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City of Glendale - City Council - Strategic Goals 2009-2010

Our Vision for Glendale:
“One Community”

ONE COMMUNITY THAT IS FISCALLY SOUND

  Key Objectives for 2009-2010:
 
  • Recognize that the economic challenges all communities are facing will impact Glendale in some manner and communicate effectively with the public regarding those implications and the City’s response.
  • Continue to inform and engage City Council in financial decision making at the policy level related to the economy and potential capital projects and operating costs.
  • Make efforts to assure that service levels are minimally impacted by the financial crisis.
  • Set goals recognizing the fiscal limitations in the current environment.
  • Establish foundation to enhance fiscal strength through quality economic development and establishing a plan for vibrancy in the city center as noted in other objectives that follow.
ONE COMMUNITY WITH STRONG NEIGHBORHOODS
  Key Objectives for 2009-2010:
 
  • Be proactive in code enforcement to improve neighborhood appearance.
  • Develop and apply innovative approaches to support neighborhoods and encourage neighborhoods to do the same.
  • Encourage neighborhoods to take ownership for improvements and to be part of the solution in difficult economic times.
  • Work through neighborhood leaders to strengthen neighborhood watches and safety efforts.
  • Keep the public informed regarding operational and policy information that relate to neighborhood issues.
  • Increase neighborhood involvement by educating residents and strengthening neighborhood watches and safety efforts through neighborhood leaders.

ONE COMMUNITY COMMITTED TO PUBLIC SAFETY

  Key Objectives for 2009-2010:
 
  • Continue the innovative and collaborative approach to assuring that Glendale is a safe community.
  • Work in partnership with the neighborhood strengthening effort and local businesses to ensure that Glendale is a safe community.
  • Provide public safety information and data that is meaningful to citizens and the general public to illustrate that Glendale is a safe community.
ONE COMMUNITY WITH QUALITY ECONOMIC DEVELOPMENT
  Key Objectives for 2009-2010:
 
  • Identify and pursue business sectors that may be most valuable to the economic development strategy for Glendale.
  • Apply innovative approaches to development efforts being willing to consider unique possibilities when they “fit” Glendale.
  • Retain and expand local small business as a foundation for community economic development.
  • Capitalize on the unique character and identity that defines Glendale.
  • Focus on opportunities that increase salary levels and job quality.
  • Update the Economic Development Plan.
ONE COMMUNITY WITH A VIBRANT CITY CENTER
  Key Objectives for 2009-2010:
 
  • Continue the process of identifying the possibilities for Glendale Centerline with supportive systems to encourage development.
  • Be attentive to the connections between this objective and the previous three. They must work in unison to be successful.
  • Strengthen the public perception of downtown Glendale.
  • Identify ways the City can catalyze a strong downtown business district with its own business leadership organization.
  • Develop a strategy to encourage and retain viable retail businesses.
ONE COMMUNITY WITH AN ACTIVE PARTNERSHIP WITH LUKE AIR FORCE BASE
  Key Objectives for 2009-2010:
 
  • Continue to create opportunities to strengthen connection and shared experiences with base leadership.
  • Continue to ensure federal and state support for Luke Air Force Base by building strong relationships and by enhancing lobbying efforts.
  • Maintain the process to meet the base’s needs quickly.
  • Seek publicity for the support role that is played by Glendale in support of Luke AFB to illustrate the level of commitment and encourage positive public support of Luke AFB.

ONE COMMUNITY WITH HIGH QUALITY SERVICES FOR CITIZENS

  Key Objective for 2009-2010:
 
  • Continue to enhance the activities of the Code Compliance Department.
  • Continue to implement the improvements noted in the City Manager’s organizational performance report and to employ the innovation program established.
  • Encourage residents to take active ownership of their neighborhoods and establish beneficial partnerships during these difficult economic times.

 

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