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 - 2019-20
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 – 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; held every year since
- 2014 Conducted New Years Eve bash downtown, spanning three venues and attracted over 500 visitors; held every year since
- Added special events ordinance allowing downtown events serving beer/wine. Downtown hosted multiple special events benefiting local non-profit organizations
- Develop long range land use plans maximizing the business, residential, and educational potential downtown
- Established a downtown tax increment financing district in downtown area
- Secured two State façade grant funding at $100,000 each
- Hired a planner to begin developing a land use plan
- Completed the Toole downtown redevelopment plan highlighting a three-phase approach to investing in downtown
- Finalizing the construction documents for phase one of the Toole plan
Maximize Organizational Effectiveness
- Revise Town ordinances and Charter to allow for improved efficiencies
- Completed charter changes in April 2014 to recognize the City Administrator form of government
- In 2018 completed a comprehensive ordinance overhaul revising and or removing archaic Town ordinances
- 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
- Further refreshed the Town’s website in 2018 adding additional user tools
- Implemented One Drive share technology internally amongst staff
- Created Town accounts on Facebook and Twitter, both of which have thousands of followers
- Began publishing monthly Employee Newsletter for effective internal communications
- Developed an extensive collection of professional photos used in publications and other projects
- Develop budget strategies that anticipates future challenges and opportunities to include capital projects
- Currently utilize a capital plan to purchase large items. Purchased 2 fire trucks, multiple solid waste vehicles, annual replacement of police vehicles, police software, and a $1.7 million emergency communications system new software in Building and Finance departments
- 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
- Restructured codes enforcement/environmental position to Building Department; streamlining codes and enforcement under one roof
- Added position of Assistant Fire Chief to add leadership continuity within the department
- 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
- In 2019 completed an employee pay study
- 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
- Reviewed all joint venture agreements; removed the Town from Kinser Park, revised landfill agreement to gain financial reimbursement of tipping fees, restructured 911 Board of Directors
- Focus on customer service
- Developed a citizens academy to offer citizen’s the chance to learn the ins and outs of municipal government
- Initiated community visibility during special events such as Greene County Fair, Parenting Fair, Chamber events, etc
- Revamped Town’s website to enhance communications and sharing of information with citizens
- Rolled out new Kronos workforce tracking software driving timesheet efficiencies for internal customers
- Created social media accounts that offer real-time information to the community
- 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 Hospital and Laughlin 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
- In partnership with Ballad Health nearing the implementation of the employee clinic
- Greeneville Health/Education Facilities Board facilitated $980 million re-finance for Ballad Health restructuring
- 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
- Awarded grant for all-access playground at Hardin Park
- Identified disc golf/dog park at former landfill at Whirlwind Road
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
- Completed final phase of Fairgrounds Connector Road
- Identify potential revenue options for capital improvements
- BMA approved fund balance plan to provide for a rainy day fund
- Developed capital funding plan using Town fund balance to pay for large capital projects
- 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 deployed 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
- Worked 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
- Signed an MOU between City Schools and TCAT for an on-site TCAT program at Greene Technology
- Finished paved parking lot at GHS
- Walters State Community College project complete
- Provided grant administration for multiple State grant awards
- Funded storm water improvements for project
- Partnered with School system to provide off-site parking options for Walters State students/staff
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