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20/20 Vision

Introduction

In 2012 the Town of Greeneville implemented a historic amendment to the Town Charter changing the form of government to an administrator/aldermen form. The amended charter creates a professional business-like approach in executing the day to day activities of the Town.

Growing out of the Charter change was the Board of Mayor and Aldermen’s (BMA) desire to conduct a strategic planning retreat to begin charting a path to realize Greeneville’s potential. The retreat was held on September 12 at the Clyde Austin 4H center in Greene County. Tennessee Valley Authority Community Development Consultant Millie Callaway facilitated the day long session. Senior Town staff also attended to provide feedback and answer questions. The outcome of the session included developing a mission statement, identifying strengths/weaknesses/opportunities/threats, and identifying strategies.

Mission Statement

The mission of the Town of Greeneville is to enhance our vibrant community by delivering high quality public services and effective communication to citizens and visitors

Strategies

  • Downtown Revitalization
    • Enhance retail, residential, and entrepreneurial opportunities downtown
    • Support the Walters State expansion project downtown
    • Identify events that bring customers downtown on a periodic basis
    • Develop long range land use plans maximizing the business, residential, and educational potential downtown
  • Maximize Organizational Effectiveness
    • Revise Town ordinances and Charter to allow for improved efficiencies
    • Ensure the Town maintains an effective website and other communication tools
    • Develop budget strategies that anticipates future challenges and opportunities to include capital projects
    • Look at the structure of Town departments, joint ventures, and utility partners to strengthen service delivery and reduce costs
    • Focus on customer service
    • Identify a process to capture additional grant opportunities
  • Promote a Healthy Greeneville
    • Complete a community health assessment
    • Work with healthcare providers to maximize the delivery of health services, and identify gaps in the       existing services provided in Greeneville
    • Develop a plan to enhance sports/outdoor activities in Greeneville
  • Prepare Greeneville’s infrastructure for tomorrow’s development
    • Identify long range capital infrastructure needs – develop capital budget
    • Identify potential revenue options for capital improvements
    • Develop a replacement plan for existing utility infrastructure
    • Create a plan to bridge technology infrastructure gap
  • Keep Greeneville’s educational system at the fore-front
    • Secure a long range facilities plan to include funding options
    • Identify industry needs for technical workforce skills – work with Walters State, Tusculum College,       and the Greene Center for Technology to meet industry needs

Next Steps

The next steps in realizing these opportunities should include:

  • Conduct a public workshop on the strategies (1-2 weeks)
    • Get public input on additional strategies/action items
    • Split the 5 strategies into  working groups  
    • Identify a group leader
    • Identify community volunteers to participate
  • Develop action plans to implement each strategy (2- 4 months)
  • Periodically report to the community/BMA on updates (once a quarter)
  • Implement Strategy – measure success – refine goals (ongoing)

 

 

UPDATE:

Report Card - March 2015

Downtown Revitalization

  • Enhance retail, residential, and entrepreneurial opportunities downtown
    • In partnership with Greeneville Federal Bank, Andrew Johnson Bank and First Tennessee Bank and the First Tennessee Development District initiated a downtown loan program to assist start-up and existing business with capital
    • Implemented a downtown façade grant program for downtown businesses. Approved 5 projects that will leverage over $40,000 in improvements downtown facades, signs, entrances, and windows
  • Support the Walters State expansion project downtown
    • Partnered with Walters State in over $2,500,000 of grants or in kind contributions to the development of the expansion that includes infrastructure upgrades, sidewalk connectivity, street crosswalks, and many other improvements
    • Initiated storm water upgrades to replace aging infrastructure under buildings
  • Identify events that bring customers downtown on a periodic basis
    • 2013  – Music Off Main
    • 2014  – Lyrics on the Lawn - Thursday night concerts in July, food vendors
    • In  2013 initiated a return of the Fourth of July festival in downtown Greeneville to include music, parade, and fireworks
    • 2014 Conducted New Years Eve bash downtown, spanning three venues and attracted over 500 visitors
  • Develop long range land use plans maximizing the business, residential, and educational potential downtown
    • Exploring opportunities to use tax increment financing to enhance business and residential downtown
    • Hired a planner to begin developing a land use plan

 

Maximize Organizational Effectiveness

  • Revise Town ordinances and Charter to allow for improved efficiencies
    • Completed charter changes in April 2014
  • Ensure the Town maintains an effective website and other communication tools
    • Unveiled new website in 2014 that includes a video introduction to the Town as well as a shared calendar of all town events
  • Develop budget strategies that anticipates future challenges and opportunities to include capital projects
    • Currently utilize a capital plan to purchase large items. Purchased fire truck, 3 solid waste vehicles, and police software
  • Look at the structure of Town departments, joint ventures, and utility partners to strengthen service delivery and reduce costs
    • Restructured 2 personnel in 2014 to increase efficiency
    • Created an employee suggestion program to allow employees to provide input to reduce costs or increase       revenues
    • Initiated a monthly utility meeting for developers to receive approval for permits, drawings, etc at one location
    • Public Works unveiled a tracking program to identify solid waste demands, street and sidewalk repair issues, and intersection control issues using tablets and 311 software
    • Restructured Kinser Park management to privatize operations
  • Focus on customer service
    • Developed a citizens academy to offer citizen’s the chance to learn the ins and outs of municipal government
  • Identify a process to capture additional grant opportunities
    • Awarded $1.4 million in grants in 2014

 

Promote a Healthy Greeneville

  • Complete a community health assessment
    • Completed by Takoma Regional Hospital and Laughlin Memorial Hospital
  • Work with healthcare providers to maximize the delivery of health services, and identify gaps in the existing services provided in Greeneville
    • Implemented a wellness program for Town Employees. Developed a framework to market program to private sector businesses in area
  • Develop a plan to enhance sports/outdoor activities in Greeneville
    • Opened new softball fields on Hal Henard Road
    • Constructed new pavilion at skate park at Hardin Park
    • Upgraded the high school softball field at Hardin Park
    • Completed the CREATION Health trail that bisects Takoma property and terminates at Veterans Park
    • Completed a walking path at Hardin Park, working on linking trail through Hardin Park with CREATION Health trail
    • Offered an array of boot camp, yoga, healthy cooking and other wellness classes to Town employees

 

Prepare Greeneville’s infrastructure for tomorrow’s development

  • Identify long range capital infrastructure needs – develop capital budget
    • Currently working off capital plan for large purchases
    • Executing annual street repaving and sidewalk repair plan
    • Approved construction of final phase of Fairgrounds Connector Road
  • Identify potential revenue options for capital improvements
    • Will contribute over $250,000 to fund balance at the end of FY 14
    • Fund balance remains at a level within our fund balance plan
  • Develop a replacement plan for existing utility infrastructure
  • Create a plan to bridge technology infrastructure gaps
    • Signed a MOU with the City School system for IT needs to include future IT planning
    • GLP is deploying fiber throughout the Town to connect GLP structures and key municipal buildings
    • New fiber is allowing direct dispatch capabilities between the 911 Call Center and the police department reducing the response time with police
    • Working with the Partnership and Connected Tennessee to identify broadband needs and develop a strategy to meet those needs

 

 Keep Greeneville’s educational system at the fore-front

  • Secure a long range facilities plan to include funding options
    • Developed through the school  system
  • Identify industry needs for technical workforce skills – work with Walters State, Tusculum College, and the Greene Center for Technology to meet industry needs
  • Initiating efforts to develop a yearlong entrepreneurship program for Greeneville and Greene County high school seniors