Strategic Plan

City of Plymouth Strategic Plan 2017-2022

GOAL I - QUALITY OF LIFE

OBJECTIVES

  1. Support the neighborhoods with high-quality customer service
  2. Engage in collaboration with private entities and surrounding municipalities to implement the Joint Recreation Master Plan
  3. Improve communication with the public across multiple platforms
  4. Maintain a high level of cleanliness throughout the City
  5. Support and host a diverse variety of events that foster community and placemaking

ONE YEAR TASKS 2020-21

  • Liquor/marijuana license review
  • Rooftop seating review
  • Adopt Downtown Development Authority (DDA) Master Plan and identify funding sources for implementation
  • Begin implementation of Kellogg Park Master Plan with fountain replacement
  • Establish format & requirements for public parks sponsorship
  • Resident education programs on zoning basics, ordinance change and update, services, and recycling
  • City web page - create city-wide F.A.Q. “Index” page and push out link
  • Increase social media presence – 1k new followers/subscribers/etc.
  • Review and evaluate City truck routes
  • Complete update to Special Events Policy

GOAL II - FINANCIAL STABILITY

OBJECTIVES

  1. Approve balanced budgets that maintain fiscal responsibility
  2. Advocate for increased revenue sharing with the State of Michigan
  3. Encourage and engage in partnerships, both public and private, to share costs of services and equipment
  4. Address the issue of legacy costs
  5. Seek out and implement efficient and effective inter-departmental collaboration
  6. Market our successes to attract new economic and investment opportunities

ONE YEAR TASKS 2020-21

  • Actively promote and participate in the 2020 census
  • Explore internal and external supplemental funding of legacy costs
  • Target revenue enhancements for large-scale capital projects, including grants and millage
  • Assist the Michigan Municipal League (MML) in facilitating and increasing support for state revenue sharing initiatives
  • Redesign Capital Improvement Plan and evaluate future funding process for Equipment Fund
  • Create a rate card for payment in lieu of paid parking
  • Develop financial plan for public safety model
  • Identify cost estimates, time frame and potential funding sources for central parking deck
  • Complete road bond sale – phase one

GOAL III - ECONOMIC VITALITY

OBJECTIVES

  1. Continue to support and improve active, vibrant downtown branding
  2. Support community and economic development projects and initiatives
  3. Support a mix of industrial, commercial and residential development
  4. Reference the Master Plan in economic decision-making

ONE YEAR TASKS 2020-21

  • Continued administration of development projects and proposals including Wilcox Mill, Saxton’s, Pulte, Starkweather School, Lumber Mart, and various residential builds
  • Branding – consistency across all communications (email, letterhead, agenda)
  • Provide annual process and risk-management training to all boards and commissions
  • Continue implementing Redevelopment Ready Community (RRC) plan to achieve certification
  • Develop list of transitional properties and utilize Michigan Economic Development Corporation (MEDC), Wayne County, others to market
  • Explore marketing partnerships (schools, Chamber, hotels, available publications etc.) 

GOAL IV - SERVICE AND INFRASTRUCTURE

OBJECTIVES

  1. Support administration and staff by providing professional development opportunities, supplying resources, and maintaining a commitment to recruitment, retention and succession planning
  2. Support and deliver safe and responsive emergency services
  3. Maintain a sophisticated and responsive technology to communicate and manage data
  4. Continually record, maintain, update, and improve City infrastructure

ONE YEAR TASKS 2020-21

  • Administration to make parking recommendation to City Commission by end of first quarter
  • Implement updates to parking system according to direction given by City Commission
  • Actively engage employees for further career development for succession planning with special focus on the depth of Cultural Center staffing
  • Continue Asset Management Plan
  • Review Insurance Services Office (ISO) Report and International City/County Management Association (ICMA) Study & begin meeting to discuss viable options for the future delivery of emergency services
  • Approve third version of agreement on sanitary sewer with Western Township Utilities Authority (WTUA) based on delay by Wayne County
  • Develop multi-modal transportation policy to City Commission
  • Implement 2020 street repairs
  • Restore Commercial Motor Vehicle (CMV) enforcement 
  • Continue geographic information system (GIS) mapping of the City
  • Define process/educate citizenry/pursue adoption/Implement form-based codes