Download the Strategic Plan PDF

When the City of Milton embarked upon an update to its strategic plan, we committed to being future focused. We challenged ourselves to look into the future and plan for those things that are critical to maintain and enhance the Milton we love. We spent many hours discussing Milton’s mission, vision and core values and believe the modifications we made are in keeping with maintaining our unique, vibrant and successful community.

To identify our goals, strategies and initiatives, we worked with experienced and emerging leaders, a professional facilitator and all the data available to us. The future promises extraordinary things. We will experience facilities opening, parks coming to life and complete streets emerging. We are committed more than ever to our pursuit of innovation in local government and our desire to be cutting edge in the delivery of essential services.

We are thankful to be a partner with our community as we live this future together. It’s your story, it’s our story, it’s Milton’s story — let’s make it a great story to tell. Please join us — the future starts now.

About the Plan

The City of Milton 2016–2020 Strategic Plan outlines future goals and strategies for the Milton community and the City organization. It provides a comprehensive, high-level five-year road map to accomplishing key community goals.

Goals, Objectives, & Initiatives

Objective

Develop a working spirit with our business community to foster a reputation for being a great place to do business

Initiatives

• Explore a Milton CID in the Crabapple Downtown area to carry out infrastructure projects in that boundary zone - 2016-17
• Launch door-to-door outreach program to formalize the feedback loop within the business community - 2016, 2018, 2020, Ongoing
• Explore an innovation center in a suitable location to incubate future business opportunity and growth - 2016-2020, Ongoing
• Conduct business association outreach for regular interaction with the Milton Business Alliance, Crabapple Business Association, GNFCC and Metro Chamber - 2016-2020, Ongoing

Objective

Maximize available commercial capacity in appropriately defined areas

Initiatives

• Build and maintain an available land database listing of properties in CoStar and Select Georgia databases to convert properties from vacant to filled 2016-2020, Ongoing

Objective

Foster good relationships with providers

Initiatives

• Conduct city-driven surveys for providers of all programs - 2016-2020, Ongoing

Objective

Increase our capacity for active, passive and linear parks

Initiatives

• Explore multi-use connection to Big Creek Greenway - 2016-2019
• Explore the feasibility of a walkable connection from Birmingham Park to an Arnold Mill Park at the closing landfill with focus being along Little River - 2016-2020, Ongoing
• Develop phase one of Providence Park to re-establish trails and open to the public - 2016
• Develop phase two of Providence Park to repair the rock quarry, establish access to water, public restrooms and a safe shelter - 2018-2020, Ongoing

Objective

Explore partnerships and relationships to meet the needs of the community

Initiatives

• Evaluate renewal and continuation of the intergovernmental agreement with the City of Alpharetta for parks without borders - 2016-2020, Ongoing
• Partner with a provider to establish programming at Providence Park - 2017-18
• Research new program offerings which might include activities not currently offered by Milton - 2016-2020, Ongoing

Objective

Streamline Processes

Initiatives

• Produce process maps for all customer interactions seeking to maximize efficiency as measured by average time per permit - 2016-17
• Establish a Unified Development Code to encourage better development and design while clarifying process - 2018
• Formalize a training program so each city staff member can act as concierge for our customers (In coordination with process mapping) - 2016-2020, Ongoing

Objective

Recognize future challenges or threats and plan for them today

Initiatives

• Implement Citizen Emergency Response Team (CERT) programs through various departments to streamline our emergency response capabilities - 2017
• Identify appropriate staffing needs and make sound recommendations as needed - 2016-2020, Ongoing
• Establish a traffic safety stakeholder group to make recommendations to improve traffic safety - 2016
• Strategically place police, fire and public works facilities to maximize effectiveness - 2019-2020
• Produce comprehensive safety guide for the community on home safety and first aid - 2017
• Manage, maintain and improve mobility in Milton - 2016-2020, Ongoing

Objective

Improve the community's interactions with its government

Initiatives

• Establish 311 system for the creation of a simple, one-touch customer service system - 2017
• Explore a system where volunteers can find access to available opportunities to serve and services can find access to available volunteers - 2017
• Implement youth programming through an Explorer Program in either (or both) the police and fire department - 2016-2020, Ongoing
• Create a Community Risk Reduction (CRR) educational program in the fire department - 2017
• Explore juried public art as a way to build community spirit through the creation of a focus group tasked to review an art installation program with specific criteria - 2016

Objective

Maintain high morale among "Team Milton" by fostering professional and rewarding careers

Initiatives

• Through the Innovation Academy, explore implementing a detailed employee review process/performance management system - 2017
• Conduct an employee satisfaction survey to build a positive, productive workforce - 2016, 2018, 2020

Objective

Safeguard historic landmarks, farms, woodlands, streams and open spaces

Initiatives

• Reinvent the Historic Preservation Commission for the review and designation of historic properties - 2016
• Establish and implement a signage program for historic land markers and points of interest - 2017-2020, Ongoing
• Create educational opportunities for the community that are grounded in sustainability, resiliency and conservation - 2016-2020, Ongoing
• Create a formal feedback loop with the equestrian community - 2016-2020, Ongoing

Objective

Address need for community greenspace

Initiatives

• Review the code of ordinances for desired enhancements that protect our rural character - 2016-2020, Ongoing
• Review the potential of asking the public to consider a bond issue for conservation type purposes - 2016
• Establish and facilitate a working group charged to identify evaluation criteria for potential areas of land conservation or community greenspace - 2016-2020, Ongoing
• Reflect greenspace needs within the updated comprehensive plan - 2016

Objective

Foster proactive and open communication

Initiatives

• Create and maintain a signage program that directs people where to find additional information on current city projects and developments - 2016-2020, Ongoing
• Create and implement basic guides to enhance the ease of understanding our building and design standards - 2018-2020, Ongoing

Objective

Build a sense of pride in the community

Initiatives

• Create branding material that promotes Milton's unique identity - 2016-2020, Ongoing
• Recognize Milton's 10th Anniversary with a community celebration - 2016
• Pursue a street topper sign program that would be intended to create a sense of place through signage - 2020
• Continue welcome packets mailed monthly to new homeowners to increase resident awareness of Milton's programs - 2016-2020, Ongoing
• Support the Village Volunteers program designed to assist young adults who have graduated high school and also have special needs - 2016-2020, Ongoing