we have established, we intend to focus on the following areas:

Develop and maintain strong relationships

Open up City Hall

Maintain a solid financial position for the future

Position the organization for future success

Attend to the culture of public service

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CORPORATE PILLARS

OUR CORPORATE PILLARS are our shared beliefs, behaviors and attitudes that guide employees in the delivery of services to our

community.

TRUST AND INTEGRITY:

We are honest, forthright and keep our promises

CUSTOMER FOCUSED:

We know who our customers and key stakeholders are

We listen to and seek to understand our customers’ needs and expectations

We have defined service levels

We focus on solutions for our customers

We have a “can do” attitude

We work as a team across departments to serve customers (we are seen by our customers as one organization, The City)

SOLUTIONS ORIENTED:

We strive to look beyond “why we can’t” to “how we can”, using a “can do” attitude, applying collaborative and creative approaches to finding solutions

We know the results we are trying to achieve

We can monitor and report our results

We use information to support our recommendations and Council’s decision-making

We track data over time to monitor trends and seek improvement

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FINANCIALLY ACCOUNTABLE:

We can demonstrate and report on our financial performance

We can justify our budget requests

We can measure efficiency

We can demonstrate cost-benefit

We are fiscally responsible with the community’s dollars, ensuring we manage our assets with a long-term view

ENVIRONMENTAL RESPONSIBILITY:

We will conduct our work in a manner that values, protects and enhances our natural assets (air, land, water and natural features) for future generations

We consider our impact on the environment, both positive and negative, in our approach to our business

We take responsibility to learn from the community and to ensure that these matters are considered in our decisions. `

SUPPORTIVE AND CARING:

Our employees are the most important resource

We provide a safe workplace

We ensure they have the training, tools and technology to do the best job possible

We connect their role to the outcomes and strategies of their business unit and the organization

We seek their input on solutions and improvements

We provide feedback on their performance

We care about the health and well-being of employees

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3. HISTORY

From 1907 to 1927, civic leadership was provided by a combination of elected and appointed officials. In 1928, the City of Lethbridge adopted the City Manager form of government. This model of civic administration is still in place today. Over the years, the City faced many challenges: • In the 20’s and 30’s, the challenges were World War I, economic depression and minimal community growth • In the 40’s and 50’s, the City experienced unprecedented expansion and growth • In the 60’s and 70’s, the City experienced organizational growth in response to community expansion • In the 80’s, provincial funding programs fuelled significant investments in community infrastructure • In the 90’s, we changed the way we do business in response to financial pressure • In the 2000’s, we faced the concurrent challenges of extraordinary growth in infrastructure and population and the necessity to

catch up from the contraction of the 90’s

CITY MANAGER HISTORY:

1928-1949 J.T. Watson 1973-1976 A.W. Findlay

1949-1964 A.L.H. Somerville 1976-1981 R.W. Holfeld

1964-1968 H.G. McKittrick 1981-1991 R.M. Bartlett

1968-1970 T.L. Ferguson 1991-2008 R.B. Horrocks

1970-1973 T.R. Nutting 2008-Present G.H. Sherwin

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SENIOR MANAGEMENT TEAM: Garth Sherwin, City Manager

Doug Hudson, City Solicitor

Kathy Hopkins, Director of the City Manager’s Office

Corey Wight, Director of Corporate Services

Jeff Greene, Director of Planning & Development

Doug Hawkins, Director of Infrastructure Services

Bary Beck, Director of Community Services

CITY

MANAGER

SENIOR MANAGEMENT

TEAM

COMMUNITY

SERVICES

CORPORATE

SERVICES

INFRASTRUCTURE

SERVICES

PLANNING AND

DEVELOPMENT

SERVICES

CITY MANAGER'S OFFICE

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4. THE WAY WE WORK TOGETHER IS . . .

RELATIONSHIPS: CORPORATE STRATEGIC PLAN LINKS OBJECTIVES OF KEY STAKEHOLDERS

The Corporate Strategic Plan is informed by inputs and collaboration between a number of key stakeholders. Input from City Council and citizens, business unit managers and employees inform the development of the plan. The following diagram identifies the relationship shared by these stakeholders.

Corporate Strategic

Plan

City Manager / Senior Mgmt.

Team Community

Citizen Engagement

Strategic Priorities and

Policy Direction

Leadership, Strategies and Employee Involvement

Services, Results and Customer Engagement

Business Unit Managers and

Employees

City Council

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5. CORPORATE ALIGNMENT AND LINKAGES

LINKAGES: ALIGNING CORPORATE PLANS

The City of Lethbridge is committed to delivering high quality services to the citizens of Lethbridge. A number of plans guide the investment in service delivery. The following diagram describes the linkages between these plans.

Integrated Community Sustainability Plan/ Municipal Development Plan

Created in consultation with the community, guides long-term community development

Corporate Strategic Plan

Identifies strategic objectives and creates a framework by integrating Council and Corporate priorities

Business Unit Plans Financial Plans Three year operational objectives and resources supporting service delivery

Three-year Operating Budget and Ten-year Capital Improvement Program

Annual and Periodic Reports

Report progress towards achievement of objectives identified within the plan to citizens and City Council

City Council Strategic Priorities

Strategic objectives of City Council

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6. CORPORATE STRATEGIC MAP

STRATEGY MAP SUPPORTING OUR PURPOSE

This strategy map summarizes the integration of legislative, council and corporate strategies.

Co

un

cil

Pri

ori

ties

Co

re

Act

ivit

ies

Sen

ior

Man

agem

ent

Team

Fo

cus

Are

as

Co

rpo

rate

P

illar

s

Develop & Maintain

Strong Relationships

Open up City Hall

Position the Organization

for Future Success

Attend to the Culture of Public Service

Maintain a Solid Financial Position for the Future

Governance Infrastructure Management

Delivery of Services

Solutions Oriented

Financially Accountable

Supportive and Caring

Customer Focused

Trust and Integrity

Environmental Responsibility

Open & Effective Government

Financial Responsibility

Environment Intergovernmental Relations

Priorities with ICSP\MDP

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Integrated Community Sustainability Plan/Municipal Development Plan (ICSP/MDP)

Created in consultation with the community, guides long-term community development

The Integrated Community Sustainability Plan /Municipal Development Plan (ICSP/MDP) is a comprehensive planning document that provides a framework for City Council and the community to address changes over the next 40 years. The Plan is based on a consensus surrounding the social, cultural, economic, built and natural environment, and governance dimensions of sustainability. It is within this framework that the hopes and ideas of Lethbridge’s residents have become the basis of the policies within the Plan, resulting in a document that strategically addresses the community’s immediate needs while at the same time developing long-term goals for guiding future development of services and the provision of infrastructure. In summary, this document is the embodiment of the community’s vision for the future of our city. The policies are grouped into the following areas:

A Prosperous City

A Healthy and Diverse City

A Culturally Vibrant City

A Well-Designed City

An Environmentally Responsible City

A City that Supports the Region

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CITY COUNCIL PRIORITY 1: OPEN & EFFECTIVE GOVERNMENT

Ensure municipal government processes are open and accessible:

Encourage public engagement

Improve communications and share information with the public in a manner consistent with their needs

Improve how we communicate with community and business leaders to engage and gain understanding of the issues facing our community

Improve how we communicate the policies and actions of Council

Deliver the highest possible level of service to our citizens in a manner that endeavours to meet their needs and requirements.

CITY COUNCIL PRIORITY 2: FINANCIAL RESPONSIBILITY

Develop a three year operating budget and a ten year Capital Improvement Program that demonstrate fiscal responsibility:

Recognizing the impact on levels of service

Recognizing social and economic impact

City Council Strategic Priorities

Strategic objectives of City Council

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CITY COUNCIL PRIORITY 3: ENVIRONMENT

Ensure that Lethbridge is a leader in environmental stewardship

Encourage the community to contain and reduce our impact on the environment

CITY COUNCIL PRIORITY 4: INTERGOVERNMENTAL RELATIONS

Foster cooperation among governments

Ensure that other governments are aware of the City’s priorities and the implications their decisions will have on Lethbridge

Ensure that the City is aware of the priorities of other governments and the impact the City’s decisions have on them

CITY COUNCIL PRIORITY 5: PRIORITIES WITH INTEGRATED COMMUNITY SUSTAINABILITY PLAN\MUNICIPAL DEVELOPMENT PLAN

Initiate action on Council’s priorities within the Integrated Community Sustainability Plan\Municipal Development Plan (ICSP\MDP)

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Corporate Strategic Plan

Identifies strategic objectives and creates a framework by integrating Council and Corporate priorities

SENIOR MANAGEMENT TEAM FOCUS AREAS:

SENIOR MANAGEMENT TEAM FOCUS AREA 1: DEVELOP AND MAINTAIN STRONG RELATIONSHIPS

Having a strong community and working together helps us be more responsive to proactively address issues.

Our primary objective is to build a strong community; one that has the capacity to solve difficult issues through shared understanding. Strong community relationships will increase our ability to be alive to issues early, allowing open communication and accelerate our ability to proactively address issues. Through increasing our visibility in the community, we will seek to listen and understand. This will increase our credibility and in turn earn the trust and respect of our partners.

SENIOR MANAGEMENT TEAM FOCUS AREA 2: OPEN UP CITY HALL

This isn’t just about City Hall, it’s about all of our processes. It’s for our customers, for our community and for our employees.

The primary objective is to make City Hall and its processes easy to navigate, both electronically and in person. Customers want increased convenience and customer service. Access to information is key, both giving and receiving information. Providing opportunities for citizens to be engaged will increase their confidence in the City. Leveraging our investment in technology allows for future service delivery opportunities that will lead to increased efficiencies. Utilizing social technology and opening up our data will improve our ability to deliver services.

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SENIOR MANAGEMENT TEAM FOCUS AREA 3: POSITION THE ORGANIZATION FOR FUTURE SUCCESS

We want to be able to make better decisions and potentially reduce costs by being proactive rather than reactive.

The long term success of the organization is dependent on our ability to be nimble and responsive. This means keeping our “antennas up”. This assists us in taking the appropriate steps at the appropriate times. It is about managing change easily because we are prepared. If we are prepared, we will be able to react and coordinate our efforts for maximum results. We are committed to the continuous improvement of service delivery. We ensure that services are delivered efficiently and effectively and improvement areas are identified. We continue to optimize service delivery by setting priorities and making choices.

SENIOR MANAGEMENT TEAM FOCUS AREA 4: ATTEND TO THE CULTURE OF PUBLIC SERVICE

We operate in the spirit of customer services. This serves to earn the trust, respect and confidence of the community.

Our culture is the long-term strategy, ensuring the continuity of business and service. The “Lethbridge way” is about relationships and how we approach getting things done. We need to look at public service from a collaborative approach and enable staff to make a difference every day. If we shift the conversation and approach our work from a corporate perspective we will build a strong service culture. People want to work on a winning team; let’s make sure they are able to deliver and attend to great customer service.

SENIOR MANAGEMENT TEAM FOCUS AREA 5: MAINTAIN A SOLID FINANCIAL POSITION FOR THE FUTURE

Sound financial policies create stability now and for the future. It is the essence of good government.

A solid financial foundation creates stability in and for our community. It creates flexibility to allow for the focus on the aspirations of the community. Our solid financial foundation allows us the ability to “weather storms”, manage unforeseen economic events and position the community for prosperity, growth and stability. It allows us to live within our means and align our costs with the community’s willingness to pay. We consider the full lifecycle costs of providing infrastructure. We prioritize maintaining our existing infrastructure over building new infrastructure.

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7. APPENDIX A – Senior Management Team Focus Areas

The tables on the following pages identify the actions of the Senior Management Team and the City Manager’s Office, and links the Strategic Initiatives and Opportunities identified in the business unit business plans to the Senior Management Team’s focus areas.

Senior Management Team Focus Area 1: DEVELOP & MAINTAIN STRONG RELATIONSHIPS

Senior Management Team Strategic Commitment

Senior Management Team and CMO Actions & Initiatives Business Unit Bold Steps

1.1 Provide accurate and timely information to City Council to allow them to make informed decisions.

Monitor Council’s satisfaction with the quality of information.

Seek opportunities for improvement.

Provide training to support report writing and council presentations.

Research best practices on presenting information.

City Clerk’s Office

Community Asset Management Program

Electric Utility

Financial Services

Fire & Emergency Services

1

2

1

4

1

1.2 Assist City Council in translating their goals and objectives into actions.

Provide direct management support to City Council committees and initiatives.


4

1.3 Review relationships with key community stakeholders to ensure the relationships are maintained or enhanced.

Seek opportunities to expand the network of key stakeholders.

Dialogue with our labour unions.

Public Safety Communications Centre

Urban Construction

Planning and Development

4

3,1

1,3

1.4 Engage with other levels of government to ensure sustainable relationships are maintained.

Develop a coordinated administrative framework for grants to ensure/maintain strong relationships with our funders.

Research opportunities for cooperation and collaboration in the region.



Water Utility

3

4

2

1.5 Host and attend opportunities for dialogue with the community.

Create or take advantage of opportunities for dialogue with the community.

Attend public functions.

Seek a level of shared understanding through listening to perspectives and diffusing misunderstandings.

Parks

Transportation

Utility Services


5

1

1

1

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Senior Management Team Focus Area 1: Develop & Maintain Strong Relationships (Cont’d)



1.6 Scan and monitor the overall pulse of our community that impacts the things we do and the services that we provide.

Follow up on Ipsos Reid data to identify key opportunities for improvement.

Electric Utility

Parks

Transportation

Utility Services

1, 4

5

1

1

1.7 Enhance relationships between business units throughout the organization.

Seek a level of shared understanding through listening to perspectives and diffusing misunderstandings.

Seek and facilitate opportunities for cross functional dialogue and projects throughout the organization.

Host regular business unit meetings.

Fleet Services

Financial Services


8

3,4,5

2

1.8 Enhance organizational capacity through the development of partnerships.

Research and review potential private public partnerships to Lethbridge.

Seek opportunities for strategic alliances with municipalities that share common interests.

Recreation and Culture Community and Social Development Planning and Development

2 1,2 4

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Senior Management Team Focus Area 2: Open Up City Hall



2.1 Commitment to provide accurate and timely information to the community.

Proactively develop information that is easily understood.

Proactively communicate projects to assess community impact.


Community and Social Development

Electric Utility

Financial Services

Lethbridge Transit

Parks


Real Estate and Land Development

Recreation and Culture

Regulatory Services

Transportation

Waste & Recycling Services

Wastewater Utility and Stormwater

2

4

1

4

2

1

1

3

5

4

1

2

3

2.2 Explore service delivery options when opportunities present themselves.

Encourage innovation in service delivery. Recreation and Culture

Regulatory Services

Transportation

Utility Services

Waste & Recycling

4

2

5

2, 4

3

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Senior Management Team Focus Area 2: Open Up City Hall (Cont’d)


Senior Management Team and CMO Actions & Initiatives Business Unit Bold Step

2.3 Leverage our investment in technology to explore future opportunities for service delivery.

Leverage the potential of the internet to provide direct contact with the community for information and services.

Use the intranet to reinforce corporate pillars.

Explore opportunities to provide open source data to the community.

Cemeteries


City Solicitor’s Office Community Asset Management Program

ENMAX Centre

Financial Services

Fleet Services

Information Technology

Integrated Risk Management

Public Safety Communications Centre Transportation

Utility Services

6

1

2

1,3

5

2

4

2,5

3

1

1,3

4

2.4 Engage the talent in our community to help us deliver service.

Evaluate the applicability of applied studies program at the University of Lethbridge.

Continue to support our partnerships with community organizations to deliver services

Utilize apprenticeship for skilled trades


Helen Schuler Nature Centre

Parks


2

2

1

2

2.5 Demonstrate accountability through timely and accurate reporting of corporate performance.

Support the development of performance measures by business units.

Provide a forum for business units to report results to the Senior Management Team.

Provide timely and accurate reports to the community.

Financial Services

Lethbridge Transit


4

1

1

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Senior Management Team Focus Area 3: Position the Organization for Future Success



3.1 Conduct environmental scans so we can leverage opportunities.

To regularly gather and distribute a consolidated environmental scan of our community, including economic forecasts, demographic data, growth data, and community surveys.

Monitor legislative and regulatory changes at Federal and Provincial governments.

Facility Services



Regulatory Services

4

3,5

5,1

1, 3, 4, 5

3.2 Identify high priority long range plans, determine our capacity and coordinate our efforts for maximum results.

Develop an implementation plan for City Council priorities within the ICSP/MDP.

Engage the community in our long-term planning processes.



Electric Utility

Facility Services

Financial Services


Information Management

Lethbridge Transit




Parks



1

2

2, 3

1

4

2

1, 3

5

1, 5

3, 4

2, 3, 4

5

4

4

3.3 Maintain and enhance the City’s position and interests in a regional context.

Participate in and lead regional activities (IMDP, Airport, Highway 3 development, South Saskatchewan Regional Plan, Regional Landfill, CANAMEX Corridor, regional servicing, landfill, various master plans).


Transportation

4

3

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Senior Management Team Focus Area 3: Position the Organization for Future Success (Cont’d)



3.4 Be proactive in reducing and managing our organizational impacts on the environment.

Provide corporate direction with respect to energy efficiency and waste reduction initiatives within City operations.

Develop greater understanding of the natural environment in the Lethbridge area.

Facility Services

Parks

Transportation


Electric

Water


4

3

5

1, 3, 4, 5

4

4

4

3.5 Proactively understand grants so we can leverage opportunities.

Develop a coordinated administrative framework for grants to ensure/maintain strong relationships with our funders.

Helen Schuler Nature Centre 4

3.6 Pay attention to succession planning. Provide opportunities for personal growth at the Senior Manager level.

Provide coaching and mentoring to develop leadership capacity.

Manage retirement transitions of the senior management team.

Attend to the potential changes on the senior management team.

Cemeteries

City Solicitor’s Office


Fleet Services




3

1

3

3

2

3

3

3.7 Attract and retain outstanding public servants. Develop and support corporate recruitment and staff retention programs and practices

Focus recruitment efforts at Lethbridge College and the University of Lethbridge in an attempt to identify and attract the next generation of public servants

Monitor our position with regards to providing competitive wages and benefits

Provide opportunities for challenging and rewarding work



Cemeteries

4

1

3

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Senior Management Team Focus Area 3: Position the Organization for Future Success (Cont’d)



3.8 Continuous improvement of service delivery. Continue to lead business planning.

Develop a framework for monitoring performance reporting at an organizational level.

Cemeteries




Electric Utility

ENMAX Centre

Facility Services

Financial Services




Infrastructure Services


Lethbridge Transit



Transportation

Utility Services

5

3, 4, 5

5

1, 2, 4

3

3

4

4

3

1

3, 4, 5

2

1, 3, 4

1

2

1

4

3

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Senior Management Team Focus Area 4: Attend to the Culture of Public Service



4.1 Seek opportunities to improve customer service.

Research and review single point of entry systems such as 311 to ensure easy navigation of City Hall and its services.



ENMAX Centre

Facility Services

Financial Services





Utility Services



1

5

3

2

2

1

1

1

3, 4

4

2, 3

3

4.2 Attend to monitoring customer satisfaction. Continue to conduct a community satisfaction survey every three years.

Support business units by developing protocols for further understanding customer needs and expectations.

Encourage community dialogue by supporting business units in public outreach.

Develop a public outreach toolkit.

Seek to discover opportunities for public outreach in projects, services, planning, and problem solving.

Facility Services

Fleet Services



Utility Services


4

4

4

2

1

3

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Senior Management Team Focus Area 4: Attend to the Culture of Public Service (Cont’d)



4.3 Ensure the continuity of business and service through the transfer of knowledge, culture and relationships.

Engage employees in a discussion on the culture of public service.


Fleet Services

Lethbridge Transit

City Solicitor’s Office




Transportation

1

3,6

4

1, 2

3

1,2, 3

1, 2

2

4.4 To work across departments to serve the public.

Take a cross functional approach to all projects.

Explore opportunities for job secondment within the city.

Fleet Services Financial Services

8 4

4.5 Seek leading edge human resource practices and allow talented people to reach their potential.

Encourage professional affiliations.

Promote cross functional opportunities to provide breadth of experience.

Support coaching and mentoring.

Provide adequate feedback for growth

Give structure to work planning that supports individual and team success.

Participate in employee orientations


ENMAX Centre


Fleet Services


Parks


Facility Services

Lethbridge Transit


Urban Construction

Regulatory Services

Transportation

3

2

3

3,5, 8

1

2

3

1

4

2, 3

2, 3

3

2

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Senior Management Team Focus Area 5: Maintain a Solid Financial Position for the Future



5.1 Balance service levels with affordability. Encourage business units to define service levels and associated costs.

Encourage internal service agreements.

ENMAX Centre


Fleet Services





Regulatory Services

Urban Construction


1

1

5

1

5

5

4

2

3

5

5.2 Monitor where we grow and how we grow; evaluating the fiscal net benefit of different types of growth.

Review the City’s growth model.

Establish master servicing plans.

Cemeteries

Electric Utility



4

2

1

4

5.3 Seek out additional revenue opportunities. Continue to maximize grants. Cemeteries

ENMAX Centre



Parks


Real Estate and Land Development Recreation and Culture

4

1

3

4

1

5

3, 4

3

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Senior Management Team Focus Area 5: Maintain a Solid Financial Position for the Future (Cont’d)



5.4 Be accountable for the efficiency of providing services and infrastructure.

Monitor and report the cost of providing services.


ENMAX Centre

Facility Services

Financial Services


Fleet Services




Regulatory Services

Transportation

Utility Services

Fleet Services

1

1

2

3

1

7

1

2

6

4

4

2

5

5.5 Increase the capacity and capability of our business unit managers by improving financial understanding and management.

Improve our internal financial information through our technology.

Increase financial reporting rigor through regular conversations and report-outs with business unit managers.

Financial Services 1

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Senior Management Team Focus Area 5: Maintain a Solid Financial Position for the Future (Cont’d)



5.6 Manage physical assets throughout their lifecycle.

Embed asset management best practices into our corporate culture.

Provide tools, reports and processes to business units to effectively manage their assets.

Complete the development of information systems to support strategic asset management.

Cemeteries




Electric Utility

ENMAX Centre

Facility Services

Financial Services




Infrastructure Services


Lethbridge Transit



Transportation

Utility Services

5

3, 4, 5

5

1, 2, 4

3

3

4

4

3

1

3, 4, 5

2

1, 3, 4

1

2

1

4

3

Documents

2011-2017 Serving Our Community Making a Difference · Serving Our Community| Making A Difference 2 Corporate Strategic Plan 2011-2017 Table of Contents 1. MESSAGE FROM THE CITY MANAGER