Strategic Plan Dashboard

Vision Statement

The city government has to be responsive to the needs of its residents, businesses and partners while also adapting to a changing environment. The delivery and/or the facilitation of the delivery of services is one of the cornerstones of effective local government. A responsive and effective city government does the following:

Transparency- the decision making processes must be open and as accessible as possible to allow the public to participate. Government records need to be available, easily accessible and in a timely manner.
Ethics- City officials, staff, and volunteers meet public expectations of very high ethical standards while representing the City. Ethical expectations directly relate to the credibility of the City and view that people have of it. City officials comply with statutory and regulatory requirements.
Problem Solving- the expectation is that the City government is an organization that functions to identify and develop solutions to address problems and the needs of the community. Data driven decision making is operationalized when and where appropriate.
Teamwork- highly effective organizations are those that can bring together the players to achieve the mission. Our team consists of elected officials, appointed officials, staff, volunteers, service providers and our partners who work together to drive and achieve success.
Communication- an effective City government utilizes multiple modes of communication to inform residents including emergency messaging, how-to information, education materials, opportunities and the activities of the organization. This must be timely, accurate, accessible and sufficient to keep the public informed.
Engagement- the City takes proactive steps to engage the general public and key stakeholders in the development of public policy.
Efficiency- the City utilizes management practices and process review procedures such as LEAN to reduce wasted time and money while at the same time enhancing the quality of city services. City officials and staff operate in a culture of continuous quality improvement.
Technology-the City utilizes technology to enhance the quality, accessibility, timeliness and efficiency of City services.
Innovation- the City uses or develops innovative approaches to problem-solving and service delivery.
Human Capitol- the quality, skill base, experience and emotional intelligence of City officials is of very high quality. The City invests in training and staff development constantly enhancing the effectiveness of City staff. The City is “growing” leaders from within its ranks to perform higher level and leadership roles in the organization. The retention of qualified personnel is a key objective for City leaders.
Partnership- City leaders value the importance of partnerships with other municipalities, the school district, the housing authority, and the other levels of government to address the needs of the City and its residents. Working with the business community, non-profit entities and neighborhood groups is highly valued in solving problems and providing services to the community.
Leadership- the City values and understands its leadership role in the Upper Valley and the State of New Hampshire from a political, economic and social perspective. It actively advocates and exercises that leadership role in service to the people of the City and the Upper Valley in changing times.

Responsible Groups

City Departments

Airport City Clerk City Manager Cyber Services Finance Fire Human Resources Library Planning and Development Public Works Recreation, Arts, and Parks

Boards and Committees

City Council Planning Board Technology Review Committee

Community Partners

Dartmouth Health

Strategic Objectives

Primary objectives under this strategic theme

1.1 Operate City government at a very high level of transparency. To the extent possible government documents are available in digital formats through the City's website minimizing the need to make requests to staff.

1.1.1 Transparency Initiative

Build out the areas on the Transparency page of the City's website no later than the end of 2024.

Make the Department of Public Works (DPW) project files accessible to the general public.

1.1.2 OpenGov Permitting and Licensing software operational across all city departments for online applications, permits, and forms.

Migrate Public Works (City Engineer) Permitting Processes to OpenGov

Migrate Fire Department permitting process to OpenGov

Migrate building permits process (Planning and Development) to OpenGov.

Migrate City Manager permitting and licensing processes to OpenGov.

1.1.3 Conduct regular and consistent reviews of AI systems and policy by the Technology Review Committee to ensure ongoing compliance with data protection standards and identify any potential security risks.

Track number of staff trained on AI-related systems annually and evaluate literacy through quizzes and security tests. Aim for 100% of identified staff to be trained with 90% or higher literacy.

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1.2 Recruit, develop, and retain trained and qualified City staff.

1.2.1 Attract, retain, engage, develop a diverse competitive workforce.

HR to conduct Wage Classification Study of the Police Dept.

Human Resources (HR) to implement Citywide professional develop training program by the end of 2024.

HR conducts wage classification study of the AFSCME group to be completed by the end of 2026 to achieve the 60th percentile of the market.

HR conducts wage classification study of the Fire Department

City Manager to negotiate new collective bargaining agreements (CBAs) with the four unions

1.2.2 Develop a new process for staff training that focuses on safety and professional development.

Number of staff who have participated in internal safety and professional development opportunities.

1.2.3 Create a plan to better understand retention.

Create a mentorship program for new staff.

1.2.4 Recruit, hire, and successfully onboard a new City Manager

Recruit, hire, and successfully onboard a new City Manager

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1.3 Enhance process innovation using technology, data, and key performance objectives.

1.3.1 Maintain effective asset management program for infrastructure.

Reach 100% of assets in the asset management database

Establish baseline percentage of assets in the asset management database.

Department of Public Works (DPW) to fully enter all fixed assets and vehicles into the asset management system by the end of 2025.

1.3.2 Implement and utilize technology to enhance service delivery and reduce cost.

DPW, Airport, Recreation, Arts, and Parks to operate on maintenance schedule and work orders from the asset management system by the end of 2024

1.3.3 Review and revise the Capital Improvement Program (CIP) process to make it more efficient and relevant.

1.3.4 Migrating files to OneDrive and SharePoint for increased flexibility and collaboration.

Create SharePoint sites consistent with collaboration to support City needs.

Migrate 100% of documents from internal servers to Microsoft OneDrive/SharePoint. Create SharePoint sites consistent with collaboration to support City needs.

1.3.5 Improve and streamline development review process.

Improve Planning Board application review time by 20% once application is accepted as complete

1.3.6 Create and review policies related to emerging technnologies such as Artificial Intelligence (AI), social media, Virtual Reality (VR), etc.

1.3.7 Streamline patron and staff access to information

Patrons can access resources of information without library staff intervention

More informed, independent citizens.

There are barriers we should remove to help the public to access services.

Streamline patron and staff access to information.

1.3.8 Conduct initial assessment regarding feasibility of achieving accreditation status

Public Works to determine feasibility by December 2025 and develop implementation plan, if appropriate.

Fire Department to evaluate benefits of accreditation by December 2026 and develop implementation plan, if appropriate.

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1.4 Advocate at the Regional, State, and Federal level.

1.4.1 Legislative advocacy regarding municipal issues.

City Manager seeks funding for various munipal projects at the State and Federal level.

Review NHMA Policy Positions with the CC and advocate at the biennial NHMA Policy Conference for those positions approved by the CC.

Annually monitor proposed legislation and administrative rules that are supportive of the City and those that may have a negative impact on the City and advocate appropriately.

1.4.2 Have staff representation in organizations that represent librarians, such as the American Library Association, NH and New England Library Association

Increase library staff participation in said organizations.

Make staff aware of opportunities to participate in professional associations and committees.

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1.5 Enhance the credibility of the City's government.

1.5.1 Ensure City staff, elected and appointed officials, and volunteers maintain the highest of ethical standards.

City Manager will implement an ethical standards review procedure for city staff in the form of an administrative policy by the first quarter of 2024.

City Manager creates an ethical standards video for staff training and new hires by the end of 2024.

Propose a combined ethics policy for city employees and elected/appointed officials with new lobbying provisions in 2025.

Review Ethics Policies annually for any necessary changes and make revisions as appropriate.

City Manager and City Council review both Ethics policies and revise them as needed by the end of 2024.

1.5.2 Foster positive relationships with the public.

Offer programs with city officials or committees to present what they do to the public.

Time and space is made available for city/library employees to attend activities throughout the city to increase communication and familiarity with city staff.

Credibility and trust is built through fostering relationships.

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1.6 Enhance community engagement.

1.6.1 Increase community engagement and communication by resuming Lebanon Citizens Academy Program with a focus on marketing to diverse communities.

Implement the next cohort of the Lebanon Citizens Academy in 2026

Initiate another session of the Lebanon Citizens Academy in Q1 of 2024.

1.6.2 Continue to provide appropriate training for board/committee members.

Provide land use boards training on relevant topics on at least a bi-monthly basis (Planning Board, Zoning Board, Conservation Commission, Heritage Commission)

New board member orientation completed for all new appointees to boards and commissions.

1.6.3 Increase online ADA compliance through SiteImprove or other software and staff training.

Improved score on accessibility audits.

1.6.5 Expand public wifi access.

1.6.6 Broaden Opportunities for Community Engagement with City Councilors

Schedule Councilors to attend at least three public events to meet with residents

Explore additional media possibilities for sharing updates with residents

Host sessions with at least three community stakeholder groups on an annual basis

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1.7 Implement and operationalize artificial intelligence (AI) technologies that align with our AI Policy (ADM-143) to enhance service delivery and accessibility, as well as furthering the realization of our Vision Statement around transparency, efficiency, innovation and teamwork.

1.7.7 Leverage AI innovation and technology to enhance the timeliness, accuracy, and efficacy of City meetings, while also reducing the cost to record minutes and promoting greater understanding of key information

Utilize AI tools to provide comprehensive minutes of recorded meetings

Utilize AI tools to summarize key takeaways of meeting discussions for residents

View Details

Transparency- the decision making processes must be open and as accessible as possible to allow the public to participate. Government records need to be available, easily accessible and in a timely manner.
Ethics- City officials, staff, and volunteers meet public expectations of very high ethical standards while representing the City. Ethical expectations directly relate to the credibility of the City and view that people have of it. City officials comply with statutory and regulatory requirements.
Problem Solving- the expectation is that the City government is an organization that functions to identify and develop solutions to address problems and the needs of the community. Data driven decision making is operationalized when and where appropriate.
Teamwork- highly effective organizations are those that can bring together the players to achieve the mission. Our team consists of elected officials, appointed officials, staff, volunteers, service providers and our partners who work together to drive and achieve success.
Communication- an effective City government utilizes multiple modes of communication to inform residents including emergency messaging, how-to information, education materials, opportunities and the activities of the organization. This must be timely, accurate, accessible and sufficient to keep the public informed.
Engagement- the City takes proactive steps to engage the general public and key stakeholders in the development of public policy.
Efficiency- the City utilizes management practices and process review procedures such as LEAN to reduce wasted time and money while at the same time enhancing the quality of city services. City officials and staff operate in a culture of continuous quality improvement.
Technology-the City utilizes technology to enhance the quality, accessibility, timeliness and efficiency of City services.
Innovation- the City uses or develops innovative approaches to problem-solving and service delivery.
Human Capitol- the quality, skill base, experience and emotional intelligence of City officials is of very high quality. The City invests in training and staff development constantly enhancing the effectiveness of City staff. The City is “growing” leaders from within its ranks to perform higher level and leadership roles in the organization. The retention of qualified personnel is a key objective for City leaders.
Partnership- City leaders value the importance of partnerships with other municipalities, the school district, the housing authority, and the other levels of government to address the needs of the City and its residents. Working with the business community, non-profit entities and neighborhood groups is highly valued in solving problems and providing services to the community.
Leadership- the City values and understands its leadership role in the Upper Valley and the State of New Hampshire from a political, economic and social perspective. It actively advocates and exercises that leadership role in service to the people of the City and the Upper Valley in changing times.

High Performing Government

Vision Statement

Responsible Groups

City Departments

Boards and Committees

Community Partners

Strategic Objectives

1.1 Operate City government at a very high level of transparency. To the extent possible government documents are available in digital formats through the City's website minimizing the need to make requests to staff.

1.2 Recruit, develop, and retain trained and qualified City staff.

1.3 Enhance process innovation using technology, data, and key performance objectives.

1.4 Advocate at the Regional, State, and Federal level.

1.5 Enhance the credibility of the City's government.

1.6 Enhance community engagement.

1.7 Implement and operationalize artificial intelligence (AI) technologies that align with our AI Policy (ADM-143) to enhance service delivery and accessibility, as well as furthering the realization of our Vision Statement around transparency, efficiency, innovation and teamwork.