100 Day Schedule

A Blueprint For a Stronger Ogden - Our First 100 Days Together

The first 100 days will be a grind and I encourage everyone to be prepared for change and enhancement.  As indicated in the values I have outlined, a growth mindset will be key to the success of our city and our experience.  While it is not all-encompassing, the schedule below highlights my expectations for myself, our staff, and our citizens.  Municipal Building Flowering Trees

Day One: January 2, 2023

  • Participate in inaugural ceremonies, and share vision and priorities for the City, including priorities for the first 100 days in office.
  • Invite youth to attend the ceremonial activities, setting the tone and expectation that they are a priority in our city and our future.
  • Engage with various media outlets to share my vision and expectations for our first 100 days.
  • Community emergencies and crises are inevitable, so readiness and preparedness to respond to emergency issues and community crises, should they arise.

Day Two: January 3, 2023

  • Team Launch - Convene the Mayor’s Cabinet to set vision, goals, and begin to establish a culture of transparency, accessibility and a proactive governance.
  • Budget review and deep dive with the Director of Management Services and relevant support staff.

Week One (Jan 2-5)

  • Meet with our region’s elected officials to establish a culture of collaboration.  Emphasize meetings with County Commissioners and local legislators to prepare for the upcoming legislative session.
  • Establish communication protocols with leadership team, community, and media partners.
  • Meet one-on-one with cabinet members and review Blueprint to gain understanding of each department’s most pressing priorities, and discuss ways their department can support my vision.
  • Charter and launch Harvard Transition Term project and team.   
  • Comprehensive Budget Meeting with key staff to gain insights into the FY24 financial landscape and consider priorities and opportunities for FY25. 

Week Two (Jan 8-12)

  • Complete Transition Term project, including a report to the City Council on January 16th.
  • Legislative session begins. 
  • Engage with local lawmakers, attend caucus meetings and work toward priority funding issues, starting with funding for the canyon waterline project.  
  • Meetings with community members and partners 
  • Refine Budget priorities with key staff in preparation for budget retreat.

Week Three (Jan 15-19, no work Monday, Martin Luther King Day)

  • Legislative session continues.
  • Kick off community conversations.
  • Continued meetings with key community members, partners, and stakeholders.
  • Budget Retreat with all Directors and key staff to prepare for FY25 Mayor’s Proposed Budget. (Wednesday, Thursday, Friday).
  • Weeks Four and Five (January 22-February 2)
  • Legislative session continues.
  • Continued meetings with key community members, partners, and stakeholders.

Months Two and Three (February and March)

  • This period will focus on short term progress, building momentum for larger initiatives, and gaining traction for long-term success. The list below is not exhaustive, but offers a blueprint to how our administration will lead and begin to tackle the growing challenges facing Ogden City;
  • Launch Mayoral 2024 Strategic Plan Process;
  • Vision and goals will be developed in alignment with community priorities and will formulate a long-term strategic vision for the city.  This will guide policy and decision-making beyond the first 100 days, setting a clear direction for the future of Ogden;
  • Launch listening tours and engage resident feedback by hosting events, meetings, town halls and hearings;
  • Evaluate positions to emphasize communications, community engagement efforts and governmental affairs;
  • Initiate improved language access efforts including Spanish translation for priority information both in print and online;
  • Host inaugural Mayor’s Monthly Media Briefing for press & public.  This will create opportunities for regular, direct engagement with my office and local media;
  • Develop employee engagement strategies to create a positive culture, increase employee engagement and improve work performance;
  • Develop systems for ongoing feedback and evaluation of initiatives and policies to help in making data-driven adjustments and ensuring continuous improvement;
  • Review existing budget and financial projections, and develop the Mayor’s Proposed Budget for FY2025 that reflects priority issues and vision;
  • Launch a data-driven government program to drive strategic decisions, increase transparency and improve residents’ experience with the government.
  • Conduct a thorough analysis of existing city data and research to understand the current state of various city metrics. This may involve reviewing economic indicators, crime statistics, health and education reports, and other relevant data to inform policy decisions;
  • General Plan Review and Integration
  • Begin a comprehensive review of existing city policies, particularly those related to planning, infrastructure, and public safety;
  • Initiate reforms where necessary to align policies with the administration’s goals and values;
  • Technology and Innovation Review 
  • Explore opportunities for implementing technology to improve city services and efficiency; 
  • State of the City address, delivered in the Council Chambers on April 9th.

Summary Remarks>>