Page 16 - GFOA Draft 2

Maintain a
financially
sound City
providing
superior
services
CITY OF SAGINAW
STRATEGIC PLAN

2022-2023

City FY 2021-2022 FY 2021-2022 FY 2022-2023
Strategy Department Goal Department Achievement Department Goal
Administrative Services adopted a
Citizen
Police
Police continue holding two Citizen tax rate $0.508042 that Administrative Services adopt a tax rate
one
Police
conduct
Administrative Services adopt a tax property
Police Academies. Conduct two Junior Police Conducted one Citizen Police Academy and two Junior Police
rate that allows us to maintain current generated the property tax revenue that allows us to maintain current services
Police Academies. Increase citizen Academy class and one Junior Police Academies. Increase citizen contacts at
services and staffing levels.
sufficient to fund operations, as well as, and staffing levels.
contacts at events and public places, i.e. Academy. We also increased citizens events and public places, i.e. park, school
debt service payments.
park, school and neighborhood events. contacts at community events and city and neighborhood events. Conduct K9
Continue to emphasize training. Reduce sponsored events . public demos. Continue to emphasize
response times in District 3. training.
Police obtained $18,271 in Radio
Police continue to compete for state and Assitance grants and $9,495 in PSAP Police continue to compete for state and
national grants for personnel and (Public Safety Answering Point) national grants for personnel and
equipment. We will be applying for the Assistance grants. LEOSE grants equipment. We will be applying for the
LEOSE training grant for 21/22. LEOSE training grant for 22/23.
obtained for $2,609.95
Community Services continue to
maintain existing programs and increase
programming to reach the levels of
Community Services continue to Community Services continue to participation pre-COVID 19. Increase
maintain existing programs. Increase rebuild our programs to the attained revenues through new creative and fine
revenues through new creative and fine levels prior to the COVID-19 Pandemic tuned existing programs. Reopen and
tuned existing programs. Increase through increased marketing and
senior center programming. Improve promotion. Continue operation with restart programming at the senior center
and move operations to the recreation
7th Annual Images of Saginaw Photo reduced programs, reduced staffing center. Improve 9th Annual Images of
Contest with increased awards, levels and hours of operation while Saginaw Photo Contest with increased
promotion and revised program. staying open unded the Pandemic awards, promotion and revised program.
Increase marketing and promotion of the circumstances. Successfully moved Increase marketing and promotion of the
City via Facebook, Twitter, press/media Senior Center to the Recreation Center. City via Facebook, Twitter, press/media
release, Digital Display Sign, Saginaw Returned most athletic programs back to release, Digital Display Sign, Saginaw
FYI, and web site. pre-COVID levels.
Maintain a FYI, and web site. Insert newly created
Communications Department and staff
financially into this department.
sound City
providing
superior Community Services is rebuilding Community Services Partner with local
services Community Services was able to professional photography company to
programs at the recreation center to pre-
Maintain a pandemic levels and would like to work reopen the Aquatic Center during the provide additional advice, funding,
financially on opening the aquatic center since it summer for the first time in 2 years. Also, awards and marketing to increase
sound City has been closed the past 2 years. Also the food truck park has increased food participation in the Images of Saginaw
improved Photo
Contest.
Seeking
additional
truck
and
participation
providing working on promoting The Switchyard, operations. sponsorship opportunities through drink
superior which is our new food truck park. vending companies.
services
Library While preparations for our
new facility and our software change
did not leave staff time to pursue
many grants, we did receive
Library apply for at least two grants and generous donations from our Library Library apply for at least two grants and
two additional donations per year. Boosters, from the ArtPlace nonprofit, two additional donations per year.
Increase leadership and participation in and from 15 local businesses and Increase leadership and participation in
the North Texas Library Consortium. organizations (including forming new the North Texas Library Consortium.
Continue to develop partnerships with partnerships). We left NTLC in Continue to develop partnerships with
local groups and businesses. September 2022 to pursue a new local groups and businesses.
partnership with the MetroShare
consortium. We expect it to offer
exponentially better opportunities and
resources for our patrons and staff.
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