Efficient and Innovative Gilbert - Town of Gilbert, Arizona

Strategic Initiatives

Strategic Plan 2011-2016, Introduction by Mayor John Lewis

From the first day of Gilbert's official existence as an incorporated Town in 1920, our community has planned for our future. As an example, the first item of business for the Town Council was to authorize the building of the water tower to provide a consistent water supply using a gravity flow system. In the late 40s, a sewer system became a priority and money was allocated for the installation of our first sewer lines. With great excitement, many citizens declared, "We have become a modern city!" In 1956, the community rallied around plans to improve roads. After the last road in downtown was paved, the citizens celebrated by organizing a children's parade on Gilbert road. Following the parade, the citizens enjoyed a bbq meal for the entire Town. In 1974, our community leaders could see that our Town of just a few square miles would have a maximum population of 2,000 citizens at build-out. With their foresight and the cooperative assistance of local landowners and farmers, funds were secured to annex additional land. Today Gilbert consists of approximately 73 square miles of land with space to allow our 2010 population of 225,000 to increase to nearly 340,000 citizens when we are at build-out. In 2010, we celebrated the results of 90 years of planning and the implementation of our plans. And we continued building on that success. Two plans were our primary focus during the year:

• General Plan
• Strategic Plan 2011-2016

Our Town's General Plan was updated creating a blueprint from now to our final build-out. For our Strategic Plan, we identified strategic initiatives and goals to guide our efforts for the next five years. Our most recent planning efforts have been compiled into this document our Town of Gilbert Strategic Plan, 2011-2016. This Plan will direct us in the next few years as we strive to maintain our "clean, safe, and vibrant" community. We thank all who have contributed, both Town staff and community participants. Your efforts are appreciated. Together we look forward to a bright future for our wonderful home we call "Gilbert!"

Strategic Goals and Status

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Community Livability

The Town of Gilbert takes pride in being a community with a family focus, special welcoming feel, outstanding service delivery, and firm commitment to retain its defining characteristics while it continues to grow. This strategic initiative provides direction to include livability considerations in all decision-making and service delivery. Our motto is: "Gilbert: Clean, Safe, Vibrant".
Status Legend: In progress, on track Completed, at or above target Completed, below target On hold
2013 GOALS
Department/Contact	Goal	Expected Outcome(s)	Status
PW Environmental Services/Lou Anderson	Increase customer satisfaction from an average of 93% to 95% or better for all Solid Waste lines of service by June 30, 2013.	Increase in customer satisfaction contributes to Gilbert as a great place to live.
Parks and Recreation/Melanie Dykstra	Increase customer loyalty from 81% to 85% by March 31, 2013.	Increase Parks and Recreation programming participation and streamline processes and procedures. STATUS: Parks and Recreation staff exceed their goal - increasing customer loyalty from 81% to 88%!!
Prosecutor's Office/ Lynn Arouh	Improve % of charging decision made within 30 days of receipt of DR/Documents from 58% to 100% by March 1, 2013.	Allow resolution of cases in an expedient fashion resulting in accountability and possible corrective action for defendants and the timely provision of services to any potential victims of crime. RESULTS: Prosecutor's Office staff achieved this goal early and is currently making 100% of their charging decisions within 30 days of receipt!
Police Department/Tim Dorn	Increase the clearance rate on (Uniform Crime Report) UCR Part 1 property crimes offenses from the three year average (FY 10 - 12) of 22% to 27% by June 30, 2013.	Increase ability to identify persons responsible for property crimes.
Wastewater/Mark Horn	Increase Emergency Response Preparedness from 60% to 100% by 12/1/12.	Improves our ability to respond to and address emergency situations that can cause interruptions in service; this is an important element in our ability to maintain public trust as well as health and safety.Â RESULTS: Wastewater staff increased their Emergency Response Preparedness to 100% by successfully adopting five new behaviors across the department which include: performing weekly emergency supply inventory and re-stocks; performing daily readiness inspections on emergency response vehicles and equipment; performing 30 hours of cross-training in critical service areas; performing 10 hours of related Emergency Response Training; and participating in 1 mock hands on emergency response scenario training. The new behaviors are now part of standard operating procedures for all Wastewater staff.
Water/Mark Horn	Water Quality: Increase Emergency Response Preparedness from 70% to 100% by 12/1/12.	Every staff member is educated and able to deploy the Water Emergency Response Plan. STATUS: due to staff turn over; this WIG is on hold until new management has been hired.
2012 GOALS
Department/Contact	Goal	Expected Outcome(s) / Results	Status
Parks and Recreation/Melanie Dykstra	Complete Parks & Recreation Master Plan by May 2013.	Give direction and framework for decision-making over a 10 year period. Identify all potential funding resources and financial options for future development with strong emphasis on financial sustainability.
Police/Tim Dorn	Complete a data and goals-based staffing study no later than April 1, 2012, which will replace the current officer per resident ratio staffing model.	Determine staffing and associated budgetary requirements necessary to: Meet established service goals; Maintain rating as the safest community in Arizona; Maintain citizen perceptions of safety in our community. RESULTS: Study is complete and has been sent to the Manager and Deputy Manager for review.
Public Works/Lou Anderson	Increase recycling diversion from 17%(by weight) to 30% by end of FY 2016: 22% by 2013; 25% by 2014; 27% by 2015; 30% by 2016.	Increasing residential recycling diversion will reduce disposal costs; Increase revenue; Lengthen the life of landfills; Increase sustainability. STATUS: currently at 22% diversion (for Residential) which results in an increase in revenue of over $47,000 and avoided disposal costs of over $29,000.
Neighborhood Services, Parks and Recreation/Melanie Dykstra	Enhance Gilbert's ability to communicate with residents by increasing the number of registered neighborhoods from 174, representing 64,582 households, to approximately 200 registered neighborhoods by December 31, 2012.	Enhance communication to Gilbert residents; Able to inform residents of Gilbert activities, services, resources, and processes; Able to provide neighborhood leaders Town contact information to address neighborhood issues. RESULTS: Over 200 neighborhoods are now registered.
Fire Department/Collin DeWitt	Reduce Out of Service Time (OST) by 10% by June 30, 2012.	Increase area reliability, improve crew communications, increase efficiencies in training and resource support, and better utilization of Community Assistance Volunteers. RESULTS: Exceeded goal - Reduced OST by 14% or 793 hrs for the same time period last year, while the number of incident responses increased by 240 (4.6%) for the time period.

Be a Technology Leader

Gilbert leaders place a high value on the potential for applied technology to improve service efficiency. While technology has a cost, it can be used to reduce expenses while expanding service to a growing population. This initiative directs the organization to seek technology improvement that can provide the greatest benefit for the investment. If all segments of service delivery embrace the intention to be a technology leader we will continually improve systems and results.
Status Legend: In progress, on track Completed, at or above target Completed, below target On hold
2013 GOALS
Department/Contact	Goal	Expected Outcome(s)	Status
PW Wastewater/Mark Horn	Reclaimed Water Division: Become 100% paperless in the management of the work order system by July 3, 2013.	Eliminate duplicate entry of work order information and allow for access to the work order from the field, resulting in improved efficiencies.
PW Wastewater/Mark Horn	Wastewater Quality Division: Increase the completion of reviews and updates to the Database Management System from 60% to 100% in preparation for a paperless regulatory process by November 20, 2013.	Once the Database is 100% complete we will be prepared to incorporate the database, software technology, and electronic devices to conduct paperless inspections and investigations.
PW Wastewater/Mark Horn	Wastewater Recharge Division: Become 100% paperless in the management of the work order system by April 30, 2013.	Eliminate duplicate entry of work order information and allow for access to the work order from the field, resulting in improved efficiencies. RESULTS: Staff is now 100% paperless utilizing the online work order system from the field!
Information Technology/Mark Kramer	Complete 20 process improvements by January 31, 2013.	All of the projects focus on the Town's Strategic initiatives and five key areas which define technology leadership in the Gilbert context - Paper Elimination, Field Mobilization, Process Automation, Data Delivery & IT Infrastructure. RESULTS: Completed 92% of the project work resulting in organizational efficiencies and effectiveness through the application of technology.
Information Technology/Mark Kramer	Complete 20 process improvements by January 31, 2013	All of the projects focus on the Town's Strategic initiatives and five key areas which define technology leadership in the Gilbert context - Paper Elimination, Field Mobilization, Process Automation, Data Delivery & IT Infrastructure.
Water/Mark Horn	Strategic Theme: Maintain Current Water Rates Through Efficient Operations.	Maintain lowest water rates in the valley, contribute to balanced Enterprise fund, & consistently improve processes and customer service
	Water Treatment Plants: Increase the completion of the collection, review, and verification of equipment data for the Lucity system from 0% to 100% by 12/1/12.	Will provide data necessary to input into Lucity system so that we will have a maintenance and inventory system to help us to operate at higher efficiencies. When we have the actual Modules installed we will be ready to begin input of collected data. RESULTS: 100% of the equipment data has been collected, reviewed, and verified at the North Water Treatment Plant.
Water/Joe Ferrato	Utility Locates: Reduce printing of work order tickets from 92% to Zero by 12/1/12.	Elimination of paper work order tickets through the application of wireless mobile technology. RESULTS: Reduced printing of work order tickets to Zero; now all are electronic!
	Meters: Increase use of electronic work orders from zero to 100% by 12/1/12.	Elimination of paper work orders, expedited work order routing, improved internal and external customer service, information immediately available to USRs. RESULTS: 100% of meter work orders are now electronic!
Accounting/Florence Shultz	Convert 100% of appropriate paper records to electronic format for the Accounts Payable and General Ledger Software Modules by 12/1/12.	Improve service efficiency through the application of technology. RESULTS: 100% of the paper records for the Accounts Payable and General Ledger Software Modules have been converted with the exception of PD which is waiting for the arrival of a new scanner.
Accounting/Florence Shultz	Reduce electronic document storage, that is on finpub, by 50% by 12/1/12.	Improve service efficiency, reduce expenses and continually improve systems and results. RESULTS: staff has reduced document storage by 50%.
Utility Billing/Leslie Nieves	Increase # of accounts on auto-pay from 12860 to 15000 by 10/4/12.	Most efficient and cost-effective way to process payments, reduces NSFs, and increases customer satisfaction because it allows them to avoid deposit/additional deposit, results in a simplified process. RESULTS: In October, Utility Billing achieved their goal, increasing number of accounts on auto-pay to 15,021. Overall as a department staff are offering autopay to 96% of eligible accounts. Since October, another 611 autopay accounts have been added; increasing the % of accounts on autopay from 17% to 21% since June 1, 2012!
Development Services/Kyle Mieras	Increase the number of files available electronically from 1450 to 4000 by 12/1/12.	Increasing the amount of department documentation available electronically will allow us to become more efficient as well as provide improved customer service by allowing internal and external customers immediate access to department files and project information. Once the documentation is available electronically, we can expand our efficiencies and customer service to include laptops in the field will real-time access to project software and on-line business capabilities for our customers. RESULTS: Development Services staff members exceeded their goal early by increasing the number of files available electronically from 1450 to 4160!
2012 GOALS
Department/Contact	Goal	Expected Outcome(s) / Results	Status
Clerk's Office/Cathy Templeton	Utilize technology to reduce staff time retrieving property files by 90% by January 31, 2013.	Improve operational efficiency and Reduce staff time accessing files. RESULTS: Property files on file in the Clerk's Office are now accessible by the Clerk's Office electronically so staff is able to retrieve documents efficiently and respond to internal and external requests for these records. Imaging documents on file with the Clerk's Office was the first step and the initial WIG is 100% complete. Additional work in the future will include eliminating duplicates, combining files, and obtaining property records from CIP and other departments.
Prosecutor's Office/Lynn Arouh	Utilize the new case management system to decrease victim notification time from 21 days to 10 days by June 1, 2012.	Victims will be promptly apprised of the case status which will enable them to: Exercise their constitutional rights; Seek reparation for the harm done by the accused; Seek community services if desired. RESULTS: Reduced turnaround time from 21 days to 1-2 business days; resulting in a 90% reduction.
Court/John Hudson	Increase staff satisfaction with new case management system from 60% to 85% by January 2013. NOTE: this due date was extended from the original due date of March 2012 to allow additional time for staff to fully utilize the new system.	Access to the new court case management system will reduce staff time spent on providing information or services to the public. Implementation of a new system and interface requires staff training to become adept at utilization. RESULTS: The court was unable to achieve our goal of 85%overall satisfaction with its new case management system among court staff. Although the upgraded case management system is superior to its predecessor, overall satisfaction realized marginal improvement increasing from 60% to 67% over a two year period. While the new case management system has quirks it may be that satisfaction was negatively influenced by forced utilization of the new case management system rather than dependence on traditional written processes that were inherent to the previous system.
Development Services/Gabe England	From paper to electronic web licensing applications, web licensing renewals, and electronic plan review by June 30, 2012.	Reduce costs and time associated with doing business in Gilbert and streamline the Development Services processes to make it easier to do business in Gilbert. RESULTS: Electronic licensing was implemented on April 16, 2012 and included going live with both the business license renewals as well as new business license applications. The new application piece was completed two months ahead of schedule. Electronic plan review was implemented in August 2011 and is now available for all customers.
Information Technology/Mark Kramer	Complete 30 process improvements by June 30, 2012.	All of the projects focus on the Town's Strategic initiatives and five key areas which define technology leadership in the Gilbert context - Paper Elimination, Field Mobilization, Process Automation, Data Delivery & IT Infrastructure. RESULTS: Completed 76% of the project work resulting in organizational efficiencies and effectiveness through the application of technology.

Rolling Five-Year Balanced Financial Plan

Financial information is critical to successful strategic planning. It is imperative to assure that projected financial capacity will provide sufficient resources to achieve the plan. A five-year balanced plan will allow for thoughtful examination of plans in parallel with revenues, with assumptions clearly stated it will provide for balanced considerations of revenue enhancers and/or expectation reductions. It is important for the public to have access to current financial data.
Status Legend: In progress, on track Completed, at or above target Completed, below target On hold
2013 GOALS
Department/Contact	Goal	Expected Outcome(s)	Status
Purchasing/Douglas Boyer	Capture and maintain 100% of the Town of Gilbert Contract purchases in Edens Contract Module by March 31, 2013.	More reliable purchasing data; create opportunities visible to combine purchases; save the Town money; establish baseline data to use for future WIGs. STATUS: Due to staff vacancies in the Purchasing division, the completion of this WIG is on hold until vacant staff positions are filled.
Tax Compliance/John Olsen	Increase the # of Residential Rental Properties Licensed from 500 in FY 12 to 625 in FY 13.	Will simplify the licensing process for taxpayers; Reduce the amount of Division resources consumed to license residential rental properties; and Create a streamlined process that will allow an increasing number of properties to be licensed over the coming years. STATUS: As of March 2013, staff has exceeded the 3rd Quarter Goal by 30% with 621 licensed rental properites!!
2012 GOALS
Department/Contact	Goal	Expected Outcome(s) / Results	Status
Office of Management and Budget/Dawn Irvine	Reduce structural deficit by 50% by June 30, 2012.	Provides components needed for Balanced Financial Plan which ensures we have the resources to continue to provide core public services. RESULTS: Zero-based budget process and economic recovery resulted in structural balance under current system. Results of Class and Comp study expected to impact 5-year plan assumptions, and will be addressed in upcoming budget processes.
Office of Management and Budget/Dawn Irvine	Improve internal and external support of Gilbert's Budget Process by June 30, 2012.	More collaborative process resulting in improved accuracy of the budget, prioritized use of resources, as well as transparency and clarity. RESULTS: Improved support of the new Budget Process from an average of 4.65 to 7.56 on a 10 point scale (63% improvement)!
Human Resources/Carrie Bosley	Implement a compensation program, as defined by the Compensation Philosophy, beginning July 2013.	A compensation program that will allow the organization to attract, acquire, develop, and retain talent. RESULTS: Compensation recommendations were implemented on March 8, 2013.

Proactively Address Infrastructure Needs

Gilbert will have a strong and effective infrastructure management system. A growing community must pay attention to infrastructure needs by planning for both the future expansion and the deterioration of existing infrastructure. This serves the residents, business and future economic development and contributes to community livability. We will create an infrastructure plan and management system that will support policy decision-making and inform administrative processes.
Status Legend: In progress, on track Completed, at or above target Completed, below target On hold
2013 GOALS
Department/Contact	Goal	Expected Outcome(s)	Status
PW Water/Nicole Dailey	Distribution North: Complete the exercising of 1000 strategic valves (final 50%) by September 1, 2013.	Reduce water loss during main breaks, reduce service interruptions.
PW Wastewater/Mark Horn	Lift Station Division: Increase knowledge of lift station infrastructure, mapping, and standard operating procedures from 35% to 100% by August 7, 2013.	Complete map of valves, pump out manholes, and ARV's for all of the lift stations. Standard operating procedures (SOP) for performing Acid Washes on the chemical scrubbers and entry into pump out manholes, as well as methods for performing the task of pumping out the force main. Also SOP's and safety measures will be in place for entering wet well and dry wells at each of our lift stations.
Streets/Curtis Yardley	Strategic Theme: Meet PM schedules and improve turnaround time in the Street Sections.	Meet Preventative Maintenance and regulatory standards, reduce long-term costs associated with infrastructure repair and replacement
	Street Lights: Decrease turnaround time for street light knockdowns from 15 days to 12 days by 12/1/12.	Improves the safety of the area, decrease potential liability. RESULTS: Reduced average turnaround time from 15 days to 10 days; 33% reduction!
	Traffic Signals: Increase PM completions from 75% to 100% every 2 months by 12/1/12.	In line with standard PM's, decreases liability. RESULTS: Completed an average of 62% of PM's, this is below target due to two employee separations (6 crew members down to 4) making it difficult to meet the increased PM schedule. Staff will continue to work on this increasing PM compliance as part of Standard Operating Procedures.
	Street Sweeping: Decrease Dust Complaints by 50% By 12/1/12.	Meet ADEQ standards, cleaner air, streets cleaner, storm structures less clogged, makes pavement last longer. RESULTS: Decreased dust complaints by 66% through consistent spray nozzle inspections before every shift.
	Streets Preventative Maintenance: Verify the accuracy of 30% of the data in the PM System, which is used for financial modeling, by 12/1/12.	Increase the accuracy of Infrastructure Financial modeling, budget forecasting, keep PCI at standard. RESULTS: Verified 21% of the data in the PM system; this is below target due to the Subject Matter Expert moving to another position within the Town, leaving one staff member to continue to verify accuracy of the data in the PM system.
	Crack Sealing: Increase PM compliance by completing the Crack Sealing of 5 subdivisions on the Fog Seal list by 12/1/12.	Meeting PM schedule, prolongs life of the asphalt, decrease infrastructure costs and costs of asphalt. RESULTS: the five subdivisions were completed ahead of schedule. Crews have fully incorporated this Preventative Maintenance into their daily routine.
	Fog Seal: Increase PM compliance by increasing the gallons of fog seal sprayed from 128,220 to 153,864 (20%) by 12/1/12.	Keeps price per square foot down, stay on top of PM schedule, keeps the PCI up and cost of infrastructure down. RESULTS: Crew sprayed 75,792 gallons; this is below target due to truck being out of service for 6 weeks. Once the truck was back in service, the weather had changed and the crews were not able to continue at the normal fog sealing process pace. It's important to note that until truck went down the crews were ahead of schedule by 26%. Staff will continue to work on increasing PM compliance as part of Standard Operating Procedures.
	Asphalt: Increase PM compliance by increasing the tons of asphalt applied from an average of 38 tons to an average of 46 tons per month (17%) by 12/1/12.	Staying ahead of scheduled maintenance, less pot holes and trip hazards, keep # of claims down. RESULTS: Crew applied an average of 38 tons of asphalt; this is below target due to an employee separation (3 crew members to 2). Staff will continue to work on increasing PM compliance as part of Standard Operating Procedures.
	Hazard Response: Increase # of graffiti reports covered within 48 hours from 80 to 100% by 12/1/12.	Meet standard, keep graffiti crimes down. RESULTS: 100% of graffiti tags reported are now covered within 48 hours.
	Right Away: Increase storm structure inspections and cleanings from 1900 - 2800 (48%) by 12/1/12.	Meet ADEQ mandate, keeps us incompliance, keeps the roads cleaner and they will last longer. RESULTS: Exceeded target 3 weeks early; increased storm construction inspections and cleanings from 1900 - 2980 (57%)!
	Landscape Maintenance: Complete 100% of the irrigation system maps in zones B, C, and D by 12/1/12.	Helps us to better manage contractors so they can do the maintenance. Allow us to more accurately determine replacement costs. Protects our investment in our trees and plants. RESULTS: 100% of the irrigation system maps in zones B, C, and D are complete!
	Signs: Increase completion of the FHWA sign mandate from 80X% to 100% in the Power Ranch sub-division by transitioning 1500 signs from Vinyl to High Intensity Sheeting by 12/1/12.	Be in compliance with the FHWA mandate to have all of our signs converted to high intensity sheeting by 2015. RESULTS: 100% of the Power Ranch sub-division signs have been transitioned!
Water/Joe Ferrato	Strategic Theme: Maintain Current Water Rates Through Efficient Operations.	Maintain lowest water rates in the valley, contribute to balanced Enterprise fund, & consistently improve processes and customer service
	Distribution South: Complete 50 Fire Hydrant PM's per month beginning July 2012.	Well maintained fire hydrants saves lives, and prevents critical issues. RESULTS: Staff completed Preventative Maintenance on 332 hydrants, exceeding their goal of 250! Hydrant PM's are now part of standard operating procedures, ensuring that at least 50 are completed every month.
	Distribution North: Complete the exercising of 1000 strategic valves (50%) by 12/1/12.	Reduce water loss during main breaks, reduce service interruptions. RESULTS: Completed the exercising of 1010 strategic valves; staff will continue to work on the other 50% as part of standard operating procedures.
2012 GOALS
Department/Contact	Goal	Expected Outcome(s) / Results	Status
Public Works/Mark Horn	Develop Infrastructure Replacement Plans to predict long term financial impact by: Water - Sep. 2012 - inventory and data conversion complete Streets (pavement) - July 2012 - inventory and data conversion complete Streets (traffic signals) - August 2013* Wastewater - August 2013* Streets (signs) - August 2013* Streets (street lights) - August 2013* (SRP portion) Storm Water - August 2013* Reclaimed Water - August 2013* *NOTE: The deadlines for the infrastructure life cycle plans were extended to August 2013 in an effort to ensure data accuracy with regards to establishing life spans for various infrastructure components as well as future replacement cost estimates. In addition several portions of the inventory were more complex than we originally believed.	To predict the long-term financial impacts of infrastructure replacement. Status: Phase I - Inventory and data conversion completed for Streets Pavement and Water.

Economic Development with Primary Emphasis On Bio-Med/Life Sciences

Gilbert is a community with significant opportunities for business development, special events and a variety of mixed-use development ideas. The Town Council wants to be well prepared for the recovering economy and encourage creative ideas that contribute to the community vision. It is important to develop a sound economic development plan identifying development clusters of preferred development characteristics and to set the policies and procedure to be business friendly in support of the Vision and Strategic Initiatives.
Status Legend: In progress, on track Completed, at or above target Completed, below target On hold
2013 GOALS
Department/Contact	Goal	Expected Outcome(s)	Status
Economic Development/Dan Henderson	Become an Accredited Economic Development Organization (AEDO) as identified by the International Economic Development Council (IEDC) by March 13, 2013.	Gilbert, Arizona will be recognized as ‘best in class’ among local and national municipalities for its economic development efforts. The AEDO offers Gilbert credibility to consultants, commercial brokers and end users when they are analyzing the community as a potential commercial investment opportunity. STATUS: Accreditation was approved on May 9, 2013; Gilbert is the first organization in Arizona and 2nd municipality in the country to achieve this accreditation!!
2012 GOALS
Department/Contact	Goal	Expected Outcome(s) / Results	Status
Economic Development/Dan Henderson	Complete a five-year operational plan by February 29, 2012.	Attract Science and Technology companies to Gilbert as indicated by the five (5) year operational plan. RESULTS: five-year Operational Plan is complete, Organized a taskforce to assist Gilbert in developing the leading performance measures Gilbert will use and track its Economic Development efforts over the next 5 years.

High Performing Government

Gilbert is committed to highly efficient operations while delivering superior results. Excellent performance requires aligning efforts that drive internal effectiveness with those that create external impact. Gilbert will achieve optimal performance by aligning strategy with operational goals supported by best management practices and effective internal and external collaboration. Committed to the initiative of becoming a High Performing Organization, Gilbert will deliver unparalleled quality of service at the highest value for all of its stakeholders.
Status Legend: In progress, on track Completed, at or above target Completed, below target On hold
2013 GOALS
Department/Contact	Goal	Expected Outcome(s)	Status
Accounting/Florence Shultz	Develop and distribute an AP Desk Manual for applicable Town staff by July 1, 2013.	Consistent application of AP processes and procedures, also ensures newly hired employees know how to complete AP responsibilities; ultimately resulting in improved efficiencies.
Court/John Hudson	The Court staff will purge 100% of eligible criminal cases in accordance with the Arizona Code of Judicial Administration (4-302) by October 30, 2013.	Improve efficiency and create additional space for recently closed files.
PW Water/Nicole Dailey	Distribution South: Improve quarterly inventory by 2% percent by June 30, 2013	Minimize any discrepancies during quarterly inventory.
Fire/Jim Jobusch	Complete the self assessment process to become an accredited fire department through the Commission on Fire Accreditation International by January 31st, 2014.	Complete a strategic operational review of all lines of service, establish a long-term strategic plan, and identify major goals and objectives for the department while identifying areas of optimization for fire service in Gilbert.
Communications/Dana Berchman	Increase social media following by 15% (454 followers) by March 1, 2013	Broaden our reach as we promote citizen engagement and Town news, events, and programs. RESULTS: Increased social media by 455 followers!
Utility Billing/Leslie Nieves	Reduce the average % of disconnects from 55% to 40% by May 16, 2013.	Cost savings for the meter department in disconnecting and reconnecting services for customers (time, equipment, fuel). Increased customer satisfaction. More efficient use of USR staff time as we can schedule the outgoing calls instead of the random incoming calls from customers that have been disconnected.
Facility Maintenance/Howard Davis	Replace 6000 light bulbs with more energy efficient bulbs in six Town facilities by December 31, 2012.	Reduce energy consumption and reduce energy costs by $14,000; ultimately reducing our overall pollutant output. RESULTS: All 6000 light bulbs have been replaced, reducing energy costs by $14,000. Staff is working on replacing the rest of the bulbs throughout the Town facilities.
Fleet Maintenance/Bill Kohn	Increase parts availability from 60% to 90% by April 2, 2013.	Improve vehicle turn-around Â times, vehicle in-service rates, lower down time. Together all of these will lead to our ultimate objective of being a high performing department that consistently delivers world class customers service to each department that we serve.Â RESULTS: Fleet staff exceeded their goal by increasing parts availability to 94%!
Court/John Hudson	The Court will report all final dispositions to the Department of Public Safety by March 1, 2013.	Criminal Dispositions are legally mandated by the AZ Revised Statutes; slows down the criminal justice process - not timely for criminal history report; operational review. RESULTS: Staff completed 2233 dispositions within 7 weeks; backlog has been eliminated for all non-pending dispositions! Court staff now routinely complete dispositions as they come in eliminating the possibility of backlogs.
Environmental Services/Lou Andersen	Reduce preventable accidents and injuries in Environmental Services to zero by 12/1/12.	Every employee goes home safe every day. RESULTS: During July - December 2012, Environmental Services staff incurred one preventable accident and one preventable injury.; this was a decrease of 80% in preventable accidents and 75% reduction in preventable injuries over the same time period in 2011!
Safety Committee/Leland Frische	Work to reduce preventable motor vehicle accidents from an average of 1.3 per month to Zero through establishing a Vehicle Equipment Procedure and Accident Review Committee by January 2, 2013.	Create the safest possible working environment for all employees. RESULTS: The Safety Committee developed and distributed the Vehicle and Equipment Procedure which takes effect beginning on January 2, 2013. The procedure includes a comprehensive approach to vehicle and motorized equipment safety. One of the key elements to the new procedure is the Accident Review Committee (ARC). The ARC will replace the current Public Works Accident Review Board and will include the rest of the departments with the exception of Police and Fire, which have established their own review process. This procedure is a critical step in establishing a safe work environment.
Communications/Dana Berchman	Complete Digital Roadmap by August 1, 2012.	Establish Gilbert as a leader in citizen engagement, open government and digital industry growth. RESULTS: Digital Roadmap is complete and ready for implementation.
2012 GOALS
Department/Contact	Goal	Expected Outcome(s) / Results	Status
Town Manager/Patrick Banger	Revisit, redefine, and recommit to updated Mission, Vision and Values by October 30, 2012.	All employees are able to recognize, talk, adhere to, and model the Town's mission, vision, and values. Ensure the mission, vision and values are at our core and that we hire, measure, model, and recognize them. RESULTS: Mission, Vision, and Values were updated using a participatory process involving employees at all levels of the organization.
Finance and Management Services/Cindi Mattheisen	Develop a comprehensive finance policies and procedures manual and make it available on the internal Intranet by August 31, 2012.	Having the Finance policies and procedures online allows easy access, helping to ensure compliance. RESULTS: Finance policies and procedures are now available on the internal Intranet for employees to access.
Purchasing/Douglas Boyer	Revise Purchasing Code by August 2012, update Purchasing manual by September 2012; train departments beginning in October 2012.	Educating staff on the updated Purchasing Code and Procedures helps to ensure consistent compliance Â across departments, and promotes greater efficiency in purchasing as well as obtaining maximum value for the lowest possible pricing. RESULTS: the Purchasing Code has been revised and approved by Council; the Manual updates and the development of the training is 75% complete. Purchasing has established a new Goal which focuses on completing the manual and training employees on the new Purchasing Code as well as the Contract Module in Edens; see 2013 Goals under financial plan for further details.

Archives & Related Documents

Strategic Plan Archives

Town Council Strategic Planning Update (August 2011)

The Gilbert Town Council met in August 2011 to receive an update on improvements implemented and upcoming innovations as the Town strengthens its Strategic Plan effort. The PDFs attached demonstrate examples of improvements and future plans as we look forward to maintaining our quality of life as a premier community.

· 2012 Goals Document
· Town Council August 26-27, 2011 Minutes
· 2011 Town Council Annual Planning Meeting
· Business Development Presentation
· Water Resources
· Financial Policies and Planning
· Leadership
· Gilbert Gives
· 2011 Accomplishments Document

Think Tank

The Town of Gilbert began the year 2011 with a strong vision for our bright future, and a Strategic Plan to sustain our current livability that has gained us the title as one of the Best Places to Live in the entire nation. The Town Council in December 2010 approved the Town's Strategic Plan which includes five strong Strategic Initiatives that will help guide the Town in decisions aimed at sustaining our current high quality of life and our good value to taxpayers through our build out, anticipated in the next 15 years. With a third of our Town left to grow, and an opportunity before us to embrace our role as an international leader in the medical and bio tech industries, this is an important time for Gilbert planning. We encourage you to be involved.