Village of Port Chester Strategic Plan

Village of Port Chester Strategic Plan 2017-2022 March 2017

Page i Cover Photos: Port Chester Village Hall; Village Seal; The Mariner Waterfront Apartments Prepared for the Village of Port Chester by Management Partners Port Chester Strategic Plan March 2017

Table of Contents Page ii Table of Contents Table of Contents Approach and Methodology... 1 Vision... 4 Mission... 5 Values... 6 Goal Area A Resiliency... 7 Goal Area B Smart Growth... 8 Goal Area C Resource Management... 10 Conclusion... 11 Attachment A Environmental Scan... 12 Attachment B Survey Summary... 13 Port Chester Strategic Plan March 2017

Page iii This Page Purposely Left Blank Port Chester Strategic Plan March 2017

Approach and Methodology Page 1 Approach and Methodology Inputs into this strategic plan include: Interviews with Village leaders Stakeholder survey of strengths, weaknesses, opportunities and threats (SWOT) Environmental Scan Photo: Recreation Park Introduction The Port Chester Strategic Plan, covering fiscal years 2017 to 2022 includes the vision, mission, values, goals and strategies that will guide resource allocation and work planning for the next five years. This operational strategic plan builds on, yet is broader in scope than the prior FY 2014 to 2016 Strategic Plan, which was primarily focused on specific development sites in Port Chester. Accompanying the Strategic Plan is a separate Implementation Action Plan that specifies the activities and tasks required to bring each of the three goal areas to fruition. Context for Strategic Planning Historically, the Village of Port Chester has used the annual budget, the Village Manager s strategic priorities, and the Comprehensive Plan to manage staffing, financial resources, and the work of the organization. In recent years, Village leaders determined that formal strategic planning was needed to set a course for the future that would clearly specify where the Village is headed in the next five years, and identify strategies to guide work planning to accomplish results. In 2013, the Village Manager and staff prepared an Economic Development Strategic Plan identifying five opportunity areas for redevelopment. The Economic Development plan was based in part on information and recommendations included in the Port Chester Comprehensive Plan. In 2014, the Board of Trustees adopted the Economic Development Strategic Plan. The development areas outlined in the plan remain important elements of the Village vision and goals that are included in this strategic plan document. Port Chester Strategic Plan March 2017

Approach and Methodology Page 2 Strategic Planning Workshop and Elements The process for creating the strategic plan began with individual interviews with the Mayor, Board of Trustees, the Village Manager, department directors, and managers. Interviewees were asked to share their perspectives about strengths, weaknesses, opportunities and threats (SWOT) facing the Village and key challenges to overcome in the future. The key themes that emerged from the SWOT interviews and analysis were used to inform the development and distribution of a SWOT survey for employees and stakeholders. In total, there were 74 survey responses. To supplement this information, Port Chester staff prepared an environmental scan of key data and trends for demographic, housing, finance and crime indicators. The environmental scan data provided an important source of information in the process of strategy formation. In preparation for two strategic planning workshop sessions, the Board of Trustees were provided with materials summarizing the individual interviews and the survey results. The survey results identified preferences among the two groups relative to strengths, weaknesses, opportunities and threats. The environmental scan and the survey summary are included as Attachments A and B, respectively. Strategic planning workshops were held on February 3 and 4, 2017and resulted in the strategic planning elements included in this plan. There are five major elements: the vision, a mission statement, values, and goals with supporting strategies. Together these elements set the direction that will guide the Village in resource allocation and operational focus for the next five years. The vision statement is aspirational. It describes a future state that the Board of Trustees has identified as the intended outcome of the actions taken to implement the strategies. The vision indicates where the Village is headed; it is the destination. The mission states the purpose of the organization. It is the rationale for programs carried out by the organization and guides the prioritization of opportunities. It defines what the organization stands for and what it will do. Values express the ideals that drive the execution of service delivery. Values provide Village staff with guidance on how services and programs are to be provided. Port Chester Strategic Plan March 2017

Approach and Methodology Page 3 Goals provide clear guidance about the direction and focus of the organization, budget decisions and allocation of other resources, such as staff time. They state the direction the organization will move over a period of time and the desired outcomes to be achieved. The goals will guide the Board of Trustees and the Village Manager in deciding which of the many worthy projects should be done and when, within available resources. Strategies are the means to achieve the goals. They describe an approach or method and begin to answer the questions: How will we go about accomplishing the goal? What actions will we take to realize the goals? Port Chester Strategic Plan March 2017

Vision Page 4 Vision Rich History, Great Future Photo: Christopher Columbus statue at Columbus Park Port Chester Background The vision for Port Chester acknowledges the past and expresses a future that has a wealth of opportunities and possibilities, as articulated in the phrase Rich History, Great Future. The Village of Port Chester was incorporated as a municipal government in 1868 and is vested with specific powers and responsibilities of municipal government pursuant to the provisions of the New York Legislature. The Village has an independent public school district, the Port Chester-Rye Union Free School District, and has taxing and debt-issuance authority. Village residents also pay real property taxes to the Town of Rye and the County to support programs in these government entities. The Village of Port Chester is located in southeastern Westchester County along the Byram River, within one mile of the Long Island Sound. It is surrounded by the Village of Rye Book to the north and west, Greenwich, Connecticut, to the east and Rye City to the south. Total land area of the Village equals 2.4 square miles and the U.S. Census in 2014 reported a population of 29,000 residents. The Village of Port Chester: Founded on land purchased from the Mohegan Nation in 1660 Incorporated as a village within the Town of Rye in 1868, and so named for the seaport Council-manager form of government Governed by a Board of Trustees comprised of the Mayor and six trustees Estimated 2014 population of 29,522 Restaurant and entertainment capital of Westchester County Port Chester Strategic Plan March 2017

Mission Page 5 Mission The mission is a statement of purpose that defines what the Village stands for and directs the day-to-day actions for the Board of Trustees and employees. Photo: Memorial Park Easter egg hunt To enhance the quality of life within the community and provide for the professional delivery of public services. We are committed to open government, public involvement, responsible economic development and being good stewards of Port Chester s public resources. Port Chester Strategic Plan March 2017

Values Page 6 Values Values drive the organizational culture and are the operating principles that govern the actions and behaviors of leaders and employees of the Village. Photo: Historic Bush-Lyon Homestead, circa 1750 Respect We will display fairness, equity and responsiveness in the delivery of services to the public. Integrity We are committed to honesty and transparency in operating and managing the affairs of the Village. We pledge accountability and openness through consistent communication with residents, property owners, stakeholders and visitors. Leadership We will achieve excellence through our commitment to carry out our work professionally and responsibly, and to collaborate with internal and external partners. Passion We are passionate public servants who are committed to getting the job done through hard work and innovation. Port Chester Strategic Plan March 2017

Goal Area A Resiliency Page 7 Goal Area A Resiliency Plan for organizational and community resiliency. Photo: North Main Street looking north toward the Lifesavers Building Strategies 1. Systematically identify and prioritize areas of concern about the organization, environment, finances, emergency management, and risk management. 2. Create emergency management, continuity of operations, and organizational resiliency plans using the following process: a) Perform risk assessment b) Develop resiliency plans that include the following elements: Practices and procedures, Resources, Training, and Partners. 3. Conduct drills and modify plan, as needed. 4. Document and formalize the plan. Port Chester Strategic Plan March 2017

Goal Area B Smart Growth Page 8 Goal Area B Smart Growth Use smart growth to maximize current resources while leveraging existing and future opportunities for investment and revitalization. Photo: Downtown along Main Street Strategies Short Term 1. Identify strategies and develop timelines to complete implementation of the development priorities included in the 2014 Economic Development Strategic Plan. 2. Complete a rewrite of the zoning code using form-based zoning and include a Generic Environmental Impact Statement (GEIS), streamlined development applications and approval processes and application fast-tracking. 3. Prepare shovel-ready development projects. 4. Identify short- and long-term parking solutions for the downtown area. 5. Provide greater access to the waterfront and repair the bulkhead. Port Chester Strategic Plan March 2017

Goal Area B Smart Growth Page 9 Long Term 6. Develop mechanisms for increasing and broadening the tax base. 7. Create incentives to diversify the housing stock. 8. Develop a business diversification plan. 9. Identify ways to preserve the historic character of the Village. 10. Assess the infrastructure capacity for new and proposed development and redevelopment proposals. 11. Develop a multi-modal transportation plan. 12. Create a visual identity and directional signage plan. 13. Implement a process for Comprehensive Plan updates and evaluation. 14. Identify resources and partners to expand opportunities for public access to and usage of the waterfront. Port Chester Strategic Plan March 2017

Goal Area C Resource Management Page 10 Goal Area C Resource Management Maximize and improve the management of Village resources and assets. Photos: Byram River waterfront promenade; Gazebo at Columbus Park Strategies Short Term 1. Conduct process improvement analysis to optimize operations and identify needed technology. 2. Identify resources needed to meet service delivery expectations. 3. Develop an employee recognition program and highlight current and past workforce successes. 4. Develop and formalize policies and procedures to guide the operations of Village programs and services. 5. Design a capacity-building programs to improve employee recruitment, retention and training. 6. Implement a performance management program. Long Term 7. Identify and implement the process required to pursue city status. 8. Develop a long-term capital plan for Village infrastructure, equipment and facilities. 9. Assess service fees and update as needed. Port Chester Strategic Plan March 2017

Conclusion Page 11 Conclusion This Strategic Plan includes goals and strategies to accomplish the three areas of importance for the future identified by the Mayor and Board of Trustees for the future, which include: Resiliency, Smart Growth, and Resource Management. The goals inform the accompanying Implementation Action Plan, which describes the sequence of actions required to carry out each strategy enumerated in the three goal areas. These will enable the Village to continue to leverage its rich history into a great future for the residents, visitors and stakeholders of Port Chester. Port Chester Board of Trustees Richard A. Falanka Mayor Gregory K. Adams Trustee Daniel Brakewood Trustee Gene Ceccarelli Trustee Frank Ferrara Trustee Luis A. Marino Trustee Photos: Train Ride in Columbus Park; Tarry Market, North Main and Mill Streets Bart Didden Trustee Christopher Steers Village Manager Port Chester Strategic Plan March 2017

Attachment A Environmental Scan Page 12 Attachment A Port Chester Environmental Scan Port Chester Strategic Plan March 2017

Environmental Scan Port Chester, New York

Data Sources U.S Census Bureau (2000, 2010) U.S Census American Community Survey, 2010-2014 5-Year Estimates Port Chester, NY Adopted Budget FY 16-17

Demographics

Population 31,000 29,000 Population 27,000 25,000 23,000 21,000 19,000 Population growth continues but growth rate has slowed in recent years: - 5% growth from 1980-1999 - 13% growth from 1990-2000 - 4% growth from 2000-2010 - 1% growth from 2010-2014 17,000 15,000 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 Year

Population Population by Age Group 20 18 Percent of Population 16 14 12 10 8 6 Median Age 2000: 34 2010: 34.4 2014: 35.9 4 2 0 0-9 10-19 20-29 30-39 40-49 50-59 60-69 70-79 80+ Percent 2000 Percent 2010 Percent 2014

Population 20,000 18,000 16,000 Population 14,000 12,000 10,000 8,000 6,000 Port Chester experienced a demographic shift between 2000 and 2010: - 33.4% Hispanic population increase - 22.4% White Non-Hispanic population decrease - 23.6% Black Non-Hispanic population decrease - 24.5% Asian/Other Non-Hispanic population decrease 4,000 2,000 0 Hispanic White Non-Hispanic Black Non-Hispanic Asian/Other Non-Hispanic 2000 2010

Housing

Existing Land Uses Port Chester s central and southern regions have a mix of uses, while Port Chester s northern region and far southern tip are mostly composed of singlefamily homes.

Age of Housing Stock 2000 1980-1989 660 1990-1999 366 2005 or later 140 2000-2004 50 1990-1999 254 1980-1989 860 2010 1939 or earlier 4,016 1970-1979 606 1960-1969 1,316 1939 or earlier 3,757 1970-1979 870 1960-1969 1,723 1940-1949 1,299 1950-1959 1,509 1940-1949 1,206 1950-1959 1,771 Port Chester s housing stock remains old, but close to 200 units have been added since 2000.

Housing Units by Number of Bedrooms 3,500 Number of Housing Units 3,000 2,500 2,000 1,500 1,000 One-bedroom unit quantities decreased from 2000 to 2014 while multiple-bedroom and nobedroom unit quantities increased. 500 0 0 1 2 3 4 5 or more 2000 2014

Residential Units by Type 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 1-unit, detatched 1-unit, attached 2 units 3 or 4 units 5 to 9 units 10-19 units 20 or more units 2000 2010 2014

12,000 Housing Tenure 10,000 9,772 10,046 9,953 - Total housing supply increased from 2000 to 2010, then decreased between 2010 and 2014. - Total number of renteroccupied units has steadily decreased. Housing Units 8,000 6,000 5,415 5,250 5,221 4,000 2,000 4,116 3,990 4,030 0 2000 2010 2014 Owner-Occupied Units Renter- Occupied Units Total Housing Units

Housing Tenure Rent as % of Household Income 7.20% 2,000 2,010 2,014 8.70% 7.10% Median Household Income $52,983 $52,758 $53,482 Median Family Income $56,733 $61,478 $65,443 52.60% 11.60% Per Capita Income $21,131 $26,744 $26,256 Percentage of Families below Poverty Line 9.50% 11.40% 11.50% Percentage of Individuals below Poverty Line 13.80% 16% 15.60% 12.80% Unemployment Rate Ages 16+ 6.40% 8.30% 7.70% Less than 15% of income 15-19% of income 20-24% of income 25-29% of income 30-34% of income 35% or more of income More than half of Port Chester s population is considered rent burdened and pays more than 30% of household income on rent.

Revenues

Summary Sources of Revenues Beyond taxes, the Village s primary sources of revenue are through charges for services. Between 2014 and 2015, the Village increased its revenues by approximately 1.3 million dollars.

Revenues Since last fiscal year, the Village experienced modest gains in real property tax, licenses and permit fees, departmental income, and state/federal aid. This resulted in a slight increase in total revenues (0.48%).

Business Establishments in the Village Port Chester remains a heavy-leaning arts, entertainment, recreation, retail, and food service economy.

Largest Taxpayers in the Village Service-based Commercial and Retail uses, alongside ConEd comprise the largest taxpayers in the Village.

Total Tax Assessments, FY 10-11 to FY 16-17 Total tax assessments by the Village decreased steadily between 2010 and 2014, but have increased gradually since.

How Your Tax Dollar is Spent Over half of all tax dollars go to schools in the Village. Just over a quarter (28%) went to the Village. The rest is split between the Town and County services.

Property Taxes Sewer Assessment

Tax Levy and Collection Record, FY 10-11 to FY 16-17 The Village has been successful in collecting nearly all of its tax levy since 2010.

Traditional Single Family Tax Comparison While property values continue to rise, the property tax rate for the Village has decreased since the previous fiscal year; resulting in an average reduction of $169.00 on a typical household s tax bill.

Expenditures

GENERAL FUND APPROPRIATIONS BY FUNCTION Adopted FY 2011-12 Adopted FY 2012-13 Adopted FY 2013-14 Adopted FY 2014-15 Adopted FY 2015-16 Adopted FY 2016-17 I/(D) % I/(D) General Government Support 5,277,166 5,223,832 5,751,397 5,777,905 6,174,779 6,868,562 693,783 11.24% Public Safety 10,563,255 11,151,690 10,927,965 10,943,903 11,595,881 11,119,906 (475,975) (4.10%) Health 275,834 275,834 275,834 275,834 261,723 261,723 0 0.00% Transportation 1,531,750 1,598,036 1,582,232 1,619,827 1,581,820 1,558,056 (23,764) (1.50%) Economic Opportunities & Dev. 412,393 380,660 373,681 393,935 401,915 417,979 16,064 4.00% Culture & Recreation 2,016,864 1,919,095 1,932,843 2,031,001 2,108,593 2,129,216 20,623.98% Home & Community Services 2,285,216 2,184,371 2,308,668 2,348,214 2,381,190 2,373,196 (7,994) (0.34%) Employee Benefits 8,713,731 9,100,192 9,698,077 10,075,458 10,171,522 9,919,421 (252,101) (2.48%) Debt Service: Principal 2,716,000 2,740,000 2,830,000 3,163,750 3,260,650 3,001,600 (259,050) (7.94%) Interest 1,413,198 1,140,909 1,047,217 1,004,339 925,548 996,810 71,262 7.70% Total Appropriations 35,205,407 35,714,619 36,727,914 37,634,166 38,863,621 38,646,469 (217,152) (0.56%) (Deficiency) of Rev. (under) Exp. (1,963,840) (2,149,940) (1,915,818) (1,369,782) (1,559,228) (1,163,474) 395,754 (25.38%) 25

5 Year Projections FY 16-17 Budget Projections At 6 Months 26

5 Year Projections (At 6 months) 27

Use of Contingency FY 2016-17 Adopted Contingency Budget $1,057,145 Use of Contingency: Mobility & Parking Management Study 8/1/16 $ 36,500 E. Coast Abstract-Land records-fox Is. 9/69/16 $ 28,725 Strategic Planning Srvs.-Management Partners 10/5/16 $ 20,900 Acting Judge Salary Increase-Castaneda 11/21/16 $ 13,110 CSEA Cont. Ratification-FY2015-16 &FY2016-17 11/21/16 $167,291 Police Pension Liability-NYS Retirement 11/21/16 $118,925 Police Overtime Adjustment-11/21/16 $200,000 Total Use of Contingency $585,451 Modified Contingency Budget $471,694 28

UNRESERVED FUND BALANCE Thirteen Year History (in millions) $6.00 $5.00 $4.00 $3.90 $3.90 $4.90 $5.20 $4.80 $4.80 $4.40 $4.40 $4.50 $3.00 $2.00 $2.50 $1.00 $0.00 $1.20 $0.90 $0.80 $0.60 $0.70 $0.80 $0.90 $0.80 $0.20 $0.30 $0.40 $0 $0 $0 $0 $0.10 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 UN FB 29 FB App.

Property Tax Levy Against Tax Cap, FY 12-17 Beginning in FY 14-15, and continuing until the present, the Village levies almost 100% of the available levy as dictated by the tax cap.

Staffing Needs (Highlights) As financial constraints increase the easy response is to reduce staffing through attrition or the not so easy response is to implement layoffs; however we are at the point of diminishing returns as staffing levels are below apparent minimum needs. Adopted Budget FY 16-17, pg. 17 Department of Public Works -2 Sanitation Workers -2 Highway Workers -1 Automotive Mechanic -1 Office Assistant (full-time) Police Department -10 Police Officers Code Enforcement -2 Code Enforcement Officers Building Department -1 Office Assistant -2 Assistant Building Inspectors Village Manager Department -1 Assistant Village Manager -1 Assistant to the Village Manager -1 Office Assistant Finance Department -2 Administrative Assistants IT/Helpdesk -1 Technical Support Specialist Recreation Department -1 Recreation Leader -1 Park Foreman -2 Park Groundsman = 34 new employees needed Cost? Engineering Department -1 Junior Civil Engineer Justice Court -1 Assistant Court Clerk -1 Intermediate Clerk

Capital Project Plan Planned Capital Projects for this fiscal year include infrastructure upgrades, building improvements, new vehicles and park improvements.

5yr Capital Project Plan Planned Capital Projects for future fiscal years also include infrastructure upgrades, building improvements, new vehicles and park improvements. However, the five year plan reflects the bigger picture specifically identifying the pending needs for more effective rolling stock/fleet management, minimizing emergency purchases due to equipment and/or infrastructure failures, and provides for better planning overall.

Debt (Long and Short Term)

Long Term Debt Summary In spite of severe budget constraints, the Village has been working aggressively to reduce its long term debt. During this fiscal year, the Village will reduce its principal $2,875,000.

Long Term Debt Projections (10-year) The Village projects that its long term debt will be significantly reduced over a 10-year period.

Outstanding Debt Obligations Pension costs, while lower than the previous fiscal year, have been steadily trending upward since FY 02-03.

Crime

Crime 500 450 400 350 300 250 200 150 From 2014 to 2015, total crime has slightly increased from 568 to 595 reported crimes. Increases in murder, rape, aggravated assault, and larceny accounted for this change. 100 50 0 Murder Rape Robbery Aggravated Assault 2014 2015 Burglary Larceny Vehicle Theft

Crime 2016 Data CATEGORY Jan. Feb. Mar. April May June July Aug Sept Oct Nov Dec Total PARKING 4550 4279 4802 3451 3819 4528 4217 4606 4454 4410 4570 4402 52088 TRAFFIC 539 452 493 321 649 494 334 377 505 377 392 370 5303 ARRESTS 115 127 113 111 165 113 118 131 127 141 120 151 1532 SCOFFLAWS 25 31 15 13 10 20 18 8 18 8 21 19 206 Average arrests per month = 128

Police Staffing Municipality Population Pop. Density per sq. mile Police Officers Officers per 1000 Ardsley 4523 3425 19 2.3 Bedford 17627 439 37 2.1 Briarcliff Manor 7976 3425 19 2.4 Bronxville 6390 6323 21 3.3 Croton 8180 1647 20 2.4 Eastchester 19800 902 45 2.2 Elmsford 4735 4664 18 3.8 Greenburgh 44787 2408 115 2.6 Harrison 27876 1579 59 2.1 Irvington 6530 2293 22 3.5 Mamaroneck Town 12146 3422 37 3.3 Mamaroneck Village 19164 5736 49 3.5 Peekskill 23908 5127 54 2.3 Pelham Manor 5558 4220 26 5 Pelham 6983 8000 25 3.6 Port Chester 29328 12070 58 2 Rye 15910 2577 35 2.2 Rye Brook 9480 2671 27 2.8 Scarsdale 17564 2562 42 2.4 Mount Kisco 11028 3509 29 2.6 New Rochelle 78800 7410 154 2 New York City 8396126 26403 34822 4.1 Ossining Village 25314 7831 55 2.2 White Plains 57559 5734 190 3.3 Yonkers 199134 10651 616 3

Crime Municipality Part 1 Violent Part 1 Property Police Officers Part 1 Crimes per Officer Rank Port Chester 48 572 58 10.6 1 New Rochelle 175 1391 154 10.1 2 Mount Vernon 554 1436 207 9.6 3 Pelham 7 172 25 7.1 4 White Plains 78 1232 190 6.8 5 New York 52384 141971 34822 5.5 6 Yonkers 1036 2368 616 5.5 6 Greenburgh 48 578 115 5.4 7 Peekskill 30 248 54 5.1 8 Ossining Village 36 243 55 5 9 Bedford 5 156 37 4.6 10 Mount Kisco 17 108 29 4.6 10 Scarsdale 1 184 42 4.4 12 Mamaroneck Town 1 1588 37 4.2 13 Harrison 6 225 59 3.9 14 Mamaroneck Village 8 181 49 3.8 15 Eastchester 2 168 45 3.7 16 Rye Brook 2 88 27 3.3 17 Croton 1 53 20 2.7 18 Bronxville 0 47 21 2.2 19 Ardsley 5 33 19 2 20 Irvington 0 23 22 1 21 Briarcliff Manor 1 11 19 0.6 22 Average 4.856522

Attachment B Survey Summary Page 13 Attachment B Survey Summary Port Chester Strategic Plan March 2017

Port Chester Strategic Plan Survey Summary February 3 and 4, 2017 Port Chester Senior Center Kevin Knutson, Regional Vice President Jacquelyn McCray, Senior Manager

Importance of Issue Areas Respondents were asked to identify how important they believe it is for Port Chester leadership to address specific issue areas in the following categories: Community and Neighborhoods Economic Development and Downtown Financial Stability Land Use and Development Village Structure, Operations and Facilities Director and Manager Issue Areas Responses were given a rating where Very Important = 4, Important = 3, Somewhat Important = 2, and Not Very Important = 1. 2

Community and Neighborhoods (74 Responses) Answer Options Rating Average Improving trust between government and the community 3.66 Addressing overcrowding of homes and residential properties 3.5 Building a strong sense of community 3.44 Improving government transparency 3.25 Maintaining active boards and commissions 3.24 Promoting neighborhood redevelopment/reinvestment 3.2 Maintaining our position as a community for young families and diverse populations 3.17 Conducting an assessment of property conditions 3.16 Using social media to provide relevant information 3.07 Soliciting more public input 2.8 Addressing the needs of a growing bilingual community 2.73 Celebrating the Village sesquicentennial 2.59 Continuing the Property Maintenance Amnesty Program 2.43 3

Economic Development and Downtown (73 Responses) Answer Options Rating Average Redeveloping key Village gateways (i.e., United Hospital site) 3.59 Improving downtown parking 3.49 Developing/redeveloping waterfront properties (Village-owned and privatelyowned) 3.34 Redeveloping sites for their highest and best use 3.28 Redeveloping old industrial areas 3.18 Improving the development review process 3.13 Improving directional signage 3.03 Instituting innovative redevelopment tools (Generic Environmental Impact Statement, form-based codes, Business Improvement Districts) 2.81 Improving the Capitol Theatre area 2.81 Assessing the use of eminent domain to remove blight 2.65 Strengthening our relationship with the Industrial Development Agency (IDA) 2.64 Becoming a tourist destination 2.11 Allowing higher density development 2.01 4

Financial Stability (73 Responses) Answer Options Rating Average Conducting long-range financial planning 3.46 Maintaining a fiscally sound position 3.28 Addressing decreasing revenues 3.25 Restructuring the millage rate/tax cap 3.12 Addressing an inadequate tax base 3.08 Pursuing city status 3.02 Adhering to the capital plan 3 Addressing the lagging economy 2.99 Obtaining taxing authority 2.86 Obtaining Village control of property assessments 2.77 5

Land Use and Development (73 Responses) Answer Options Rating Average Implementing traffic improvements 3.48 Removing illegal rental properties 3.44 Enforcing the property maintenance code through concentrated code enforcement 3.24 Adopting a Smart Growth approach to future planning and development 3.24 Developing a strong sense of place 3.23 Updating the zoning code 3.17 Reviewing building, engineering, permitting fees 3.01 Improving development/redevelopment processes and guidance 3.01 Developing affordable housing 2.53 Developing multi-family housing 2.21 6

Village Structure, Operations and Facilities (73 Responses) Answer Options Rating Average Reducing employee attrition/loss of key personnel 3.49 Adopting an acceptable system to elect the Board of Trustees (post consent decree) 3.36 Focusing on policy initiatives 3.27 Demonstrating local and regional leadership 3.21 Shortening Board of Trustees meetings 3.15 7

Director and Manager Issue Areas (73 Responses) Answer Options Rating Average Rewarding dedicated and responsive staff 3.77 Recruiting and retaining talented employees 3.75 Improving workforce morale 3.68 Addressing aging infrastructure 3.64 Improving inadequate facilities/working conditions 3.56 Addressing aging equipment 3.55 Improving organizational efficiency and effectiveness 3.54 Improving technology systems and use of technology 3.51 Improving employee wages 3.5 Increasing staff capacity 3.49 Improving internal communication 3.49 Increasing opportunities for employee development 3.47 Promoting staff accountability 3.44 Increasing capacity for emergency response and preparedness 3.42 Addressing backlogs in workload 3.35 Improving external communication 3.33 Integrating management and information systems 3.27 Implementing performance management 3.26 Improving customer service 3.25 Optimizing work processes and service delivery 3.23 Evaluating contractor and vendor services 3.14 Conducting succession planning 3.08 Promoting environmental sustainability 2.97 Assessing overtime expenses 2.96 Evaluating greater use of shared services 2.89 8

What does the Village do well? (42 Responses) Open-End question were categorized into common themes Theme Number of Responses Percent of Total Responses Public Safety 7 18% Good Staff 6 15% Public Works 6 15% Community Engagement 5 13% Teamwork (internal) 4 10% Service Provision 3 8% Transportation 1 3% Building Maintenance 1 3% Fire Response 1 3% 9

In what areas can the Village improve? (48 Responses) Open-End responses were categorized into common themes Number of Percent of Total Theme Responses Responses Board of Trustee/Staff Communication 7 18% Village Overcrowding/Traffic Congestion 6 15% Community Engagement 5 13% Employee Morale 5 13% Long-Term Planning/Economic Development 4 10% Public Housing 3 8% Internal Communication 3 8% Increase Staff Capacity 2 5% Internal Accountability 1 3% Staff Diversity 1 3% Teamwork 1 3% Streamlined Code Enforcement 1 3% 10

Community and Neighborhoods Issues Answer Options Very Important Important Somewhat Important Not Very Important Don't Know a) Maintaining our position as a community for young 30 26 14 2 2 families and diverse populations 78% 22% 3% b) Promoting neighborhood 31 30 10 3 0 redevelopment/reinvestment 82% 18% 0% c) Continuing the Property Maintenance Amnesty 14 19 17 18 4 Program 49% 51% 6% d) Addressing overcrowding of homes and residential 50 14 7 3 0 properties 86% 14% 0% e) Conducting an assessment of property conditions 31 27 11 4 1 79% 21% 1% f) Improving trust between government and the 54 16 3 1 0 community 95% 5% 0% g) Improving government transparency 36 21 10 4 2 80% 20% 3% h) Addressing the needs of a growing bilingual 17 30 17 10 0 community 64% 36% 0% i) Celebrating the Village sesquicentennial 13 28 18 12 2 58% 42% 3% j) Soliciting more public input 21 23 24 6 0 59% 41% 0% k) Using social media to provide relevant information 27 29 14 4 0 76% 24% 0% l) Building a strong sense of community 44 19 8 2 0 86% 14% 0% m) Maintaining active boards and commissions 31 31 6 4 1 86% 14% 1% 11

Economic Development and Downtown Issues Issues a) Becoming a tourist destination b) Redeveloping sites for their highest and best use c) Redeveloping key Village gateways (i.e., United Hospital site) d) Redeveloping old industrial areas e) Developing/redeveloping waterfront properties (Villageowned and privately-owned) f) Instituting innovative redevelopment tools (Generic Environmental Impact Statement, form-based codes, Business Improvement Districts) g) Allowing higher density development h) Strengthening our relationship with the Industrial Development Agency (IDA) i) Improving downtown parking j) Improving directional signage k) Improving the Capitol Theatre area l) Improving the development review process m) Assessing the use of eminent domain to remove blight Very Important Important Somewhat Important Not Very Important Don't Know 10 15 20 27 1 35% 65% 1% 36 24 8 4 1 83% 17% 1% 46 25 1 1 0 97% 3% 0% 27 35 6 4 0 86% 14% 0% 37 23 9 2 2 85% 15% 3% 15 27 17 5 7 66% 34% 10% 7 14 21 27 2 30% 70% 3% 13 23 23 7 6 55% 45% 8% 48 16 6 3 0 88% 12% 0% 25 27 13 5 2 74% 26% 3% 21 24 16 9 2 64% 36% 3% 22 34 11 1 5 82% 18% 7% 11 21 24 4 9 53% 47% 13% 12

Financial Stability Issues Issues Very Important Important Somewhat Important Not Very Important Don't Know a) Addressing the lagging economy 28 23 13 8 0 71% 29% 0% b) Addressing decreasing revenues 34 26 8 4 0 83% 17% 0% c) Restructuring the millage rate/tax cap 25 19 14 2 12 73% 27% 17% d) Obtaining Village control of property assessments 18 24 15 9 6 64% 36% 8% e) Addressing an inadequate tax base 26 23 11 5 7 75% 25% 10% f) Adhering to the capital plan 17 29 15 1 9 74% 26% 13% g) Maintaining a fiscally sound position 33 25 8 3 2 84% 16% 3% h) Conducting long-range financial planning 40 25 5 1 0 92% 8% 0% i) Obtaining taxing authority 16 25 10 7 13 71% 29% 18% j) Pursuing city status 27 20 10 8 7 72% 28% 10% 13

Land Use and Development Issues Answer Options Very Important Important a) Updating the zoning code b) Enforcing the property maintenance code through concentrated code enforcement c) Removing illegal rental properties d) Developing affordable housing e) Developing multi-family housing f) Adopting a Smart Growth approach to future planning and development g) Implementing traffic improvements h) Reviewing building, engineering, permitting fees i) Improving development/redevelopment processes and guidance j) Developing a strong sense of place Somewhat Important Not Very Important Don't Know 27 29 11 2 3 81% 19% 4% 32 26 13 1 0 81% 19% 0% 50 9 10 4 0 81% 19% 0% 19 17 21 16 0 49% 51% 0% 10 20 17 25 1 42% 58% 1% 32 20 12 2 6 79% 21% 8% 42 25 5 1 0 92% 8% 0% 28 20 15 6 1 70% 30% 1% 26 24 17 4 1 70% 30% 1% 32 26 10 3 1 82% 18% 1% 14

Village Structure, Operations and Facility Issues Answer Options Very Important Important Somewhat Important Not Very Important Don't Know a) Recruiting and retaining talented 56 16 1 0 0 employees 99% 1% 0% b) Rewarding dedicated and responsive staff 58 13 2 0 0 97% 3% 0% c) Implementing performance management 36 20 10 4 3 80% 20% 4% d) Promoting staff accountability 44 19 8 2 0 86% 14% 0% e) Conducting succession planning 23 25 14 2 6 75% 25% 9% f) Increasing opportunities for employee 41 26 3 2 0 development 93% 7% 0% g) Improving technology systems and use of 43 25 4 1 0 technology 93% 7% 0% h) Evaluating greater use of shared services 20 31 12 8 0 72% 28% 0% i) Addressing aging equipment 44 23 3 1 2 94% 6% 3% j) Addressing aging infrastructure 46 23 1 0 2 99% 1% 3% k) Improving inadequate facilities/working 46 23 3 1 0 conditions 95% 5% 0% l) Increasing staff capacity 43 19 7 1 2 89% 11% 3% m) Addressing backlogs in workload 34 30 5 2 1 90% 10% 1% n) Integrating management and information 28 35 5 2 1 systems 90% 10% 1% 15

Village Structure, Operations and Facility Issues Answer Options Very Important Important o) Optimizing work processes and service delivery p) Evaluating contractor and vendor services q) Assessing overtime expenses r) Promoting environmental sustainability s) Increasing capacity for emergency response and preparedness t) Improving organizational efficiency and effectiveness u) Improving customer service v) Improving internal communication w) Improving external communication x) Improving workforce morale y) Improving employee wages Somewhat Important Not Very Important Don't Know 27 34 7 2 2 87% 13% 3% 20 42 8 1 1 87% 13% 1% 21 28 14 5 0 72% 28% 0% 18 34 12 4 3 76% 24% 4% 41 22 7 2 0 88% 13% 0% 43 24 3 1 0 94% 6% 0% 33 25 11 2 1 82% 18% 1% 45 21 5 2 0 90% 10% 0% 37 25 9 2 0 85% 15% 0% 52 17 3 0 1 96% 4% 1% 42 24 6 0 1 92% 8% 1% 16