City of Reno Strategic Plan 2008-2014 The Strategic Planning Process and Plan Overview The City of Reno has updated the 5 Year Strategic Plan which will run from 2008 through 2014. The overall strategic plan is build around 6 key areas of focus. The 6 areas spell out VISION: 1) Vitality in the Downtown 2) Infrastructure Well-Kept 3) Strong Economy 4) Informed and Involved Citizenry 5) Opportunities for Arts Culture and Recreation 6) Neighborhood Excellence. The VISION of the City of Reno is supported by 5 Year Goals, which are developed by each Department, and for Programs within each Department. The 5 Year Goals are then typically expanded on in more detail and supported by Strategies for each Goal. These are detailed in the Department Strategic Plans and the Annual City of Reno Budget. The City of Reno Strategic Plan is organized by the key areas of focus. A more detailed description of each of the key areas is provided below. The 2008-2014 Strategic Plan is organized in this fashion to provide a city-wide perspective on how the key areas will be addressed Under each key area of focus is a listing by Department (in bold), and Division (underlined). Under each Division or Department is the 5 Year Strategic Goal for the Division or Department. The numbers beside each Division or Department 5 Year Strategic Goal are referenced to the goals listed in the 2008-2014 Department Strategic Plan, therefore the goals may not in numerical order or may skip numbers. Each Department has a 2008-2014 Strategic Plan. The Department Strategic Plans are formatted the same as the City Plan, using the 6 key focus areas. Included in the Department Plans are the Strategies that support each 5 Year Goal. The Department Plans are kept by each Department and the Organizational Effectiveness Department within the City Manager’s Office.

Vitality in Downtown Develop a vibrant downtown and river front corridor that serves as a neighborhood, a diversified recreation destination, and a place for families to come shop, eat, and recreate. City Attorney Programs Civil Litigation 1. Focus the City Attorney’s Office to be a full service in-house legal office, handling the majority of legal matters for the City of Reno.

City Managers Office Organizational Effectiveness EEO/City-wide Training 1. Fair treatment and equal opportunity for all City employees and organizational sensitivity to the value of diversity in the workforce and community. Special Events 1) Ensure a well managed special events program. Communications and Technology Programs IT-GIS 1. Create and maintain 3D downtown model to be used for proposed development visualizations. Community Development Code Enforcement 1. To improve the physical condition and appearance of the city and its neighborhoods. Planning 1. Enhancement of regional position/financial stability. 2. Consistent, clear, effective and current plans and development requirements. Parks, Recreation and Community Services Arts and Culture 1. Develop active downtown streetscapes with street furniture designed by artists, temporary and permanent public art installations and diverse cultural events. Athletics and Outdoor Education 1. Promote seasonal outdoor programs in downtown. Park Maintenance 1. Promote downtown beautification through enhanced maintenance of downtown parks, flowerbeds and flower baskets. Police Community Affairs 2. Increase number of participants in Crime Free Multi-Housing, a three stage program that teaches community managers crime-free prevention techniques, Crime Prevention through Environmental Design principles, and the benefits of Neighborhood Watch programs. Downtown Tax District Division 1. Enhance the Downtown Tax District Board to emphasize residential, business and city services partnerships. 2. Improve the development of the Downtown Enforcement Team (DET) and emphasize problem solving and community partnerships. Patrol Crime Prevention 1. Continue improving problem solving efforts in the downtown area.

2. Improve community partnerships with businesses and residents in the downtown area. Patrol Gang Enforcement 1. Limit the effect of graffiti Public Works Downtown Maintenance 1. Maintain a high level of downtown cleanliness and reliable lighting. Capital Projects/Traffic Engineering 3. Work with the Redevelopment Agency to continuously review and update the downtown development standards, including streetscape standards, and informational signage. Property Management 1. Maximize lease revenue from One East First Street office space. 2. Implement Redevelopment of railroad right-of-way plans. 4. Maximize revenue collection from ReTRAC acquired land. Sanitary Engineering 1. Complete the Truckee River TRAction project to optimize flood protection in downtown Reno to guide future bridge replacements and flood wall construction. 2. Complete the Visioning process relative to downtown flood reduction elements. Redevelopment Agency Community Development and Community Services 1. Increase affordable housing opportunities available to residents throughout the City of Reno. 2. Strengthen neighborhoods through investment in public projects, human service programs and business development. 3. Collaborate with other entities to improve outcomes for individuals and families in the community experiencing homelessness. Economic Development 1. Revitalize Redevelopment areas by instituting strategies that enable the creation of high quality commercial, retail, housing and corporate real estate investment opportunities; by providing appropriate incentives to encourage the highest and best use of land and water resources; and by encouraging the development of high quality education/training programs that lead to higher quality employment. Project Development 1. Work with other City departments to develop, implement and manage capital improvement projects that aid in the expansion, enhancement and diversification of the City’s economic tax base. Public Education and Marketing 1. Effectively market opportunities to developers, while informing and involving the community in Redevelopment programs, plans, and activities.

Infrastructure Well-Kept Anticipate, plan and implement programs to improve the City infrastructure to meet the needs of a growing City and the ever-increasing demand for essential services so that the City maintains and improves the quality of life for citizens. City Attorney Programs Civil Litigation 3. Focus legal services in the area of preventive law to assure the transactional documents utilized by the City in its day-to-day operations are updated. 2. Update the use of technology to streamline and control expenditures pertaining to the legal services provided by the City Attorney’s Office. Criminal Prosecution 1. Update the use of technology to streamline and control expenditures pertaining to the legal services provided by the City Attorney’s Office. 2. Electronic Storage of Documents. City Clerk Council Support 1. Ensure Council has ready access to the most accurate and up-to-date information in support of informed decision making. 2. Provide cost effective and efficient public access to City records. Hearing Examiner Services 1. Optimize collection of revenues owed the City of Reno as a result of parking citations and decisions rendered by the Hearing Examiner. Record Management 1. Provide efficient and effective operations. 2. Migrate from reliance upon manual processes in paper and film-based media to more automated electronic and digital processes and media. Reprographics 1. Provide cost effective, full service, internal reprographics unit with minimal reliance on outside vendors. City Managers Office Administration 1. High performance organization. 2. Customer service excellence. 3. Responsive citizen services. City Council City Manager Office Support 1. Efficient and responsive office support services. Community Relations Customer Service 1. Citizen requests, inquiries and complaints are addressed in a timely and effective manner. Intergovernmental Operations 1. Provide a strong, influential legislative and intergovernmental program. 2.

Public Information 1. Cultivate a well-informed and engaged City workforce. 2. Leverage Reno 13 programming asses in order to maximize accessibility to City residents. 3. Monitor and anticipate long-term issues to adopt in the long-term strategic communications plan. Web Development 1. Enhance City services and features offered through external website. 2. Enhance employee intranet to increase productivity, share internal information and engage staff. Organizational Effectiveness Corporate Business Planning 1. Fully implemented and operationalized strategic business plans for the 2008-2013 strategic business cycle throughout all levels of the City. 2. Identify best practice community survey tools, such as the National Citizen Survey, and methods to allow the City to compare itself to other communities and implement surveys in conjunction with the Community Relations Department. EEO/City-wide Training 2. Fair treatment and equal opportunity for all City employees and organizational sensitivity to the value of diversity in the workforce and community. 3. Employees trained to better serve the public. 3. Improved efficiency and effectiveness of City operations. Internal Audit 1. Provide high quality audit services to identify opportunities for continuous improvement in the efficiency and effectiveness of City services. Organizational Development 1. Ensure employees are actively engaged in identifying and developing innovative solutions that serve to enhance organizational performance, service delivery and quality of work life. 2. Supplement the City’s financial resources through the acquisition of grant funds and donations. Risk Management 1. Reduce costs for property and liability claims. 2. Ensure insurance coverage is sufficient to protect the City from claims arising out of City operations. 3. Continue to be compliant with state and federal OSHA requirements and keep employees prepared to safely serve the public. 4. Improve efficiency and effectiveness of City operations. Safety and Training 1. Provide a safe working environment. 2. Emergency service responders trained to provide optimum service to the public. 3. Provide health, wellness, and fitness programs for emergency services personnel. Workers Compensation 1. Develop programs to reduce costs for Workers Compensation and address repeat injury areas.

2. Ensure insurance coverage is sufficient to protect the City from claims arising out of occupational injuries and illnesses. 3. Effectively manage heart and lung claims for Police Officers and Firefighters. Special Events 1. Ensure a well managed special events program. 2. Effectively manage City services provided to special events and by negotiating long-term sponsorship contracts with event organizers, reduce the overall percentage of special events costs sponsored by the City from 60% to 40%. Civil Service Program and Service Management 1. Provide effective and efficient provision of services. Recruitment Examination 1. Diverse and qualified City of Reno workforce. 2. Development of innovative valid selection procedures for evaluation of applicants and development of effective candidates for entry level and promotional positions. Communications and Technology Programs Dispatch Operations 1. Maintain an efficient and effective Emergency Communications Center. 2. Expand training opportunities to develop professional employees, and promote employee retention. IT-Client Services 1. Provide technical information to staff via a centralized Help Desk function. 2. Develop a Mobile and Wireless Computing environment. 3. Develop and implement a Radio Management Program. 4. Keep technology current through a technology refresh program. IT-GIS 1. Create and maintain 3D downtown model to be used for proposed development visualizations. 2. Convert the “Pavement MapServer” to the next generation MapServer platform. 3. Provide staff and business access to economic development data, such as 4. Convert the “Watershed MapServer” to the next generation MapServer platform. 6. Improve GIS Basemap Integrity 7. Improve Accessibility to Strategic GIS Information IT-Network Operations 1. Build and strengthen the City’s technology infrastructure. IT-Systems and Programming 1. Support City business procedures through the automation of City business processes.

Community Development Building 1. Assure that new building construction meets the International Building Code, American with Disabilities Act Accessibility Guidelines (ADAAG), and other applicable codes and ordinance. Code Enforcement 1. To improve the physical condition and appearance of the city and its neighborhoods. Engineering 1. High-quality physical infrastructure (e.g., streets, sanitary sewer, etc.) provided by new development. 2. Provide improved review of engineering aspects of new development. 3. Comply with Clean Water Act, National Pollution Elimination Discharge System (NPDES) Stage II, to establish a higher level of control of runoff from construction sites. 4. Improve the quality of infrastructure design and construction 5. Reduce flood related costs to existing and new residents and businesses in the City and improve their safety. Planning 1. Enhancement of regional position/financial stability. 2. Consistent, clear, effective and current plans and development requirements. 3. Efficient and effective review of development proposals. Finance Accounting 2. Comprehensive, consistent, efficient and user-friendly operating procedures for disbursement and other accounting-related activities. Financial Planning 1. Establishment of formal, comprehensive and consistent budget development process to ensure fiscal stability. Operational Support 1. Fully automated and efficient procurement process. 2. Efficient mail delivery process. Payroll 1. Establishment of an efficient, effective and user-friendly payroll process. Revenue and Collections 1. Establishment of an efficient, effective and user-friendly business licensing process. 2. Establishment of an efficient, effective and user-friendly sewer billing process. Fire Emergency Operations 1. Provide efficient and effective emergency operations services. 2. Enhance the life safety and survivability of life and property in the wildland Urban Interface areas of the City and the area served by the Reno Fire Department

3. Develop a fire facility replacement/improvement plan to maintain aging station infrastructure and assure current locations appropriate with development and response patterns. 4. Using best industry practices and assessments verify current capabilities and identify how to improve the standing of the Reno Fire Department. Fleet Maintenance 1. Maintain current fleet resources that will ensure the ability to provide efficient and effective Fire Department services. 2. Provide reliable and safe City/District fire vehicles and equipment. 3. New fleet maintenance facility. Program and Service Management 1. Provide efficient and effective fire services. 2. Maintain resources necessary to provide efficient and effective fire services. 3. Enhance City and Regional Disaster/Emergency Management response. 4. Enhance the state of preparation for the occurrence of a City-wide emergency or any emergency within the City’s service area. Human Resources Employee Relations 1. Sound and effective employee-management relationships. 2. Efficient and effective City operations. Employee Services 1. Equitable and competitive employee benefit system designed to attract, retain and motivate a highly qualified, dedicated workforce. 2. Improved efficiency and effectiveness of City operations. 3. Effectively administer benefit programs with appropriate internal controls. 4. Confidential and secure employee benefit records. Workforce Planning and Development 1. A qualified, diverse and well-developed workforce which enables the City of Reno to provide high quality, responsive services. 2. Improved efficiency and effectiveness of City operations. 3. Equitable and competitive employee compensation and classification system designed to attract, retain, and motivate a highly qualified and dedicated workforce. 4. Confidential and secure employee personnel files. Municipal Court Judicial Enforcement 1. Effective Court Order enforcement. 2. Improved courthouse security. Judicial Proceedings 1. Create uniform documents and record-keeping protocols for use in all court departments. 2. Enhance drug/alcohol court programs. 3. Increase inter-agency coordination. 4. Provide more complete pre-sentence information.

5. Increase security awareness among staff. Parks, Recreation and Community Services Aquatics 1. Provide safe and welcoming recreational opportunities. Arts and Culture 2. Ensure the Reno Public Art Collection is well maintained and includes adequate signage. Athletics and Outdoor Education 2. Offer the highest level of customer service to improve the quality of life for citizens. Golf 1. Improve the quality and the condition of the golf course optimize environmental and recreational benefits to the City and participants. Indoor Centers 1. Ensure indoor facilities and infrastructure are well maintained, efficient, green and accessible to the public. 2. Ensure replacements for obsolete facilities are well planned, utilizing state of the art technology and green principles with a multi-functional and multi-generational focus. Park Maintenance 2. Ensure parks and open space are professionally maintained for safety, aesthetics, recreation and sustainability. Park Planning and Development 1. Ensure parks and recreation facilities meet the needs of the community and are regionally recognized for excellence. 2. Implement the Open Space and Greenways plan for maximum sensitive lands protection and community connections through a comprehensive trails system. Senior Development 1. Provide quality programming that offers a full spectrum of services meeting the needs of seniors and caregivers. 2. Develop partnerships that increase services and communication with residents and businesses and support healthy aging in place and social service connections. Urban Forestry 1. Improve the quality and distribution of the City’s Urban Forest (both public and private trees) to optimize environmental, green objectives, economic, habitat and social benefits to the City and residents. Police Community Affairs 3. Build community involvement for the Trauma Intervention Program (TIP) through volunteers and donations. Downtown Tax District Division 4. Improve pedestrian and vehicle traffic safety 4. Continue to dedicate a strong police presence in the downtown area. 5. Develop downtown video security system

Investigations 1. Provide continued effective provision of services to victims of crime by sustaining the Victim Services Unit. Patrol Community Service Officers 1. Re-design the on-line reporting format to make it more accessible to the public, thereby increasing the number of on-line reports, which will alleviate calls for service for patrol. 2. Reduce non-emergency/non-investigative calls for service normally handled by uniformed officers by limiting the types of calls for service that would normally be responded to and by making referrals when appropriate, to the substations. Patrol Crime Prevention 3. Review the deployment of resources prior to each bid process to ensure appropriate and effective staffing levels. 4. Report quality of life issues and infrastructure issues relating to other City of Reno service providers or other RPD units when observed. 5. Improve pedestrian and vehicle traffic safety Patrol Gang Enforcement 5. Integrate multi-state gang intelligence system into day-to-day intelligence gathering and enforcement efforts. 6. Continue regionalization of graffiti abatement and graffiti prosecution efforts. Patrol Traffic 1. Reduce the number of vehicle crashes, and identified high crash locations. Planning Training Research-Training 2. Employees are trained in a manner that complies with, and consistently exceeds, Nevada POST (Police Officers Standards Training) requirements for Category I law enforcement officers. Program and Service Management 1. Plan and implement the police department’s decentralization plan in accordance with the City Council’s request to make police services more readily available to citizens. 2. Monitor citizen satisfaction with police services on an annual basis. 3. Conduct business in a way that reflects a financially responsible approach to the department’s strategic business plan’s stated desired outcomes. 4. Supplement the department’s general fund allocation with grant funds whenever possible, in support of the department’s stated program objectives. 5. Provide options to increase secure parking availability for department employees. Records and Identification 1. The continued development of comprehensive, multi-agency, labor efficient system of record keeping and data exchange for arrests, criminal reports, traffic accidents, incidents and associated data. Public Works Capital Projects/Traffic Engineering 2. Improve intersection safety and reduce congestion through incorporating Intelligent Transportation System (ITS) elements in the City’s Traffic Control

system. Coordinate with Regional Transportation Commission (RTC) to ensure better progression through updated signal timing on City streets. 5. Coordinate with developers, utilities, and internal departments to ensure that all construction in the City right-of-way meets ADA standards. Environmental Control 1. Seek out an all encompassing software program that provides database tracking, storage, billing, permit writing and reporting. 2. Implement a cost-effective industrial/commercial stormwater inspection and monitoring program. 3. Continue to provide services to the Washoe County Stormwater and Pretreatment Program for the prevention of illicit discharges. 4. Coordinate and support activities designed to protect public health, the environment and property values through the remediation of contaminate soil and groundwater. Facility Maintenance 1. Provide clean, comfortable and safe buildings in which to conduct City business and deliver services. Strategy C: Provide responsive maintenance/ repair services as needed. 2. Ensure the facility and infrastructure plan accurately reflects the resources and methodology for implementing maintenance activities to improve the condition of City buildings and structures to prolong their useful life. 3. Pursue an adequate funding stream for maintaining building facilities. 4. In conjunction with Green Council Priority division, continue to examine and implement energy efficiency improvements in City Facilities where feasible. Fleet Management 1. Ensure a safe and dependable operation. 2. Provide effective Fleet Management operation. Green Initiatives 1. Work with City Departments to reduce the amount of energy consumed in City facilities. 2. Facilitate ways to increase the amount of alternative fuels used and lessen the City’s fleet fuel consumption. 3. Facilitate an increase in the recycling generated throughout the City and increase rates within City facilities. Strategy A: Work with the City of Sparks and Washoe County to support a Paint and Sign 1. Safe and effective maintenance and repair of the City’s street signs and markings. Parking Meters 1. Provide safe and effective operations of the City’s approximately 1,300 parking meters and two parking lots. Pavement Maintenance 1. Ensure safe and effective maintenance of the City’s street system and right of ways. Program and Service Management

1. Ensure cost-effective and efficient provision of services. 2. City infrastructure is maintained and preserved at adopted levels of service. 3. Ensure field maintenance facilities have adequate capacity and location for future employees and equipment. 4. Improve and upgrade the City’s Maintenance Management System (Mainstar) to provide accurate reports on individual programs within the respective field service areas. 5. Create written Policies and Standard Operating Procedures to effectively communicate expectations to staff and respond to community needs. Property Management 3. Improve access to City property records. Sanitary Engineering 3. Undertake planning and implementation processes with regional partners to achieve river sustainability and required facility infrastructure. 4. Complete an update to existing storm water drainage facility plans and consider a long-term funding source dedicated to upgrading or installing necessary infrastructure to reduce impacts from storms in neighborhoods or within the region. 10. Continue the ongoing sanitary sewer replacement and repair program to retain a functioning system and add system capacity where needed to respond to new or infill development. Sewer and Storm System Maintenance 1. Safe and effective operation of the City’s sanitary sewer and storm drain systems. Snow and Ice Control 1. Provide safe access to City collector and arterial streets after a snow and/or ice storm event. Stead Wastewater Reclamation Facility 1. Operate and maintain the Stead Water Reclamation Facility in a safe and efficient manner and meet permit compliance requirements. 2. Provide wastewater facilities that meet changing environmental requirements and plan for new capacity needs. Street Sweeping 1. Safe and effective sweeping of all City streets. Traffic Operations 1. Safe, effective, and efficient traffic signal operations and maintenance. Redevelopment Agency Community Development and Community Services 1. Increase affordable housing opportunities available to residents throughout the City of Reno. 2. Strengthen neighborhoods through investment in public projects, human service programs and business development. 3. Collaborate with other entities to improve outcomes for individuals and families in the community experiencing homelessness. Project Development

1. Work with other City departments to develop, implement and manage capital improvement projects that aid in the expansion, enhancement and diversification of the City’s economic tax base.

Strong Economy Partner with businesses, Washoe County, City of Sparks, business development organizations, schools and universities, and private organizations to create an environment that attracts a variety of new businesses to the area, with an emphasis on the high technology, medical, scientific and research industries. City Attorney Programs Civil Litigation 1. Focus the City Attorney’s Office to be a full service in-house legal office, handling the majority of legal matters for the City of Reno. City Managers Office Community Relations Intergovernmental Operations 1. Provide a strong, influential legislative and intergovernmental program. Special Events 1. Ensure a well managed special events program. Communications and Technology Programs IT-GIS 3. Provide staff and business access to economic development data, such as demographics and census data. Community Development Planning 1. Enhancement of regional position/financial stability. 2. Consistent, clear, effective and current plans and development requirements. Parks, Recreation and Community Services Aquatics 2. Reach sustainability while maintaining high level of customer satisfaction. Arts and Culture 3. Support an environment where arts and culture organizations and individual artists thrive and provide diverse offerings to the public which enhance the quality of life and livability of our region. Golf 2. Develop opportunities for golf to reduce City subsidy. Police Downtown Tax District Division 6. Emphasize problem solving and crime fighting efforts. Patrol Crime Prevention

6. Continue integrated enforcement efforts with the Street Enforcement Team, Motel Interdiction Team and Regional Gang Unit. 7. Continue problem solving and enforcement efforts. 8. Continue development of the Crisis Intervention Team and Motel Interdiction Team Outreach. Public Works Capital Projects/Traffic Engineering 6. Update the City’s physical development standards of public infrastructure to support a growing community while ensuring safe and effective public investments in infrastructure. Sanitary Engineering 5. Conduct facility studies on meeting higher urban densification and associated infrastructure needs. 6. Continue to support the regional Truckee River Flood Project to attain Congressional authorization and construction funding to reduce the regional economic impacts of disastrous floods. Redevelopment Agency Economic Development 1. Revitalize Redevelopment areas by instituting strategies that enable the creation of high quality commercial, retail, housing and corporate real estate investment opportunities; by providing appropriate incentives to encourage the highest and best use of land and water resources; and by encouraging the development of high quality education/training programs that lead to higher quality employment. Project Development 1. Work with other City departments to develop, implement and manage capital improvement projects that aid in the expansion, enhancement and diversification of the City’s economic tax base. Public Education and Marketing 1. Effectively market opportunities to developers, while informing and involving the community in Redevelopment programs, plans, and activities.

Informed and Involved Citizenry Enhance existing methods of communication and open new pathways for communicating City efforts to the public at large. City Attorney Programs Criminal Prosecution 1. Provide and upgrade presentations and community outreach programs. City Clerk Council Support 1. Coordinated, accurate, and timely announcement of election results. Hearing Examiner Services

1. Timely, efficient and fair adjudication of administrative issues assigned to the Hearing Examiner. City Managers Office Community Relations Customer Service 1. Citizen requests, inquiries and complaints are addressed in a timely and effective manner. Intergovernmental Operations 1. Provide a strong, influential legislative and intergovernmental program. Neighborhood Services 1. A well-informed, involved and supportive community. Public Information 1. Communicate City of Reno messages and information to citizens and other external audiences in a responsive and efficient manner. 2. Leverage Reno 13 programming asses in order to maximize accessibility to City residents. 3. Monitor and anticipate long-term issues to adopt in the long-term strategic communications plan. Web Development b) Enhance City services and features offered through external website. c) Increase marketing and citizen education related to external website. Organizational Effectiveness EEO/City-wide Training 1. Fair treatment and equal opportunity for all City employees and organizational sensitivity to the value of diversity in the workforce and community. Internal Audit 1. Provide accessible and useful means to inform citizens of the results of internal audit activities. Risk Management 1. Reduce costs for property and liability claims. Civil Service Program and Service Management 1. Provide effective and efficient provision of services. Recruitment Examination 1. Diverse and qualified City of Reno workforce. Communications and Technology Programs Dispatch Operations 3. Develop and implement a 911 Public Outreach Campaign to educate the public about public safety communications. IT-Client Services 2. Develop a Mobile and Wireless Computing environment.

IT-GIS 6. Improve GIS Basemap Integrity 7. Improve Accessibility to Strategic GIS Information IT-Network Operations 1. Build and strengthen the City’s technology infrastructure. IT-Systems and Programming 1. Support City business procedures through the automation of City business processes. Community Development Building 1. Assure that new building construction meets the International Building Code, American with Disabilities Act Accessibility Guidelines (ADAAG), and other applicable codes and ordinance. Code Enforcement 1. To improve the physical condition and appearance of the city and its neighborhoods. Engineering 1. High-quality physical infrastructure (e.g., streets, sanitary sewer, etc.) provided by new development. 2. Provide improved review of engineering aspects of new development. Strategy A: Improve review of development by implementing online plan review. 3. Comply with Clean Water Act, National Pollution Elimination Discharge System (NPDES) Stage II, to establish a higher level of control of runoff from construction sites. 4. Improve the quality of infrastructure design and construction 5. Reduce flood related costs to existing and new residents and businesses in the City and improve their safety. Planning 1. Enhancement of regional position/financial stability. 2. Consistent, clear, effective and current plans and development requirements. Finance Revenue and Collections 1. Establishment of an efficient, effective and user-friendly business licensing process. Fire Community Risk Reduction 1. Provide Fire Prevention services based on positive interaction with citizens and neighborhoods.

Human Resources Workforce Planning and Development 1. A qualified, diverse and well-developed workforce which enables the City of Reno to provide high quality, responsive services. Municipal Court Judicial Enforcement 1. Effective Court Order enforcement. Parks, Recreation and Community Services Aquatics 3. Recognition by the community as being a subject matter leader. Arts and Culture 4. Provide Citizens with opportunities to participate in and engage with the public art program, park special events and cultural programming Athletics and Outdoor Education 3. Enhance existing methods of communication and open new pathways for communicating City efforts to the public at large. Golf 3. Seek input from customers and use new approaches to reach new customers for Rosewood Lakes. Strategy A: Seek input from participants on how to enhance their golf Park Maintenance 3. Build environmental stewardship through volunteer programs and public education to promote benefits of parks and open space. Senior Development 2. Develop partnerships that increase services and communication with residents and businesses and support healthy aging in place and social service connections. Urban Forestry 2. Provide awareness of the importance of the Urban Forest through public education and greater participation in tree planting and stewardship activities. Youth Development 1. Provide a full spectrum of quality programs by expanding communication with business and residents to increase services for youth in the community. 2. Obtain resources to support programming and training by collaborating with businesses utilizing intergovernmental cooperation, and increasing funding to support new technology. Police Community Affairs 1. Develop and produce “Reno’s Finest”, a television show to be aired on public broadcast Reno 13 which highlights various aspects of the Reno Police Department and programs. Downtown Tax District Division 7. Utilize Neighborhood Contact Team operations.

Investigations 2. Reduce high volume property crimes, including vehicle crime, domestic burglary, retail and commercial/business crime. 3. Provide enhanced crime analysis services to area beat officers, investigative units, and citizens to fight and reduce crime. Patrol Community Service Officers 3. Compile data to include customer service audits, which reflect a rise or decline in customer service satisfaction, with the goal of maintaining a customer service rating of 90% or above. Patrol Crime Prevention 9. Conduct Neighborhood Contact Team (NCT) operations in neighborhoods. 10. Continue connectivity to the Reno Police Department website. 11. Continue information sharing with Neighborhood Advisory Boards (NAB). Records and Identification 1. The continued development of comprehensive, multi-agency, labor efficient system of record keeping and data exchange for arrests, criminal reports, traffic accidents, incidents and associated data, Public Works Capital Projects/Traffic Engineering 12. Implement best management practices of communicating traffic implications from City construction projects and their impact on neighborhoods. 7. Review and analyze intersections for needed improvements or upgrades to traffic signals. Green Initiatives 4. Work with the Community Relations Division to increase public awareness of the City’s green initiative and opportunities available to them. Sanitary Engineering 7. For each sanitary sewer rate review, continue utilizing a citizen sewer rate advisory group. 8. Continue developing and implementing low impact development and stormwater quality programs and provide public outreach on these programs on a continuing basis. Redevelopment Agency Community Development and Community Services 2. Strengthen neighborhoods through investment in public projects, human service programs and business development. Strategy B: Offer small business loans to new or expanding businesses that. 3. Collaborate with other entities to improve outcomes for individuals and families in the community experiencing homelessness. Economic Development 1. Revitalize Redevelopment areas by instituting strategies that enable the creation of high quality commercial, retail, housing and corporate real estate investment opportunities; by providing appropriate incentives to encourage the highest and

best use of land and water resources; and by encouraging the development of high quality education/training programs that lead to higher quality employment. Project Development 1. Work with other City departments to develop, implement and manage capital improvement projects that aid in the expansion, enhancement and diversification of the City’s economic tax base. Public Education and Marketing 1. Effectively market opportunities to developers, while informing and involving the community in Redevelopment programs, plans, and activities.

Opportunities for Arts, Culture, and Recreation Continue to expand art, cultural and recreational opportunities in the downtown art district, while implementing plans for public art, cultural activities and recreation in neighborhood and business areas. City Attorney Programs Civil Litigation 1. Focus the City Attorney’s Office to be a full service in-house legal office, handling the majority of legal matters for the City of Reno. City Managers Office Organizational Effectiveness EEO/City-wide Training 1. Fair treatment and equal opportunity for all City employees and organizational sensitivity to the value of diversity in the workforce and community. Special Events 1. Ensure a well managed special events program. Communications and Technology Programs IT-GIS 5. Support arts and culture activities by identifying public art and historic locations on the GIS system. Parks, Recreation and Community Services Arts and Culture 5. Reno citizens and visitors are enriched, empowered and educated by the presence of a strong and diverse arts community. Strategy A: Promote the value and role of the arts, public art and cultural 6. The programs and expertise of the department staff are recognized locally, regionally and nationally, and the staff is recognized as subject matter experts. 7. Ensure Park Special Events and the Ranger Program provide diverse opportunities for citizens and visitors to enjoy well managed events and festivals in Reno parks, plazas and outdoor venues.

Police Downtown Tax District Division 8. Increase visibility of the Downtown Enforcement Team (DET). Patrol Crime Prevention 12. Increase traffic enforcement in the downtown area to ensure pedestrian safety. Public Works Sanitary Engineering 9. Extend the reclaimed water system to more city parks and public facilities to further keeping Reno “green” and conserving water supplies, key elements in quality of life.

Neighborhood Excellence Support the work of citizens, the Council and the City in the development of strong neighborhoods that have unique identities, high quality education, affordable housing, master planned communities, safe and secure environments, and improve the quality of life for citizens as neighbors and community. City Attorney Programs Civil Litigation 1. Focus the City Attorney’s Office to be a full service in-house legal office, handling the majority of legal matters for the City of Reno. City Managers Office Administration 1. Customer service excellence. Community Relations Neighborhood Services 4. A well-informed, involved and supportive community. Organizational Effectiveness EEO/City-wide Training 2. Fair treatment and equal opportunity for all City employees and organizational sensitivity to the value of diversity in the workforce and community. Communications and Technology Programs IT-GIS 6. Improve GIS Basemap Integrity 7. Improve Accessibility to Strategic GIS Information Community Development Code Enforcement 1. To improve the physical condition and appearance of the city and its neighborhoods. Engineering 1. High-quality physical infrastructure (e.g., streets, sanitary sewer, etc.) provided by new development.

3. Comply with Clean Water Act, National Pollution Elimination Discharge System (NPDES) Stage II, to establish a higher level of control of runoff from construction sites. 5. Reduce flood related costs to existing and new residents and businesses in the City and improve their safety. Planning 1. Enhancement of regional position/financial stability.. 2. Consistent, clear, effective and current plans and development requirements. Fire Emergency Operations 1. Enhance the life safety and survivability of life and property in the wild land Urban Interface areas of the City and the area served by the Reno Fire Department Program and Service Management 3. Enhance City and Regional Disaster/Emergency Management response. 4. Enhance the state of preparation for the occurrence of a City-wide emergency or any emergency within the City’s service area. Municipal Court Judicial Enforcement 1. Effective Court Order enforcement. Parks, Recreation and Community Services Arts and Culture 4. Provide Citizens with opportunities to participate in and engage with the public art program, park special events and cultural programming Park Maintenance 2. Ensure parks and open space are professionally maintained for safety, aesthetics, recreation and sustainability. Senior Development 1. Provide quality programming that offers a full spectrum of services meeting the needs of seniors and caregivers. 2. Develop partnerships that increase services and communication with residents and businesses and support healthy aging in place and social service connections. Police Community Affairs 4. Develop and implement the Police Operations Support Teams (POST) concept. POST Citizens would be called upon to help keep their neighborhoods safe from various types of crimes through organized surveillance during increased criminal activity. 5. Develop and Implement a Public Safety Explorer Post. Downtown Tax District Division 9. Utilize Reno Direct to identify problem areas and develop a multi-faceted approach to the issues. Patrol Community Service Officers

4. Efficient and effective use of CSOs as an alternative to the use of uniformed police officers for non-emergency tasks. 5. Responsive to neighborhood parking issues. Patrol Crime Prevention 13. Focus on problem solving efforts at high calls for service locations. 14. Apply Crime Prevention through Environmental Design (CPTED) to all developments and problem areas. 15. Maintain an effective partnership with Code Enforcement and Public Works to improve response to quality of life issues in neighborhoods Patrol Gang Enforcement 2. Address gang membership through effective community education and intervention. 3. Curtail gang related crime through effective and aggressive enforcement, intelligence gathering and diversion efforts. 4. Identify and alleviate problems that contribute to neighborhood degradation (Broken Windows Theory) Patrol Traffic 2. Decrease DUI related Traffic crashes 3. Improve pedestrian safety and connectivity (walk-ability) in the City of Reno 4. Reduce side impact crashes Planning Training Research-Training 1. Ensure employees are trained the importance of the Community Oriented Policing and Problem Solving (COPPS) philosophy which guides the delivery and quality of police services. Program and Service Management 2. Monitor citizen satisfaction with police services on an annual basis. Public Works Capital Projects/Traffic Engineering 6. Review the 1997 Neighborhood Street Rehabilitation Program with the City Council by the 3rd quarter of 2009, update the pavement management program as needed. Program and Services Management 6. Continue to identify methods of aligning services to be consistent with a neighborhood based approach and enhance interaction with all the Neighborhood Advisory Boards. Redevelopment Agency Community Development and Community Services 2. Strengthen neighborhoods through investment in public projects, human service programs and business development. 3. Collaborate with other entities to improve outcomes for individuals and families in the community experiencing homelessness.