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Home My WebLink AboutR2014-039s:\legal\our documents\reso[utians\14�Strategic plan.doc RESOLUTION NO. 014-039 A RESOLUTION APPROVING THE CITY OF DENTON'S STRATEGIC PLAN AND KEY PERFORMANCE 1NDICATORS FOR FY 2014-15; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, a strategic plan is necessary to define who we are as an organization, what we envision for the future of the City in accordance with citizen expectations, and how we plan to achieve the long-term vision; and WHEREAS, a strategic plan is the result of thorough analyses of the internal and external environment in which an organization operates; and WHEREAS, a strategic plan allows elected officials and administrators to better respond to and plan for the pressures and dynamics that may impact policy and administrative decisions; and WHEREAS, the City of Denton embarked on the development of a strategic plan to serve as a roadmap for achieving long-term goals and objectives; and WHEREAS, the Strategic Plan captures the City's vision, mission, and value statements; and WHEREAS, key stakeholders were engaged throughout the development of the Strategic Plan, including the citizens, City Council, City management, and the Leadership Team; and WHEREAS, the City Council adopted its first Strategic Plan on Apri15, 2011; and WHEREAS, the City Council has discussed updating this Strategic Plan and identifying Key Performance Indicators as part of the FY 2014-15 budget process; and WHEREAS, the City Council wishes to formally approve the updated Strategic Plan and Key Performance Indicators for FY 2014-15; NOW, THEREFORE, THE COUNCIL OF THE CITY OF DENTON HEREBY RESOLVES: SECTION lm. The Strategic Plan and Key Performance Indicators attached as Exhibit "A" is hereby approved by the City Council. SECTION 2. The City Manager, or his designee, will bring forth the Strategic Plan for annual review by the City Council. S:\Legal\Our pocuments�Resolutions\14\strategic plan.doc SECTION 3. This resolution shall become effective immediately upon its passage and _.� approval. PASSED AND APPROVED this the �,�-� � m day of �� ,;°-�� "'�, 2014. � CHRIS WA ..TS MAY . ��_ ._ .... T , OR ATTEST: JENNIFER WALTERS, CITY SECRETARY ,,�� ___ �� r r �� " �'�. "� � f �"' � � � �� BY: � � '�i. �''' �� '� �� .� �%� �,�'. ��. APPROVED AS TO LEGAL FORM: ANITA BURGESS, CITY ATTORNEY �� `� � . ,� �, � '�; � �„,, �"�� BY' �" � � M w� , � .... .� , . . „� .�..�_. �... .._.n � �--- .., �� Page 2 �� . 1' ' . � � , � �� § _ � �� • �- • _ � . . . � � � �� - �� „��„ ,, - DENTON CITY COUNCIL (From left to right: Joey Hawkins, John Ryan, Mayor ProTem Jim Engelbrecht, Mayor Chris Watts, Greg Johnson, Dalton Gregory, Kevin Roden) Mayor Chris Watts Mayor Pro Tem Jim Engelbrecht, District 3 Kevin Roden, District 1 John Ryan, District 2 Joey Hawkins, District 4 Dalton Gregory, At Large Place 5 Greg Johnson, At Large Place 6 TABLE OF CONTENTS Introduction ....................................iii \� ; ��`� � �. :�� ..�� Organizational Excellence� ..... ........} ..........,,�..4„ ..�.�...� ........ ...�..... ...�..�.�.....��;.........1-3 - � �� Publ ic I nfrastructu re ......................................................................................................4-6 =- � � �� EconomicDevelopment ..............................................................................................7-9 Safe, Liveable, and Family-Friendly Community ............ ...... ...............��..,10-13 � � _� _ � _ , , _ - �: ti� Sustainable and Environmental Stewardship .................................................14-15 Glossary..e ........................o��.��...16 1 NTRODUCTION The City of Denton's Strategic Plan is an action-oriented road map that will help the City achieve its vision.The Plan is a culmination of input from the community and many months of work by the City Council and City staff. It defines who we are, where we want to go, and how we plan to get there. The Strategic Plan is designed to: • Provide a high-level overview of key policy goals • Ensure policy and administrative decision-making is based upon a proactive approach • Create stability for the community and organization • Incorporate citizen feedback and communicate desired service levels to citizens and employees alike • Link organizational direction to the City's established vision, mission, and values The foundation for the City of Denton Strategic Plan is the five long-term Key Focus Areas (KFAs): Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and Sustainability and Environmental Stewardship. The following pages outline these five KFAs and their corresponding Key Performance Indicators and targets for Fiscal Year 2014-15 (Oct. l, 2014 through Sept. 30, 2015). These targets were created at the departmental level and represent the means by which the City will reach its Strategic Plan goals successfully, creating a Denton we can all be proud to call home.To measure our progress in meeting each of these goals, quarterly Strategic Plan Performance Reports are published on the City's website at www.cityofdenton.com. The goals and objectives outlined in this plan are intended to help achieve the community vision as articulated in the Comprehensive Plan, Denton Plan �030. Building on the foundation of the 1999 Comprehensive Plan, our vision of Denton in the year 2030 is one in which we are recognized as a vibrant community of choice. Denton is characterized by its two growing state universities; its friendly, small-town character, coupled with its big-city dynamism; its commitment to sustainability; and its culture of innovation, creativity, and authenticity. Our exceptional livability; the diversity of choices available to our people in employment, lifestyle, and neighborhood settings; and our North Texas values and culture define what Denton is and what we have to offer. We have realized our vision by respecting and building on our heritage, leveraging our assets, and making wise choices in guiding sound growth and investment. The Strategic Plan was developed in accordance with the City's Vision, Mission, and Values statements. VISION: Destination Denton Denton is an identifiable and memorable destination and a community of opportunities. We achieve this by providing high quality of life through excellence in educa- tion, entertainment, and employment; neighborhood vitality and sustainability; environmental and financial stewardship; and superior public facilities and services. MISSION: Dedicated to Quality Service The City of Denton will foster an environment that will deliver extraordinary quality services and products through stakeholder, peer group, and citizen collaboration; leadership and innovation; and sustainable and efficient use of resources. VALUES: We Care We care about our people, our community, and our work. We do this with integrity, respect, and fairness. �� - � � � �. �. � The City of Denton 2014-15 Strategic Plan highlights activities and accomplishments that City departments will complete during the fiscal year.This report guides readers through the City's five Key Focus Areas (KFAs). At the beginning of each KFA section, the introduction page outlines the goals, with their corresponding objectives, specific to that Key Focus Area. Following the introduction is a chart showing each goal paired with its corresponding Key Performance Indicators and targets, as well as the department responsible for reaching these objectives. �� \ ,: : � \ .,� ` �� \\ a �.x�� . ,� , . . �. f. `-�'-� - ORGANIZATIONAL EXCELLENCE The goals and corresponding objectives outlined below are specific to Key Focus Area 1: Organizational Excellence. Goal 1: Manage financial resources in a responsible manner • Utilize benchmarking, performance measurement, and progress evaluation to improve operations • Develop and implement long-range strategic plans • Provide timely, accurate, and relevant financial information • Ensure adequate internal controls are in place to prevent waste, fraud, and abuse • Manage enterprise funds to achieve financial self-sufficiency • Minimize fees and rates that are charged to our citizens and customers Goal 2: Develop a high-performance workforce • Create succession and workforce management strategy to ensure organizational sustainability and continuity • Attract, retain, and motivate qualified and diverse staff to ensure consistent implementation of established vision • Establish a culture where employees feel valued and respected • Facilitate open inter- and intra-departmental communication and collaboration • Establish a culture of accountability at all levels of governance • Support staff participation in regional, state, national, and international organizations Goal 3: Promote effective internal and external communication • Maintain on-going staff communication irvith City Council, Boards, and Commissions • Utilize both traditional and non-traditional forms of communication to disseminate accurate information • Actively seek feedback from citizens and employees, in order to identify and implement programmatic changes, as appropriate Goal 4: Achieve high level of customer satisfaction • Provide exemplary customer service • Ensure all customer interactions are conducted in a professional and courteous manner • Respond to customer inquiries in a timely fashion • Provide convenient methods of conducting business with the City - Seek creative means to help customers achieve their goals Goal 5: Utilize technology to enhance efficiency and productivity • Develop information technology systems to automate routine processes • Utilize data analysis to make informed management and operational decisions • Reduce reliance on paper-based systems Goal 6: Collaborate with local, regional, state, and federal partners • Maintain dialogue with state and federal delegation and regulatory agencies • Promote bi-annual legislative agenda and congressional priorities • Pursue effective representation at the state and federal levels • Participate in regional, state, national, and international coalitions (RTC, NCTCOG, TML, NLC, ICMA, etc.) Finance Finance Goal 1: Manage financial '' resources in a responsible � Finance manner � Finance Internal Audit HR HR Goal 2: Develop a high- HR performance workforce Goal 3: Promote effective internal and external communication HR HR Public Comm. Public Comm. � _ =- � � ,� � � � ; , ��; � - � � � , Percentage of invoices paid within 30 days Percentage of actual General Fund revenue as compared to budgeted revenue Percentage of actual General Fund expenditures as compared to budgeted expenditures Percentage rate of investment return Number of internal control or Lean Government projects implemented Percentage rate of employee turnover Percentage of performance reviews completed within 30 days of due date Number of health risk assessments performed Percentage rate of clinic utilization based on available appointments Costs per $100 of payroll for workers compensation Number of hits on City's website Number of followers on all social media sites City Mgr. Office ; Percentage of online citizen inquiries responded to within 10 business days 93% 100% <100% 0.45% 5 <10% 100% 800 80% $0.75 1.5 million 75,000 100% .-. _. � \ . , . �. \ . �^� ,: ��: �� , + �� Goal 4: Achieve high level of customer satisfaction Goal 5: Utilize technology to enhance efficiency and productivity Goal 6: Collaborate with local, regional, state, and federal partners Materials Mgt. Average number of days from specifications to award for standard purchases Legal Percentage of contracts reviewed within five days Planning & Dev. : Percentage of Customer Service requests responded to within 24 hours Bldg. Inspections Percentage of new commercial permits received with 10 days Fleet : Percentage of fleet available Customer Serv Customer Serv, Tech Services Tech Services Customer Serv. �ustomer Serv City Mgr. Office City Mgr. Office Percentage of first-contact resolution for customers Average time in seconds to answer calls Percentage of employees that rate IT services as good or better Percentage of work requests completed within five days Percentage of payment transactions completed electronically Percentage of customers that receive electronic billing statements Number of City personnel, elected, and appointed officials serving in leadership roles in regional, state, and federal associations Percentage of major legislative initiatives accomplished 75 100% 100% 95% 95% 85% 60 98% 95% 52% 11% 45 100% - � � �� a�\\\\�\�� PUBLIC 1NF �� m� � � - _ � � :.;�\ : \�� -- The goals and corresponding objectives outlined below are specific to Key Focus Area 2: Public Infrastructure. Goal 1: Optimize resources to improve quality of City roadways • Manage City street funding based on Overall Condition Index (OCI) methodology • Develop a long-range strategy to transition street funding to achieve the OCI criteria • Improve the design criteria for all dedicated roadways • Maintain an acceptable level of service on all City roadways • Design and construct all capital street projects on a 40-year design life Goal 2: Seek solutions to mobility demands and enhance connectivity • Coordinate with DCTA to provide effective multi-modal connectivity • Coordinate with TxDOT to maintain and enhance the state road network • Improve walkability/pedestrian access • Encourage and improve bicycle mobility • Enhance aviation infrastructure at Denton Enterprise Airport • Update the Mobility Plan every five years • Increase the efficiency of existing roadways Goal 3: Promote superior utility services and facilities • Plan for long-term resource acquisition and development • Assure regulatory compliance and legislative oversight • Protect public health and provide reliable service • Ensure operational and environmental sustainability • Effectively maintain and operate municipal facilities • Develop and support rates to provide funding for strategic objectives Goal 4: Manage drainage infrastructure • Require new drainage infrastructure to design 100-year flood protection, based on fully developed conditions • Rehabilitate existing drainage system in compliance with 100-year flood protection criteria • Develop funding mechanism to rehabilitate inadequate drainage system components over a 20-year period • Require finished floor elevation certification on studied and unstudied drainage basins • Maintain street sweeping in compliance with municipal good housekeeping management practices associated with storm water regulations Goal 5: Develop Capital Improvement Program (CIP) based on community needs • Manage existing and future infrastructure needs to meet projected growth trends • Develop and implement financing plans for identified infrastructure needs � � � - �� O" � �� .� �� \\��\�\�` \ � � � � � � � � UCTURE �� .-��` �.� ` - - Goal 1: Optimize resources to improve quality of City roadways Goal 2: Seek solutions to mobility demands and enhance conr�e�-f�r�� Goal 3: Promote superior utility services and facilities Traffic Number of traffic signs serviced Traffic � Number of traffic signals serviced Traffic Feet of lane markings replaced Streets ' Square yards of asphalt roadway reconstructed Streets Square yards of asphalt roadway overlaid Streets ; Square yards of asphalt roadway micro-sealed Airport ; Number of airport takeoffs/landings Facilities : Number of work orders completed Water ' Gallons of finished water produced Water Feet of water mains replaced Water ; Number of valves exercised Water � Number of hydrants painted Water Number of new water meters installed Water Number of water meters replaced 2,000 11,440 225,000 112,736 86,956 114,285 164,000 13,000 6.97 billion 14,025 7,100 1,025 530 2,000 -� _ - � �_ � - - �� \�\\�� \\�\\�� PUBLIC INF �� _�m� , , ,�, _ _ �- �_� � . ��\\oo�\�� -� Wastewater Gallons of wastewater treated through plant Wastewater �� Feet of wastewater mains replaced Goal 3: Promote superior utility services Wastewater ' Feet of wastewater lines cleaned and facilities Environ. Services ; Number of annual grease trap inspections � Electric , Percentage of electric system utilized (load factor) Drainage = Lane miles of street sweeping completed Goal 4: Manage ' drainage infrastructure Drainage Cubic yards of material collected in street sweeping Drainage � Feet of concrete channel cleaned Goal 5: Develop CIP based on community needs Finance Finance Number of projects in process Percentage of GO bonds issued (based on recommended packages presented to voters) 5.108 billion 8,000 450,000 200 46% 5,200 4,000 35,000 750 25% � �� _ � _ � � �--� = - _ ��\\\� - - \ DEVELOPMENT , \ - — �� , . __ ��.. �,U. ... The goals and corresponding objectives outlined below are specific to Key Focus Area 3: Economic Development. Goal 1: Develop targeted policies and incentives to achieve desired economic growth • Establish a target ratio of commercial-appraised value relative to residential and work to achieve the specified goal • Increase home ownership' • Increase housing values • Improve land-use densities across Denton • Implement the "Preferred Growth Concept" identified in the Comprehensive Plan • Preserve and maintain historic structures and culture in Denton • Establish a target ratio of multi-family housing relative to single-family offerings and work to achieve the specified goal Goal 2: Make Denton a destination for visitors • Promote festivals and artistic events in cooperation with the Convention and Visitors Bureau (CVB) and Chambers of Commerce • Promote Denton as a destination city in cooperation with the Denton CountyTransportation Authority (DCTA), University of North Texas, and Texas Woman's University • Utilize the Convention Center to market Denton as a destination city Goal 3: Promote a business-friendly environment • Maintain a timely and efficient development review process • Seek creative means to help customers achieve their goals • Utilize development incentives to attract high-quality projects • Maintain dynamic presence at the local Chambers of Commerce • Maintain effective relationships with the development community Goal 4: Encourage development, redevelopment, recruitment, and retention • Improve commercial property values and sales tax revenue • Growjobs that support home ownership and higher household incomes • Developjob growth that targets university graduates and young professionals - Target major industrial/commercial employer relocations and expansions • Target the relocation and expansion of major suppliers for existing companies • Improve marketing efforts to showcase Denton's attributes • Promote Denton as a healthcare destination for the region Goal 1: Develop targeted policies and incentives to achieve desired economic growth Finance Comm. Dev. Finance CVB Goal 2: Make Denton a � CVB destination for visitors �_ __ _ Goal 3: Promote a business-friendly environment ��- � �__ � � -�� -�� _ � � °�\��\�� ECONOM IC DE\/ � ' �� ,�� „��,��„��' , Increase in residential and commercial property values Increase in owner-occupied housing Increase in average value of new housing construction Increase in hotel occupancy rates Increase in tourism spending Parks/CVB � Increase in number of festival/event attendees Bldg. Inspections' Percentage of Certificates of Occupancy reviewed within 10 days Bldg. Inspections Percentage of Tenant Finish Outs reviewed within 10 days Planning Percentage of pre-applications reviewed and comments sent to the applicant by the published deadline Planning Percentage of Plats reviewed and comments sent to the applicant by the published deadline Planning ; Percentage of Specific Use Permit applications reviewed and sent to the ; applicant by the published deadline Planning Percentage of Zoning Change applications reviewed and sent to the ; applicant by the published date Economic Dev, = Increase Return on Investment (ROI) of incentives awarded Economic Dev, � Increase in net sales tax collections related to Economic Dev. incentives 5% 5% 5% 5% 5% 5% 95% 95% 90% 90% 90% 90% 5% 5% �� ------�� _� - � �� _ - � = Goal 4: Encourage development, redevelopment, recruitment, and retention DEVELOPMENT Ecomonic Dev. Economic Dev. Economic Dev. Ecomonic Dev. Economic Dev. Increase in ratings of business climate in the community Increase in average household income Number of business retention visits Percentage rate of unemployment Increase in new jobs created 5% 5% 100 5% 5% SAFE, LIVEABLE & FAMILY-FRIENDLY COMMUNITY The goals and corresponding objectives outlined below are specific to Key Focus Area 4: Safe, Liveable, and Family-Friend4y Community� Goal 1: Enhance public safety in the community • Expand departmental collaboration and community partnerships by increasing involvement, communication, education, and utilizing technology • Secure and deploy public safety resources in the most effective and efficient manner possible • Evaluate existing and future public safety facility needs in order to provide the most effective delivery of emergency response services • Focus on prevention programs to heighten awareness, minimize loss, and support a safer community • Maintain a high level of preparedness through planning, training, and the utilization of resources Goal 2: Seek clean and healthy neighborhoods in Denton • Provide effective code enforcement services that meet community expectations • Promote positive environmental behaviors and practices for Denton and its residents • Enhance the quality, livability, and sustainability of the neighborhoods in Denton • Support revitalization efforts of existing low-moderate income neighborhoods Goal 3: Provide quality, diverse, and accessible neighborhood services for the community • Meet customer needs #hrough quality and diverse programs • Promote a family-friendly environment • Co-sponsor annual community events and festivals • Build relationships with key organizations to enhance community and social events • Enhance educational and recreational opportunities at Clear �reek Natural Heritage Center Goal 4: Provide and support outstanding leisure, cultural, and educational opportunities • Cultivate mutually beneficial relationships with local educational and governmental institutions • Provide lifelong learning opportunities with the City's library system • Promote healthy lifestyles for residents through parks and recreation facilities • Encourage and support artistic endeavors in the community SAFE, LIVEABLE & FAMILY-FRIENDLY COMMUNITY Police Number of stakeholder meetings conducted 100 Average number of minutes for patrol response from dispatch to arrival on Police 6:00 scene Percentage of crime reports submitted through online self-reporting Police __ _�_ __ 10% Police � Percentage of live animal release rate for all animals housed at the Denton = �So�o Animal Shelter _ -- Goal 1: Enhance public police Number of bicycle safety courses taught �� 1 safety in the community = - Fire Percentage of active structure fires responded to in five minutes or less 90% Fire Number of inspections completed for commercial/industrial/multi-family � 4 320 structures ' Number of hours completed to enhance current training program to '� Fire � improve alignment with the requirements of the Texas Commission on Fire =�� 36,000 Protection and ISO Municipal Court Number of cases processed 37,000 SAFE, LIVEABLE & FAMILY-FRIENDLY COMMUNITY Goal 2: Seek clean and healthy neighborhoods in Denton Bldg. Inspections ; Number of food establishments inspected Bldg. Inspections = Percentage of food establishments with an 80 or better rating Bldg. Inspections � Number of health (food handler) cards issued Bldg. Inspections ; Number of code compliance or follow-up inspections Comm. Improv. ; Percentage of nuisance violations abated Comm. Improv. � Percentage of minimum building standard violations abated Comm. Improv. z Percentage of zoning violations abated Comm. Improv. � Number of dangerous buildings repaired or demolished Gas Wells Percentage of gas well drilling and production sites that passed � semi-annual inspections 1,200 95% 3,000 2,500 90% 85% 85% 40 95% SAFE, LIVEABLE & FAMILY-FRIENDLY COMMUNITY Goal 3: Provide quality, diverse, and accessible neighborhood services for the community Parks Parks Parks Parks Parks Library Library Library Library Library Acres of parks maintained per full-time equivalent Total number of attendees at parkfacilities per full-time equivalent Acres of park per 1,000 population Satisfaction rating of"good"or"excellent"for programming / number of ratings received Percentage of programs offered that made participation requirements Total number of program attendees Total number of library visits Total circulation, including checkouts and renewals of physical items Number of Ebranch visits: webpage, website, mobile app, and catalog hits Total Ebranch circulation: database hits and electronic content downloads 52.4 17,320 4.38 4.5/3,600 94% 40,000 575,000 1,200,000 800,000 100,000 � � � \ � ` � � � � _ , , � _ � _ `� �. ., _`, , _ - � �� ` � l � a; � � � � � � � r The goals and corresponding objectives outlined below are specific to Key Focus Area 5: Sustainable and Environmental Stewardship. Goal 1: Manage Denton's water resources . • Protect and restore Denton's water resources • Maintain high level of drinking water quality • Invest in sustainable stormwater and watershed infrastructure and management • Ensure wastewater is collected, treated, and discharged in accordance with all regulatory requirements • Take measures to encourage reductions in per capita water conservation Goal 2: Improve air quality and greenhouse gas management • Improve regional air quality and take actions to improve non-attainment status - Take actions to reduce air pollutant emissions, including greenhouse gases and emissions from government operations Goal 3: Improve energy efficiency and conservation • Invest in renewable energy generation • Encourage energy conservation and efFiciency in new and existing homes and businesses • Ensure efficient energy use in city government facilities through demand reduction in both new construction and building retrofits • Continue to require exceptional energy efficiency building standards for new construction Goal 4: Manage land use and preserve open/natural spaces • Promote land use and code/zoning patterns that positively affect energy use and the environment • Preserve open space, natural areas, and tree canopy • Minimize water use, promote stormwater quality, and reduce stormwater quantity through management measures • Promote redevelopment of infill areas and brownfield sites Goal 5: Provide alternative modes of transportation • Expand infrastructure for non-vehicle modes of transportation • Promote public transportation ridership and the use of fuel efficient/alternative fuel vehicles • Reduce the environmental impacts from impervious parking surfaces Goal 6: Promote sustainable materials resource management • Reduce solid waste generation and divert waste away from landfill disposal through increased recycling and reuse options • Leverage city government's purchasing power to procure goods and services that cause less harm to humans and the environment, in accordance with procurement laws and regulations Goal 7: Encourage local food production • Encourage local food production and distribution -_ � . �c. \ .' �� \-�` , „ _ ..� , �. � a. .� .: ��. � � . - . � • � � � � � � • � ��.. � ': Goal 1: Manage Denton's � water resources � Wastewater 4 Gallons of sanitary overflow Goal 2: Improve air quality and greenhouse gas man��ment Goal 3: Improve energy efficiency and conservation Goal 4: Manage land use and preserve open/natural spaces Goal 5: Provide alternative modes of transportation .. __ Goal 6: Promote sustainable materials resource management Environ. Services Percentage of alternative fuel used from total fuel consumed Fleet : Number of alternative fuel vehicles Environ. Services Environ. Services Environ. Services Environ. Services Environ. Services Environ. Services Environ. Services Transportation Transportation Solid Waste Solid Waste Decrease in municipal energy usage annually Percentage of Non-Solar Energy Rebate funding used from base amount Percentage of Solar Energy Rebate funding used from base amount Percentage of City of Denton facilities with renewable energy usage Amount of Non-upland Habitat Environmentally Sensitive Land removed from protection through Alternative Development Plans Amount of Upland Habitat Environmentally Sensitive Land removed from protection through Alternative Development Plans Percentage of approved Alternative Development Plans addressing water quality as a component of landscaping or parking Number of Bike and Pedestrian Action Plan components initiated Total number of riders on DCTA transit system (bus and A Train) Pounds of waste disposed per capita Percentage of waste diverted from the landfill < 100,000 75% 65 5% 75% 75% 55% 0 0 100% 12 2.4 million 1,852 40% Goal 7: Encourage local �� Environ. Services ; Total cumulative acres of community gardens �>1.0 food production � .\�\ �. �..� \�... ......\. :` ! \\ ... \ \ \ \. ��\ � \F Fiscal Year 2014-15 extends from Oct. 1, 2014 through Sept. 30, 2015. Goals provide the method of achieving success within the KFAs. They are long term, ongoing, and actionable. Key Focus Areas (KFAs) are long term and foundational in nature.They are based on the Vision, Mission, and Values statements. Key Performance Indicators are used to track the City's progress in accomplishing the goals and objectives identified. Each is specific to a department and has a target for Fiscal Year 2014-15. Objectives provide more specificity on achieving the goals. By nature of the relationship to the goals, objectives are shorter in term and may change over time to meet the needs of the changing environment.