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Strategic Plan 2018-2021
Strategic Plan Updates
Strategic Plan Update #1 - April 8, 2019
Strategic Plan Update #2 - March 8, 2020
The Village Board updated its Strategic Plan for 2018-2021, officially establishing its goals for the next several years. The Village Board engaged in a strategic planning process during sessions facilitated by Northern Illinois University Center for Governmental Studies between March and June 2018.
The planning effort began with an examination of the previous strategic plan and the progress made to achieve the objectives of that plan. This was followed by an evaluation of the current operating environment, which was supported by a questionnaire. The group considered the progress that had been made, changes in the environment and established a set of priorities for the FY 2018‐2021 performance period. Based upon those priorities, the Village’s senior staff met in May 2018 and developed a set of strategic initiatives. The strategic priorities, key outcome indicators, and strategic initiatives are summarized in the tables below. 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 strategic plans for 2014-2016 and 2016-2018. This updated plan includes a refresh of past goals as well as new strategic initiatives. The 2018-2021 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 2018-2021 are fiscal sustainability, economic development, community engagement, and operational readiness.
Strategic Priority |
Desired Outcome |
Key Outcome Indicator |
Target |
Strategic Initiatives |
---|---|---|---|---|
FISCAL SUSTAINABILITY |
Adequate General Fund reserves |
Year-end fund balance |
Maintain at least 35% reserves |
|
Sufficient capital project funding |
Capital project revenues/expenses |
Fully fund 5-year Capital Improvement Program |
||
Sustainable municipal operations |
Operations fund expenditures |
Balanced budget while maintaining operations funds reserve targets |
Strategic Priority |
Desired Outcome |
Key Outcome Indicator |
Target |
Strategic Initiatives |
---|---|---|---|---|
ECONOMIC DEVELOPMENT |
Strong diverse tax base |
Sales tax, EAV, and fees |
- $ / % General Fund revenue - $ / % Sales tax increase - $ / % EAV increase |
|
Positive working relationship with business community |
Feedback from business owners |
_% report positive relationship |
||
East Irving Park Road corridor developed |
- Project approval - Square feet added - Sales tax and EAV |
_% Square foot increase by 2021 $ / % Sales tax and EAV increase by 2021 |
Strategic Priority |
Desired Outcome |
Key Outcome Indicator |
Target | Strategic Initiatives |
---|---|---|---|---|
COMMUNITY ENGAGEMENT |
Robust community participation |
- Special event attendance - Other group involvement |
_ % increased attendance _ % increase in volunteers |
|
Shared vision for Roselle |
Progress toward developing a community-wide shared vision |
Adoption of a community-wide shared vision |
||
Vibrant civic engagement |
- New ideas learned - Groups engaged - Social media metrics |
- New relationships increase _ % via civic engagement - _% increase of in-person and social media comments, feedback from collaborators |
Strategic Priority |
Desired Outcome |
Key Outcome Indicator |
Target | Strategic Initiatives |
---|---|---|---|---|
OPERATIONAL READINESS |
Well trained and engaged work force |
- Employee satisfaction score - Job performance evaluation ratings - Employee tenure and turnover rate |
- All employees "meet or exceed" job performance expectations - Improve employee satisfaction rate by _% - Maintain _% or less turnover |
|
An operation that meets service demands |
- Budgets - Service levels - Authorized staffing levels |
- Pipeline process for identifying good candidates in place by _ - Service levels and staffing aligned in three areas by 2021 |
||
A Village adaptive to changing needs of the community |