CITY OF
5-YEAR STRATEGIC PLAN
Beginning July
1, 2005
Ending June
30, 2010
DAN NEWELL
City Manager
(775)-463-3511
Fax
(775)-463-2284
www.yerington.net
CITY OF
5-YEAR STRATEGIC PLAN
(775)-463-3511
Fax
(775)-463-2284
www.yerington.net
Plan Number
The following information has been assembled to
describe the five-year strategic plan for the City of
The City of
·
Provide
and plan for stable and controlled economic development within the city
·
Controlled
growth of the community and preservation of quality of life
·
Emergency
preparedness to mitigate emergencies in the city
·
Construction
standards and inspections that ensure all buildings are built with life safety in
mind and aesthetically suitable for the community
·
A
cost effective water distribution system
·
A
continuous supply of top-quality drinking water
·
A
sanitary sewer collection and treatment system
·
An
airport that can accommodate up to medium sized business class jets
·
First-class
streets and;
·
Park
and recreation areas for people to relax, enjoy the
outdoors and spend quality time with their families.
The City of
CITY
OF
Broadly defined, the City of
We value, respect, appreciate, support and
encourage input from each tax-paying citizen in our city and we strive to be
acknowledged by them as “leader” in the operations and management of city
government. Our employees remain committed to serving
the public, being proactive and retaining the mind-set “What can I do for you?”
We
achieve this by:
§
Supporting
all community-based programs such as those developed by the Mayor’s Task Force
and Chamber of Commerce.
§
Offering
high quality low-cost service to our customers.
§
Providing
an open forum for all questions, comments and suggestions.
§
Facilitating
the use of technology, specifically electronic and communication technology, to
reduce expenses, thereby keeping taxes at a minimum.
§
Maintaining
a high level of training and be ready to provide support anytime, anywhere or
anyplace.
§
Capitalizing
on the talents of our employees to provide a cross-trained workforce.
§
Identifying
root causes of problems and correct them when they are small.
§
Continuing
to reduce costs while providing maximum productivity and efficiency.
§
Remaining
focused on maintaining the mind-set “how may I help you?”
§
Maintain
a superior attitude and strive to get notes from customers telling us how well
they were treated.
§
Learning
to accept “Change” and be able to recognize that change is a good thing for the growth opportunities
it brings…i.e., e-Business, technology, materials, construction methods, etc.
§
Remaining
respected, responsive and reliable.
§
Looking
to the future, not to the past.
§
Most
of all; Always looking at the “Big Picture”
OVERVIEW
Yerington is identified as a component of Rural
America and the local economy is based largely on agriculture. The crime rate remains low and is an
excellent location to live and raise children.
While growth is necessary, the city must remain vigilant and proactive
in the future to ensure the quality of life does not change too quickly or too
much and the growth remains reasonable.
Industrial development is an issue that needs a great deal of
attention. The local economy needs jobs
and is one of the top priorities for the next five-years.
For a number of years, Yerington has been
growing at a rate of 2.0% per year or less. The growth
rate as of July 2005 is, as yet, undetermined as a percentage but certainly on
the increase. The
number of new housing starts in FY 04-05 was twenty-one as compared to an
average of four per year during the previous eight years. A number of subdivisions are in the planning
stage and several have had a final map approved. Construction has begun on two subdivisions
with approximately 365 total parcels planned.
During late 2004 and early 2005, the city annexed an additional 3,964
acres of contiguous property which will allow the city council the opportunity
to control the future growth around the city.
The average age for current city employees is
45.2 for Administration (City Hall), 36.9 for the Police Department, 51.3 for
Public Works for a city wide average of 44.7 years old. The city workforce is composed of employees
with differing knowledge and skill levels.
My strategy as City Manager is to capitalize more on the expertise each
individual has to offer and cross-train everyone to enhance the operation of
the city.
As with anything else, numerous areas in the
City are still in need of improvement and will be required in the coming
years. Five years from now, many of the
following planned improvement goals will be complete which, of course, will
make Yerington an even better place to live.
Note:
The following goals are not listed in the order of importance and
will be prioritized once approved.
SUMMARY
Prior to
implementation of these goals, a complete detailed list of objectives will be
developed for each goal. When these goals
are complete, the infrastructure of the city will be more stable and
water/sewer revenue will increase significantly. While it may not be economically achievable
to complete all of them in five years, at a minimum, project planning and/or
feasibility can be established.
These new ventures
will require a great deal of time, training and money to implement. My job as City Manager is to work with
department heads to keep the cost as low as possible and provide the City Council
with accurate data, which will enable them to make meaningful decisions for the
city’s future.