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Under Strategic Plan FY2017 through FY2021

City Manager’s Office

  • Received the 2017 ICMA Award of Excellence for Performance Management.

CARA and Economic Development

CARA

  • Funded an $8 million street improvement project to be completed in early 2018.  The project includes new ADA ramps, street lighting, street trees, and improvements to the water and sewer lines in the downtown area.
  • The Albany Historic Carousel & Museum, a $5.6 million investment in Downtown Albany, was completed in August 2017.  Through a Developer Partnership Agreement, CARA provided funding totaling $749,500 over several phases of the project.  The Carousel receives over 2,000 visitors per month and has recorded more than 160,000 hours of volunteer time to date.

Economic Development

  • Responded to information inquiries within requested time frames 100 percent of the time. 
  • Worked with Ameri-Tool Industries, Inc., to retain 25 jobs in the city of Albany.
  • Made multiple visits to local businesses to engage and better understand their current challenges.

Community Development

  • Managed the Sustainable City Year Program partnership with the University of Oregon through to successful completion.
  • Completed Central Albany Code Amendment Project.
  • Initiated a comprehensive audit of the Albany Development Code to identify possible amendments and analysis needed to comply with state and federal law, implement best practices, and achieve long-term goals for facilitating development consistent with the Comprehensive and other adopted plans.
  • Managed Community Development Block Grant (CDBG) programs that serve Albany low- and moderate-income or at-risk residents in accordance with federal requirements.

Finance

  • Received the Excellence in Financial Reporting Award. 
  • Received the Distinguished Budget Presentation Award.
  • No findings of noncompliance in the annual audit.
  • Moody’s credit rating was increased to Aa3. 

Fire

  • Objective SC-1:  Completed construction of Fire Station 11 and moved in October 2017.
  • Objective SC-8:  Continued conversations regarding relocating the City bus storage.  Refilled Department Training Chief position to continue to move this objective forward.
  • Objective SC-9:  With assistance from Lebanon Fire District, expanded coverage for single-role medic unit to provide second unit availability.  Continuing to explore expansion and cost-recovery for Community Paramedic position.
  • Objective SC-10:  Received ambulance revenue in excess of budgeted amount.  Funds to be committed to Department equipment replacement.  Unsuccessful in grant request to replace medic unit.
  • Objective SC-14:  Received SAFER Grant; hired and trained six new firefighter positions.

Information Technology

  • Successful deployment of the multijurisdictional CAD/RMS system.
  • Successful upgrade of the MuniCourt system and City’s virtual infrastructure.

Library

  • The Library partnered with United Way and other partners to provide books to over 1,000 Albany youth under age 5.
  • The Library partnered with five other Linn County libraries to provide a courier system that delivered materials amongst those libraries.
  • The Library received over $60,000 in grants and donations.
  • The Library partnered with Greater Albany Public Schools (GAPS) to facilitate student IDs to function as Albany Public Library cards.

Parks & Recreation

  • Secured use of gyms for P&R programs at Timber Ridge School and at the Boys & Girls Club of Albany.
  • Operational effectiveness:
    • increased donations of cash for department activities from $7 to nearly $10 per capita. 
    • reduced maintenance costs per developed park acre from $3,000 to $2,700. 
    • maintained the property tax subsidy for all P&R activities at 60 percent or lower. 
    • maintained consistent levels of total park acres and developed acres per 1,000 residents, despite population growth. 
    • renovated and/or replaced playground equipment at several parks.

Police

  • A public facilities bond was approved by voters in May 2015 for the construction of a police station and main fire station.  A contractor was selected through a bid process and construction on the new police station began in August 2016.  The new police station is slated to be completed in November 2017.

Public Works

  • Completed purchase and installation of 320 new membrane modules at the Albany-Millersburg Water Treatment Plant.
  • Implemented Stormwater Utility.
  • Completed analysis of treatment and reuse alternatives for waste solids handling at the Albany-Millersburg Water Reclamation Facility.
  • Participated in the development of the first Albany Area Metropolitan Planning Organization Regional Transportation Plan including a Transit Development Plan for Albany Transit System.
  • Continued to implement Strategic Energy Management to achieve >5% reduction in energy consumption in water treatment and delivery systems.
  • Completed design and initiated construction on CARA’s downtown streetscape and utility improvement projects.
  • Converted a significant portion of the City’s water right permit into a permanent water right, which creates greater security of source of water supply into the future.
  • Completed portable SDC evaluation.
  • In partnership with the Calapooia Watershed Council, provided over 20 days of outdoor learning and over 30 classroom presentations about natural resources to area youth.
  • Implemented emergency preparedness improvements, such as additional Uninterrupted Power Supplies, improved communications equipment, and installation of a repeater for the department UHF radio network.

Goals:

  • Goal 1: Effectively and efficiently deliver the services that Albany’s citizens need, want, and are willing to support.

Effective Government Objectives:

Goal 1: Effectively and efficiently deliver the services that Albany’s citizens need, want, and are willing to support.

Objective EG-1:  Reduce the percentage of total annual Parks & Recreation Fund expenditures subsidized with property tax revenues to 55 percent or lower by 2020.  [Parks & Recreation]
Actions:  Achieve this objective through a combination of nontax revenue increases and expenditure reductions.

Objective EG-2:  Sustain revenues received from gifts, grants, and endowments to equal or greater than $10 per capita.  [Parks & Recreation]
Actions:  Complete and implement a Revenue Enhancement Plan by 2018, including strategies and private sector solicitations.  Improve marketing and promotion efforts to communicate parks and recreation program needs to a wider audience.

Objective EG-3:  Maintain Parks & Recreation Department staffing levels at or below 0.60 FTE per 1,000 residents.  [Parks & Recreation]
Actions:  Annually adjust staffing plans and service delivery strategies to achieve the objective.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
EG-1
Property tax as a percent of Parks Fund revenue.
≤55%
53.6%
50.2%
54%
54%
52%
52%
52%
EG-2
Parks per-capita revenue through grants, gifts, and endowments.
≥$10.26
$6.35
$7.82
$8.00
$8.50
$9.50
$10.00
$10.00
EG-3
Parks & Recreation full-time equivalents per 1,000 residents.
≤0.60
0.52
0.53
0.54
0.60
0.60 0.60 0.60

Objective EG-4:  Provide responsive, efficient, customer-oriented service and meet mandated deadlines for project reviews.  [Community Development]
Actions:  Meet or exceed state requirements for timely issuance of reviews, permits, and inspections.  Complete building inspections as requested.

Objective EG-5:  Maintain water loss at 10 percent or less.  [Public Works]
Actions:  Continue leak detection efforts to identify system leaks.  Replace and upgrade older water meters to reduce under-reading water usage.  Investigate and eliminate unmetered water use and enforce against water theft.  Evaluate water system replacement needs to best target limited capital funds to provide best return. 

Objective EG-6:  Provide the City Council with annual reports regarding the running five-year sewer, water, and stormwater revenue, expenditure, and rate funding requirements.  [Public Works]
Actions:  Annual updates to the current five-year rate projection at the time the City Council considers utility rate adjustments.

Objective EG-7:  Maintain accreditation with the American Public Works Association (APWA).  [Public Works]
Actions:  Maintain standards and policies to allow the department to obtain reaccreditation from APWA on a four-year cycle.

Objective EG-8:  Develop a full stormwater management program and identify stable funding strategy for stormwater utility functions.  [Public Works]
Actions:  Complete the Stormwater Master Plan.  Implement code changes to bring the City in line with regulatory requirements.  Identify the annual operations and maintenance and capital costs required to maintain the City’s stormwater system in order to meet service level expectations and regulatory requirements.  Develop SDC funding mechanism and funding levels.

Objective EG-9:  Complete update of the Sewer SDC methodology.  [Public Works]
Actions:  Develop updated facility plan in phases.  Upon completion of the collection system and treatment system updates, complete a new SDC methodology and have the City Council adopt it.

Objective EG-10:  Continue participation in national performance benchmarking for comparison with other jurisdictions.  Implement process improvement projects to reduce processing time and costs or increase revenues.  [City Manager’s Office]
Actions:  Prepare annual report to detail participation and compliance to appropriate national benchmarks.  Institute tracking systems to gather management data where lacking.  Perform process improvement studies.

Objective EG-11:  By the end of FY2020, reduce the cost/item circulated by 15 percent.  [Library]
Actions:  Explore outsourcing processing.

Objective EG-12:  Seek $200,000 of outside funding for new library program support by 2020.  [Library]
Actions:  Create an annual fund-raising campaign by working with library support groups and the Albany Library Scharpf Endowment Fund.

Objective EG-13:  Continue recognition from the Government Finance Officers Association (GFOA) for excellence in budgeting and financial reporting.  Maintain annual audit results establishing conformance to requirements and generally accepted accounting principles.  [Finance]
Actions:  Receive the GFOA award for “Excellence in Financial Reporting.”  Receive the GFOA “Distinguished Budget Presentation” award.  Achieve annual audit with no reportable findings of noncompliance.

Objective EG-14:  Ensure compliance with all federal and state regulations relating to municipal services.  [All Departments]
Actions:  Monitor federal and state regulations on a routine basis.  Target resources to maintain compliance.

Objective EG-15:  Maintain or improve City’s bond ratings.  [Finance]
Actions:  Maintain sufficient reserves.  Follow best practices for financial management.

Objective EG-16:  Maintain appropriate levels of Information Technology (IT) systems availability and services rating.  [Information Technology]
Actions:  Ensure sufficient IT resources are available to maintain City functions.

Objective EG-17:  Establish personnel succession planning for executive and other key leadership positions throughout the organization.  [All Departments]
Actions:  Ensure the City maintains adequate succession planning for executives and other key leadership positions.

Objective EG-18:  Conduct feasibility analysis on “portable” systems development charges.  [Public Works]
Actions:  Retain consultant to evaluate feasibility of “portable” system development charges and identify steps necessary for implementation.  Identify risks/rewards, data system support needs, and any additional staffing requirements to support such a program.

Objective EG-19:  Consider opportunities to secure additional funding for transportation system improvements with emphasis placed on maintaining and repairing the City’s.  [Public Works]
Actions:  Continue public outreach and funding alternatives discussion with Council.

Objective EG-20:  Cooperate and partner with neighboring jurisdictions as appropriate to provide assistance, accomplish common goals/objectives, and maximize efficiencies.  [All Departments]
Actions:  Maintain regular communication with community partners.  Discuss areas of shared interest and consider ways to accomplish common goals through partnerships.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
EG-4
Residential plan reviews completed within 10 days.
100%
100%
100%
100%
100%
100%
100%
100%
EG-4
Land use decisions issued within 120 days.
100%
100%
100%
100%
100%
100%
100%
100%
EG-4
Complete inspections within same day of request (when called in by 7:00 a.m.)
≥95%
95%
95%
95%
95%
95%
95%
95%
EG-5
Maintain a water loss rate of 10% or less.
≤10%
9.7%
<9%
<10%
<10%
<10%
<10%
<10%
EG-6
Annual rate reports to Council.
2
2
3
3
3
3
3
3
EG-7
APWA accreditation.
Accreditation mid-term report by FY2017
 
mid-term report
 
Reaccre
-ditation
 
mid-term report
 
EG-8
Complete Stormwater Master Plan.
Complete Master Plan by FY2019
 
 
 
June 2019
 
 
 
EG-8
Implement Stormwater funding plan.
Complete by FY2017
In progress
June 2017
 
 
 
 
 
EG-9
Complete Sewer SDC methodology update.
Complete Plan by
FY2019
In progress
In progress
 
Dec 2018 
 
 
 
EG-10
Annual report of performance benchmarking progress.
Annually
 
Nov 2017
Nov 2018
Nov 2019
Nov 2020
Nov 2021
Nov 2022
EG-11
Cost per library item circulated.
≤$3.73
$4.00
$3.00
$3.00
$3.00
$3.00
$3.00
$3.00 
EG-12
Non-General Fund program support for the Library.
$40,000
$40,000
$56,300
$60,000
$60,000
$60,000
$60,000
$60,000 
EG-13
Receive “Excellence in Financial Reporting” award.
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
EG-13
Receive “Distinguished Budget Presentation” award.
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
EG-13
Reportable audit findings of noncompliance.
None
None
None
None
None
None
None
None 
EG-14
Compliance with federal and state regulations.
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
EG-15
Maintain bond ratings.
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
EG-16
Maintain an overall quality of service rating at 4 or 5, with 5 being excellent.
90%
91.4%
93.34%
90%
90%
90%
90%
90%
EG-16
Maintain an overall timeliness of service rating at 4 or 5, with 5 being excellent.
90%
93.6%
94.56%
90%
90%
90%
90%
90%
EG-17
Recruit and hire new City Manager.
July 2017
 
June 2017
 
 
 
 
 
EG-17 Recruit and hire new Finance Director. Jan 2018     Jan 2018        
EG-17
Recruit and hire new Human Resources Director.
July 2018
 
 
 
 July 2018
 
 
 
EG-17
Identify and develop personnel with the potential to fill executive and other key leadership roles.
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
EG-18
Complete feasibility analysis on “portable” systems development charges.
Complete by FY 2018
 
 
Dec 2017
 
 
 
 
EG-19
Consider opportunities to secure additional funding for transportation system improvements.
Ongoing until addressed
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
EG-20
Regular meetings.
Annually
Annually
Annually
Annually
Annually
Annually
Annually
Annually 

Goals:

  • Goal 1:  Ensure a safe community by protecting people and property. 
  • Goal 2:  Provide safe, sufficient, and reliable drinking water, sewage disposal, and drainage systems. 

Safe City Objectives:

Goal 1: Ensure a safe community by protecting people and property.

Objective SC-1:  Complete construction of Albany Police Department building and Fire Station 11.  [Fire, Police]
Actions:  Complete building projects by November 2017.

Objective SC-2:  Participate in the FEMA National Flood Insurance Program and maintain the City’s Community Rating System (CRS) rating.  [Community Development]
Actions:  Form and maintain a cross-department team to continuously improve the City’s floodplain management.  Participate in FEMA’s CRS Program.

Objective SC-3:  Use Community Development Block Grant (CDBG) funds to provide funding to community programs that assist the vulnerable children and families in our City.  [Community Development]
Actions:  Work with the Community Development Commission to identify and distribute funds to appropriate programs.

Objective SC-4:  Maintain police patrol response times to Priority One calls for service from dispatch to arrival time to four minutes fifteen seconds, or less, annually.  [Police]
Actions:  Achieve this objective through maintaining no less than current staffing levels and incremental staffing increases related to population/demand for service increases.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
SC-1
Move into new Fire Station 11.
Complete by June 2017
 
 
Oct 2017
 
 
 
 
SC-1
Move into new Police Department building.
Complete by June 2017
 
 
Dec 2017
 
 
 
 
SC-2
Maintain CRS rating.
≤ 6
6
6
5 5 5 5 5
SC-3
Distribute CDBG funding to assist Albany’s vulnerable populations and neighborhoods.
$300,000/ year
$202,000
$300,000
$250,000
$250,000 $250,000 $250,000 $250,000
SC-4 Patrol Unit: Maintain response time to priority one calls annually. ≤4:15 annually 4:15
annually
3:06
annually
4:15 annually 4:15 annually 4:15 annually 4:15 annually 4:15 annually

Objective SC-5:  Maintain the combined number of fatal and injury collisions at 2.5 per thousand residents or less annually.  [Police]
Actions:  Achieve this objective through continued traffic enforcement with an emphasis at high-collision areas.

Objective SC-6:  Achieve at least a 60 percent clearance rate for violent crimes and a 20 percent clearance rate for property crimes annually.  [Police]
Actions:  Achieve this objective through maintaining current staffing levels in patrol and detectives with an emphasis on solving crimes.

Objective SC-7:  Maintain Part One crimes at 32.0 per thousand residents or less annually with the goal of being at or below the Oregon average.  [Police]
Actions:  Continue emphasis on crime reduction through the Computer Statistics (COMPSTAT) process.

Objective SC-8:  Facilitate continued development of property surrounding Fire Station 12 as an emergency responder training center.  [Fire, Police, Public Works, Other Jurisdictions]

Actions:  Relocate City bus storage to expand current training facilities and build a training tower.

Objective SC-9:  Collaborate with neighboring fire departments and communities to improve emergency response reliability and provide a consistent level of emergency and life safety services.  [Fire]

Actions:  Collaboratively staff and maintain a single-role medic unit with other emergency response agencies; expand community risk reduction services by increasing community paramedic program capabilities; explore opportunities to provide equivalent emergency services irrespective of geographic boundary.

Objective SC-10:  Fund Fire Department equipment replacement and facilities maintenance to adequately address emergency equipment and vehicle needs and long-term upkeep of department facilities.  [Fire]
Actions:  Commit ambulance revenue received over budgeted amount to equipment replacement; pursue grants and other funding alternatives; consider a bond to fund department equipment replacement needs; consider other potential funding sources to provide both short- and long-term solutions to replace vehicles and equipment and provide for facilities maintenance.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
SC-5
Maintain the combined number of fatal and injury collisions at 2.5 per thousand residents or less annually.
≤2.5 per thousand 
annually
 
2.63 per thousand
annually
≤2.5 per thousand
annually
≤2.5 per thousand
annually
≤2.5 per thousand
annually
≤2.5 per thousand
annually
≤2.5 per thousand
annually
SC-6
Achieve clearance rate for violent crimes annually.
60% annually
60%
annually
59.5% annually
60% annually
60% annually
60% annually
60% annually
60% annually
SC-6
Achieve clearance rate for property crimes annually.
20%
20%
annually
29.1% annually
20% annually
20% annually
20% annually
20% annually
20% annually
SC-7
Achieve reduction in Part I crimes annually.
≥5% annually
5%
annually
12.4% annually
5% annually
5% annually
5% annually
5% annually
5% annually
SC-8
Relocate City bus storage.
Complete by FY 2019
 
 
 
June 2019
 
 
 
SC-8
Provide improvements to training site by building training tower and training props.
Complete by FY 2018
 
 
June 2018
 
 
 
 
SC-9
Collaborate by staffing single-role medic units with overlapping coverage of an additional single-role medic unit.
80 hours/week and
30 hours/week 
Hired and trained personnel
Hired and trained personnel
80 hrs/wk and
30 hrs/wk
80 hrs/wk and
30 hrs/wk
80 hrs/wk and
30 hrs/wk
80 hrs/wk and
30 hrs/wk
80 hrs/wk and
30 hrs/wk
SC-9
Increase Community Paramedic availability.
7-day coverage
5-day coverage
5-day coverage
5-day coverage
6-day coverage
6-day coverage
7-day coverage
7-day coverage
SC-10
Provide funding to replace emergency vehicles and equipment and maintain facilities.
$2.4 million
$583K
$418K
$360K
$700K
$600K
$550K
$150K

Objective SC-11:  Reduce property code violations, substandard housing conditions, and inadequate infrastructure.  [City Manager’s Office, CARA, Community Development, Police]
Actions:  Community Development, Police, and the City Manager’s Office will work together to set priorities for addressing property code violations and responding to citizen complaints.  A partnership with CARA will focus significant code compliance and safety efforts within the CARA boundaries.

Objective SC-12:  CARA will continue to fund projects that eliminate blight and increase public safety.  [Central Albany Revitalization Area, Police, Community Development]
Actions:  Use CARA funding on projects that eliminate blight, increase public safety, and reduce police calls.

Objective SC-13:  Maintain and continue to minimize the impact of fires on our community.  [Fire]
Actions:  Continue to incorporate Fire Department requirements in the development review and approval process.  Conduct Fire Code compliance inspections on existing buildings.  Provide fire/life safety education.  Maintain residential fire/life safety equipment programs.  Promote fire sprinkler systems in CARA-funded projects and other projects of new construction and remodeling.

Objective SC-14:  Fund to adequately staff for increasing emergency responses, response times, and community growth.  [Fire]
Actions:  Continue to evaluate all funding options for public safety; hire additional personnel to address increases in responses and times; maintain Staffing for Adequate Fire & Emergency Response (SAFER) Grant-funded positions throughout the three-year grant performance period and beyond; implement response time tracking system.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
SC-11
Amount of CARA funding targeting code compliance/public safety.
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
SC-12
Number of blighted structures remediated within the CARA boundary.
≥3
3
4
3
3
3
3
3
SC-13
Structure fires per 1,000 residents .
≤0.9
0.81
1.07
0.90
0.90
0.85
0.85
0.80
SC-13
Number of fire compliance inspections.
≥1,500
637
1,748
1,750
2,000
2,000
2,000
2,000
SC-13
Percentage of fire code violations corrected.
≥75%
72.5%
90%
90%
92.5%
92.5%
95%
95%
SC-14
Hire additional personnel to address emergency call volume, increasing response times, and community needs.
As needed
3
(1 DFM &
2 EMTs)
3
(3 FF/
EMTs)
7
(6 FF/
EMTs & 1 Training Chief)
3
(1 Admin Support & 2 EMTs)
3
(3 FF/
EMTs)
1
(1 Admin)
3
(3 FF/
EMTs)

Goal 2: Provide safe, sufficient, and reliable drinking water, sewage disposal, and drainage systems.

Objective SC-15:  Optimize the use and management of the Vine Street and Albany-Millersburg Water Treatment Plants to meet regulatory and demand needs for the City’s drinking water supply.  [Public Works]
Actions:  Develop a written water production management plan that will maximize the efficient use of the two water treatment plants to meet supply and regulatory requirements.

Objective SC-16:  Maintain existing compliance with all water quality, pretreatment, and biosolids regulatory requirements.  [Public Works]
Actions:  Prepare for the requirements of a pending new wastewater discharge permit, which will likely include more restrictive water quality-based limitations.  Remain engaged in agency groups such as ACWA and PNCWA in order to remain informed and offer input into regulatory direction.  Prepare for the requirements of a stormwater discharge permit.

Objective SC-17:  Effectively manage biosolids waste at the Albany-Millersburg Water Reclamation Facility.  [Public Works]
Actions:  Maximize efficiencies and cost-effective management and disposal of solids at the Albany-Millersburg Water Reclamation Facility.  Initiate a pre-design effort for the solids improvement project preferred alternative.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
SC-15
Develop written water production management plan.
Complete by FY 2019
 
 
 
June 2019
 
 
 
SC-16
Obtain a new discharge permit for the WRF.
(DEQ DEPENDENT)
Complete by FY 2019
 
 
 
June 2019
 
 
 
SC-16
Obtain a stormwater discharge permit.
(DEQ DEPENDENT)
Complete by FY 2018
 
  June 2018
 
 
 
 
SC-17
Develop alternatives and funding options for new solid process at WRF.
Complete by FY 2018
 
  June 2018
 
 
 
 

Goals:

  • Goal 1:  Business — Enhance the value and diversity of Albany’s economy by attracting, retaining, diversifying, and expanding local businesses. 
  • Goal 2:  Partnerships — Strengthen the area’s role as a leading regional economic center through local and regional coordination and collaboration on economic development planning and projects. 
  • Goal 3:  Prosperity — Maintain and grow the income levels with a focus on living-wage jobs, training, and education opportunities of Albany residents consistent with Oregon and national trends.  Work to improve the community’s assessed value while working to achieve a healthy balance of housing and jobs. 
  • Goal 4:  Central Albany — Create a readily identifiable downtown core that is unique and vibrant with a mixture of entertainment, housing, specialty shops, offices, and other commercial uses. 

Healthy Economy Objectives:

Goal 1: Business: Enhance the value and diversity of Albany’s economy by attracting, retaining, diversifying, and expanding local businesses.

Objective HE-1 - Support Local Business:  Provide a supportive environment for the development and expansion of desired businesses, especially those that are locally owned or provide living-wage jobs. [Economic Development/Urban Renewal]
Actions:  Conduct regular visits to local businesses and industries as a business ambassador.  Address the needs and opportunities for growth and work to eliminate barriers for future development.  Connect growing businesses with available resources including the Chamber of Commerce, AMEDC, SBA, COG, and the Small Business Development Center (SBDC) at LBCC.

Objective HE-2 - Land:  Identify the availability of commercial and industrial land identified in the Economic Opportunities Analysis.  Facilitate development consistent with community goals.  [Economic Development/Urban Renewal, Community Development, Public Works]
Actions:  Complete research and documentation of available land, work to remove barriers for developable land.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
HE-1
Conduct regular visits to local businesses and industries.
≥12
12
15
12
12
12
12
12
HE-1
Projects assisted: financial assistance or removal of development barriers.
≥5
15
5
8
8
8
8
8
HE-2
Complete research and documentation of significant available sites.
≥4
43
7
5
5
5
5
5

 

Goal 2: Partnerships: Strengthen the area’s role as a leading regional economic center through local and regional coordination and collaboration on economic development planning and projects.

Objective HE-3 - Partnerships:  Collaborate with organizations focused on business retention, expansion, startup development, and entrepreneurship to establish new firms and strengthen existing businesses locally. [Economic Development, All Departments]
Actions:  Maintain key department contacts for immediate response to information requests.  Strong intra-city collaboration among departments to further economic development priorities, eliminate barriers, and provide accurate and timely assistance within the requested time frames.  Continue to foster relationships and cultivate partnerships with the Chamber of Commerce, AMEDC, SBA, COG, and SBDC.  Continue work of LBCC/Industry/City partnership on $2.9 million investment in equipment for workforce development and training.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
HE-3
Respond to information inquiries within the requested timelines.
100%
100%
100%
100%
100%
100%
100%
100%

Goal 3: Prosperity: Maintain and grow the income levels with a focus on living-wage jobs, training, and education opportunities of Albany residents consistent with Oregon and national trends. Work to increase the community’s assessed value while working to achieve a healthy balance of housing and jobs.

Objective HE-4 - Living-wage Jobs: Focus on the creation and retention of living-wage jobs through policy, staff support, and funding of projects that support a healthy local economy and community.  Continue to refine CARA and CDBG programs to support job-creation projects.  Support the area’s educational resources as vital to the social and economic well-being of the community.  Encourage opportunities for increasing skill levels of local workers and microenterprise development.  [Economic Development/Urban Renewal and Community Development]
Actions:  Complete draft, review, and implementation of CARA economic development programs.  Track results and job creation of the program.  Work to improve the community’s assessed value.  Facilitate connections between residents/businesses and workforce training or education.  Track unemployment rate and per capita income for the city of Albany.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
HE-4
CARA/City-funded economic development projects.
≥3
4
4
4
4
4
4
4
HE-4
Jobs (FTE) created through CARA/City-funded economic development projects.
≥5
10
16
17
17
17
17
17
HE-4
Jobs (FTE) created through CDBG-funded programs.
≥3
9
3 3 3 3 3 3
HE-4
Technical assistance provided to microenterprises.
≥5
25
8 5 5 5 5 5

Goal 4: Central Albany: Create a readily identifiable downtown core that is unique and vibrant with a mixture of entertainment, housing, specialty shops, offices, and other commercial uses.

Objective HE-5:  Leverage urban renewal dollars to maximize the total investment and development effort in Central Albany.  Create an increase in assessed value with the majority of public-private partnerships or spur private investment through strategic public investment.  [Central Albany Revitalization Area]
Actions:  Continue to focus CARA funding on public infrastructure projects that will drive or complement private investment and private projects that create a return on investment through an increase in assessed value.

Objective HE-6:  Recognize and support Albany’s unique historic character as a major cultural and tourist-oriented economic resource.  Increase residential opportunities in the Central Albany area.  [Central Albany Revitalization Area]
Actions:  Continue funding of rehabilitation and restoration of historic buildings, creation of new residential units, and various projects in the Main Street area and throughout the Central Albany Revitalization Area (CARA). 

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
HE-5
Annual CARA investment in CARA projects.
≥$350K
$107,200
$8,760,620
$400K
$350K
$350K
$350K
$350K
HE-5
Annual private investment in CARA projects.
≥$750K
$1.7M
$5.9M
$750K
$750K $750K $750K $750K
HE-5
Cumulative joint value of CARA and private investments.
≥$13.8M
$15,607,200
$30,267,820
$31.4M
$32.5M
$33.6M
$34.7M
$35.8M
HE-6
Cumulative number of CARA-funded new residential units.
≥303
292
298
312
326
340
354
368

Goals:

  • Goal 1:  Create and sustain a city of diverse neighborhoods where residents feel good about where they live. 
  • Goal 2:  Provide an efficient transportation system with safe streets and alternative modes of transportation. 
  • Goal 3:  Provide effective stewardship of Albany’s significant natural, cultural, and historic resources. 
  • Goal 4:  Provide diverse recreational, educational, and cultural opportunities that enrich the lives of our citizens.

Great Neighborhoods Objectives:

Goal 1: Create and sustain a city of diverse neighborhoods where residents feel good about where they live.

Objective GN-1: Enforce City ordinances when properties are neglected or abandoned to prevent erosion of property values and quality of life.  [City Manager’s Office and Police]
Actions:  Reduce unresolved cases.

Objective GN-1a:  Monitor and apply for grants that further advancement of Strategic Plan objectives and department goals.  [All Departments]
Actions:  Apply for State Historic Preservation Office grants every other year to support local preservation programs.

Objective GN-2:  Create a Community Development/Land Use Issues list of code issues that are identified as not optimal.  This list will be evaluated annually to identify priority issues that might be addressed with code revisions.  [Community Development]
Actions:  Review and update the Albany Development Code (ADC) to address code issues.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
GN-1
Maintain a close to open ratio of 75% or higher on submitted cases per fiscal year.
≥75%
71%
96.7%
75%
75%
75%
75%
75%
GN-1a
Continue to seek grant funding from State Historic Preservation Office.
1
n/a
1
 n/a
1
 n/a
1
n/a
GN-2
Develop CD/Land Use Issues list.
Complete annually
Annually
Annually
Annually
Annually
Annually
Annually
Annually

Goal 2: Provide an efficient transportation system with safe streets and alternative modes of transportation.

Objective GN-3: Ensure public buildings, sidewalks, and public transportation are accessible to all. [Community Development, Public Works]

Actions:  Develop a plan and prioritization system for making accessibility improvements when funding is identified and available (ADA Transition Plan).

Objective GN-4:  Utilize available street funding to maintain collector and arterial streets in “fair” or better condition and address local street needs as funding allows.  Additionally, seek other sources of funding for the street system.  [Public Works]
Actions:  Measure and monitor street condition in order to identify and prioritize street condition improvement projects.  Implement repair and preventative street maintenance projects to preserve and restore City streets with the annual Street Maintenance budget.  Plan for street rehabilitation and reconstruction capital projects with the annual five-year Capital Improvement Program and implement capital projects with the annual Street Capital budget.

Objective GN-5:  Work as a cooperative partner of the Albany Area Metropolitan Planning Organization (AAMPO) for the funding of street and transit improvements.  [Public Works]
Actions:  Work within the AAMPO structure to plan for use of available Surface Transportation Program (STP) funding for the preservation and improvement of City streets.  Work with the AAMPO to stabilize funding and maximize the effective use of transit funding for the City and the region.

Objective GN-6:  By the end of FY2023, increase the number of transit system riders by ten percent over the FY2012-2013 ridership.  [Public Works]
Actions:  Measure and monitor the number of rides provided.  Identify opportunities to modify and maximize routes, increase operating revenue, and improve transit level of service.  Identify and implement route improvements to serve more citizens, as funding allows.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
GN-3
Accessibility Transition Plan completed.
Complete by FY 2019
 
   
Dec 2018
 
 
 
GN-4
Percentage of collector and arterial streets in “fair” or better condition (minimum PCI of 60).
100%
n/a
68%
67%
65%
64%
63%
62%
GN-5
Complete Regional Transportation Plan (RTP).
Complete by FY 2018
 
  Feb 2018
 
 
 
 
GN-6
Increase transit system ridership to:
Albany Transit System
Linn-Benton Loop
Paratransit
 
≥96,000
≥145,000
≥21,000
 
79,369
111,595
18,346
 
76,696
109,927
17,646
 
82,000
112,000
19,000
 
84,000
115,000
21,000
 
86,000
118,500
21,000
 
89,000
123,000
23,000
 
92,000
128,000
24,000

Goal 3: Provide effective stewardship of Albany’s significant natural, cultural, and historic resources.

Objective GN-7: Continue to partner and coordinate with community groups, such as the Calapooia Watershed Council, on watershed improvement programs and projects to meet statewide planning goals (Goal 5).  [Community Development, Parks & Recreation, Public Works]
Actions:  Identify City-owned open spaces, riparian corridors, and natural resources and coordinate and help fund restoration and education/outreach projects.

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
GN-7
Coordinate and partner on restoration and education/outreach projects.
Complete annually
Annually
Annually
Annually
Annually
Annually
Annually
Annually

Goal 4: Provide diverse recreational, educational, and cultural opportunities that enrich the lives of our citizens.

Objective GN-8: Maintain total City-managed park land inventory at an annual average of 17.0 acres or greater per 1,000 residents.  [Parks & Recreation]
Actions:  Acquire by purchase, lease, or other means enough park land to achieve and keep pace with Albany’s growth and to meet the City’s adopted total park acreage standards.

*Objective GN-9:  Sustain total developed parks and recreation lands at 11.0 acres or greater per 1,000 residents.  [Parks & Recreation]
Actions:  Maintain enough developed park land to keep pace with Albany’s growth and to meet the City’s adopted developed park acreage standards.

Objective GN-10:  By the end of 2022, increase library visits to 371,000.  [Library]
Actions:  Add five new programs across all service areas.  Increase the percentage of operating dollars spent on collections to Oregon state median (ten percent).

OBJECTIVE
MEASURE
TARGET
COMPLETED FY2016
COMPLETED FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
GN-8
Average total acres of park land per 1,000 residents.
≥17.0
17.3
17.1
17.1
16.8
16.6
16.6
16.6
GN-9
Average acres of developed parks and recreation land per 1,000 residents.
≥11.0
10.9
10.8
10.8
10.6
10.4
10.4
10.4
GN-10
Annual number of library visits.
≥371,000
331,000
324,000
340,000
345,000
350,000
355,000
360,000
GN-10
Number of discrete Library programs across all service areas.
≥19
21
24
25
25
25
25
26
GN-10
Percentage of Library operating expenditures spent on collections.
10%
7.4%
9.2%
10%
10%
10%
12%
12%
*Includes gift of 94 acres to City in Oak Creek Greenbelt.

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