The Town of Greeneville Project 20/20 Action Group focusing on the Town's organizational effectiveness will meet at 4 p.m. Wednesday in the boardroom in Town Hall.
Members of the public are encouraged to attend and participate in all Action Groups, Town spokesmen have emphasized.
The following is a draft implementation plan for this 20/20 Vision action group. The group will discuss the draft plan and modify it if need be, according to Todd Smith, Greeneville City Administrator and Action Group facilitator on this subject area.
This is the draft plan the Action Group will discuss:
The mission of the Organizational Effectiveness Action Group is to encourage effective public services through cooperation, participation, and communication.
Revise town charter by June 2014 to improve efficiencies and enhance service delivery.
* The City Administrator will review the existing charter for deletions, changes, or additions that make the Town more efficient.
* Utilize Municipal Technical Advisory Services (MTAS) to assist in updates.
* Review of changes by City Attorney Ron Woods.
* City Administrator Presentation to Board of Mayor and Aldermen.
* City Administrator will request submission to the Tennessee Legislature for approval.
* Final Charter approval by Board of Mayor and Aldermen (April 2014).
A measure of effectiveness would be that Charter Amendments are complete.
Deploy an effective town website by Feruary 2013 and utilize other social media tools to communicate with citizens.
* Amy Rose to review website content and format (ongoing).
* Stuart Cowles to train Town departments to update website (ongoing).
* Amy Rose to establish and populate Facebook and Twitter feeds (ongoing).
* Amy Rose to integrate Facebook and Twitter into website (complete).
* Amy Rose to oversee Charter and ordinances on website (February 2013).
* Amy Rose to oversee agendas, minutes, and other current information to be on website (Feb. 2013).
* Organizational Effectiveness Group to develop a third party platform to advertise special events in Greeneville (December 2013).
A measure for effectiveness would be that website visits increase by 10 percent by February 2013, 500 Facebook Friends by February 2013, and 100 Twitter followers by February 2013.
Build a community calendar of events that promotes a cross-section of community, entertainment, sporting, and other events within Greeneville.
* Identify best forum for calendar (March 2013).
Develop budget strategies by end of fiscal year 2013 that anticipate future challenges and opportunities to include capital projects.
* Board of Mayor and Aldermen to approve proposed capital budget plan (January 2013).
* Recorder to establish a sinking fund, that would be used to save for capital projects. (January 2013).
* City Administrator to identify proposed capital outlays for fiscal year 2014 (March 2013).
A measure for effectiveness would be that capital equipment and buildings are being replaced at normal intervals.
Analyze Town departments, joint ventures, utility partners, and other non-profit service providers to strengthen service delivery and reduce costs.
* Town, Greeneville Light & Power System, and Water Commission boards to conduct workshop on organizational efficiencies (February 2013).
* Town, GL&PS, and Water Commission senior staff collaborate on results of February workshop (February 2013 and on).
* City Administrator to work with County Mayor on developing agreements among the City/County joint ventures (January 2013).
* City Administrator and Board of Mayor and Aldermen to review MTAS benchmarking project -- department directors to develop strategies to improve efficiencies (April 2013).
* Request joint ventures, set strategic directions to identify future opportunities and enhance service delivery (February-May 2013).
* Organizational Effectiveness Action Group to collaborate with non-profit service providers to identify service gaps and develop strategies to fill gaps (September 2013).
A measure for effectiveness would be that cost per unit of delivery decreases and service gaps are filled.
Incorporate customer service into Town's culture.
* City Administrator to implement customer service guidelines to Town employees (February 2013).
* Develop an online survey process where citizens can provide feedback on the Town's customer service quality (March 2013).
A measure for effectiveness would be that there are high customer service survey responses.
Identify a process to capture additional grant opportunities.
* City Administrator to identify grant-writing classes for staff participation (Jan. 2013).
* City Administrator to explore partnerships with Tusculum College and East Tennessee State University on students working on grant writing/research for the Town (February 2013).
A measure for effectiveness would be that grant funding to Town would increase by 10 percent in fiscal year 2014.