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Home My WebLink About2015 07-13 City Council Workshop PacketPPLLEEAASSEE NNOOTTEE SSTTAARRTT TTIIMMEE IISS 55::3300 PPMM AGENDA MAPLEWOOD CITY COUNCIL MANAGER WORKSHOP 5:30 P.M. Monday, July 13 2015 City Hall, Council Chambers A. CALL TO ORDER B. ROLL CALL C. APPROVAL OF AGENDA D. UNFINISHED BUSINESS None E. NEW BUSINESS 1. Presentation on City Employee Wellness Program 2. 2016 -2020 CIP Discussion/Review, Continued 3. Strategic Objectives, Continued F. ADJOURNMENT THIS PAGE IS INTENTIONALLY LEFT BLANK MEMORANDUM TO: Melinda Coleman, City Manager FROM: Mike Funk, Assistant City Manager/HR Director Sarah Burlingame, HR Assistant DATE: July 8th, 2015 SUBJECT: Presentation on City Employee Wellness Program Introduction & Background The purpose of this presentation is to provide an update regarding the City Employee Wellness program. The current program, called “Work on Wellness”, was launched December 1, 2010. Sarah Burlingame, HR Assistant, will lead the presentation and provide the council with an update of the program from where it began to its current status. Budget Impact There is no budgetary impact projected for this discussion. Recommendation No action needed. Attachments None. Presentation at meeting E1 Workshop Packet Page Number 1 of 12 E2 MEMORANDUM TO: Melinda Coleman, City Manager FROM: Gayle Bauman, Finance Director DATE: June 23, 2015 SUBJECT: 2016-2020 CIP Discussion/Review Introduction The Capital Improvement Plan is an annually prepared document that coordinates the planning, financing and timing of major equipment purchases and construction projects. The 2016-2020 CIP document is being released for review by the various Commissions and a Public Hearing on the CIP will be held at the Planning Commission meeting on July 7th at 7:00 pm. As part of our paperless efforts, a copy of the CIP is available in electronic format on the City’s webpage. Following the receipt of recommendations from all the Commissions, the City Council will be asked to adopt the CIP at the July 27th City Council meeting. Adopting the CIP does not commit the council to the proposed projects, nor implement the assumptions made during the preparation; however, this is the basis for the 2016 Budget as we continue with its preparation. Background The Transmittal Letter highlights the major projects within the Plan for consideration. The document explains each of the proposed projects, as well as analyzes the impacts on the budget for the various funds, along with the tax impact necessary to implement these projects as proposed. The staff submits projects based upon goals set at the Council/Management Team retreats. The finance staff analyzes the funds available for capital projects along with the impacts of the staff proposals. A number of revisions are made in the project submittals based upon the analysis of finance, as well as management priorities to achieve the attached CIP plan. The attached table shows the changes that were made to the original requests based on the City’s financial means and meetings with the various department heads. There is a fairly significant decrease in the cost of projects included in the 2016-2020 CIP compared to previous years. The proposed 2016-2020 CIP contains $35.2 million in expenditures while the 2015-2019 CIP contained $48.2 million (a 27% decrease). The main reason for this decrease is that projects related to the Parks System Master Plan, the Asset Management Plan and the Gas Franchise Fee are not included in this document. The idea is that these types of projects will have little, if any, effect on other city funds or the 2016 tax levy. The only impact should be to the tax levy in 2017 and beyond. Staff is exploring using Abatement Bonds to help fund projects in the Parks System Master Plan, using CIP Bonds to help fund projects in the Asset Management Plan and still working through the implementation of the Gas Franchise Fee. Information on these projects will be available later this year. The projects that could possibly have an effect on 2016 operations or tax levy are included in the 2016-2020 CIP document. Recommendation No action required at this time. This item is for discussion only. Workshop Packet Page Number 2 of 12 E2 2016 2017 2018 2019 2020 TOTAL ORIGINAL REQUEST 5/21/15 7,669,870 10,373,260 10,305,590 19,119,520 9,879,980 57,348,220 ADDITIONS Pond/Dorland area streets 80,000 2,420,000 2,500,000 Replacement project for Lakewood/Sterling Franchise fee projects 60,000 1,250,000 1,010,000 1,780,000 1,050,000 5,150,000 MOVE/CHANGE/DELETE Records Management (5,000) (10,000) (15,000) (20,000) (50,000) Reduce amount set aside for future replacement Replace Rehab/Air Truck (300,000) 300,000 0 Move from 2018 to 2019 Server storage (60,000) 60,000 0 Move from 2019 to 2020 Farrell/Ferndale area streets (100,000) 0 (7,460,000) 7,560,000 0 Move from 2019 to 2020 Park Upgrades to Existing Parks (50,000) (50,000) (50,000) (50,000) (50,000) (250,000) Keep at $100,000 per year - roll into Abatement bond? Lift station upgrade program 40,000 (5,000) (5,000) (5,000) (25,000) 0 Department change Replacement of Police/Fire 800 MHz radios (296,250) (296,250) (296,250) (296,250) 35,000 (1,150,000) replace small amount each year ($35,000) Lakewood/Sterling area streets 990,000 (3,180,000) (2,190,000) Franchise fee project - not full reconstruction DECLINE (to future years) Dennis/McClelland area streets (100,000) (100,000) (6,760,000) (6,960,000) Move from 2020 to 2022 Veteran's Memorial Park (150,000) (450,000) (850,000) (750,000) (200,000) (2,400,000) Deal with higher priority items first Asset Management Software (115,000) (115,000) Delay till funds are available Regional Police Firearms Range (25,000) (100,000) (100,000) (100,000) (100,000) (425,000) Future of JPA uncertain - wait for more information EAB Ash Removal and Planting (100,000) (100,000) (150,000) (150,000) (150,000) (650,000) Look at other options REMOVE THE FOLLOWING - SEPARATE PLANS Projects related to Parks System Master Plan (580,000) (350,000) (350,000) (390,000) (350,000) (2,020,000) Sidewalk and Trail Improvements Projects related to Parks System Master Plan (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (5,000,000) Park Maintenance & Reinvestment Projects related to Franchise Fee (1,150,000) (1,250,000) (1,010,000) (1,780,000) (1,050,000) (6,240,000) Street Projects Projects related to Asset Management Plan (320,000) (320,000) (320,000) (1,070,000) (320,000) (2,350,000) Building Maintenance & Reinvestment UPDATED REQUEST 5,053,620 6,837,010 6,774,340 7,973,270 8,559,980 35,198,220 Workshop Packet Page Number 3 of 12 MEMORANDUM TO: City Council FROM: Melinda Coleman, City Manager Mike Funk, Assistant City Manager, HR Director DATE: July 8th, 2015 SUBJECT: Review Strategic Priorities and Key Outcome Indicators Introduction The purpose of this discussion is to review “Financial Sustainability”, with is one (1) of the five (5) Strategic Priorities and Key Outcome Indicators (KOI) that were established at the retreat held on May 4th. If time allows, “Coordinated Communication” will also be discussed. The process recommended is to discuss one to two strategic priorities in the upcoming Manager Workshops; until all five (5) strategic priorities are discussed and the City Council is prepared to adopt the plan. Background Staff presented the five (5) strategic priorities and Key Outcome Indicators at the June 22, 2015, Manager’s Workshop. It is recognized this document is significant in that it establishes a strategic focus for the future of the community; therefore the City Council directed staff to bring this item back for further discussion. Budget Impact There is no estimated budgetary impact projected for this discussion. Recommendation Staff recommends the city council review and provide direction. Attachments 1. Strategic Plan Summary 2016-2017 (original as prepared by Mr. Rapp) 2. Strategic Plan Monitoring 2016-2017 (recommended by staff) E3 Workshop Packet Page Number 4 of 12 City of Maplewood- Strategic Plan Summary 2016-17 Strategic Priority Key Outcome Indicator (KOI) Target Strategic Initiatives/Action Plans Financial Sustainability Reserve funding-facilities and equipment All critical items identified in asset mgmt. plan funded in 3 yrs TBD General Fund reserves 40% of Gen. Fund operating revenues Budget Positive change to net assets-all govt’l funds- excluding future bonded items Coordinated Communication Citizen engagement 3 new engagement tools implemented Communication Determination made regarding most effective modalities Feedback from diverse communities --Most effective methods for feedback determined --One new approach implemented Effective Governance Decisions 80% of goals accomplished yearly TBD Council meeting decorum 90% compliance w/ rules of decorum/group charter Survey results __% rate good/excellent customer service Targeted Redevelopment Gladstone area redevelopment --3 parcels Maplewood Bowl completed --Partnerships in place- trailer park --50% agree to relocation- auto repair TBD Vacant commercial space 50% of sq. ft. back in productive use Century Ave. corridor Shared vision w/Oakdale, Ramsey & Washington counties and stakeholders (prior to infrastructure) Operational Effectiveness Performance measures Five core effectiveness measures-all departments TBD Collaboration/shared services Two new executed service agreements-one internal, one external Survey results 80% or greater favorable rating on service delivery E3, Attachment 1 Workshop Packet Page Number 5 of 12 Key Outcome Indicator (KOI) Reserve funding-facilities and equipment All critical items identified in asset mgmt. plan funded in 3 yrs General Fund reserves 40% of Gen. Fund operating revenues Budget Positive change to net assets-all govt’l funds-excluding future bonded items Citizen engagement 3 new engagement tools implemented Communication Determination made regarding most effective modalities --Most effective methods for feedback determined --One new approach implemented Council meeting decorum 90% compliance w/ rules of group charter Advisory Boards/Commissions Create annual initiatives/work plans to support city 's strategic plan --3 parcels Maplewood Bowl completed --Partnerships in place-trailer park --50% agree to relocation-auto repair Vacant commercial space 50% of sq. ft. back in productive use Century Ave. corridor Shared vision w/Oakdale, Ramsey & Washington counties and stakeholders (prior to infrastructure) Performance measures Five core effectiveness measures-all departments Collaboration/shared services Two new executed service agreements-one internal, one external Survey results 80% or greater favorable rating on service delivery Operational Effectiveness Comments Gladstone area redevelopment Financial Sustainability Coordinated Communication Effective Governance Targeted Redevelopment Strategic Priority Target Status (0,1,3) Feedback from diverse communities Decisions/Strategic Plan 80% of goals accomplished yearly E3, Attachment 1 Workshop Packet Page Number 6 of 12 Key Outcome Indicator: Reserve Funding- Facilities and Equipment Target: All critical items identified in asset management plan are funded in 3 years Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Review all currently critical items and determine if they are operational or capital in nature. Building Maintenance Now Listing of items needed to be included in Building Maintenance operational duties and listing of items needing capital financing. Establish plan for dealing with operational items. Building Maintenance List of operational items needing attention continues to shrink. Deal with items more pro-actively in the future. Determine financing sources for capital items.Finance Currently critical capital items are no longer deferred. Establish an on-going tax levy to build up a replacement fund reserve.Finance An ongoing source of funding is available to handle capital maintenance items. No longer defer the work. Strategic Priority: Financial Stability E3, Attachment 2 Workshop Packet Page Number 7 of 12 Key Outcome Indicator: General Fund Reserves Target: Maintain a minimum balance of 40% gerenal fund operating revenues Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Diversify revenues (i.e. new gas franchise fee)Finance Reduced reliance on property taxes and state LGA funding. Annual budget preparation.Finance Establish a balanced budget each year. Evaluate the efficiency and effictiveness of city services. Finance/Adminis tration Determine which services the city should be offering and restructure others based on data driven decisions. Grant revenue.All departments Actively look to secure grant funding when possible. Set appropriate fees to recover cost of services.All departments Make sure we are covering the cost of providing services. Relates back to using data to support decisions on services. Share information with City Council and Department Heads.Finance Council and departments have up-to-date information to make informed decisions. Keep expenditures within approved budgets.All departments Projects come in on or under approved budgets. Strategic Priority: Financial Stability E3, Attachment 2 Workshop Packet Page Number 8 of 12 Key Outcome Indicator: Budget Target: Positive change to net assets- all governmental funds- excluding future bonded items Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Manage project budgets.All departments Projects are approved only if funds are available and all projects come in on or under approved budgets. Look at best us of LGA funding.Finance LGA funding is only used for capital projects or debt service. History has showed us that this is not a secure source of financing and should not be used for operations. Maintain or improve our bond rating.Finance A higher bond rating keeps our borrowing interest rates low. Strategic Priority: Financial Stability E3, Attachment 2 Workshop Packet Page Number 9 of 12 Key Outcome Indicator: Citizen Engagement Target: 3 new engagment tools implented Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Continue to utilize MySidewalk (formerly MindMixer) always having at least 2 topics posted Comm/All Dept 7/1/2015 Ensure we always have at least 2 topics posted at any one time. Use trends of participation for types of questions/topics to better craft future topics. Create Social Media plan for the City.Comm/All Dept 1/1/2016 Plan is created with feedback from all Depts and success is achieved when the City, as a whole, has made all required changes to accounts, posting guidelines, etc. Create Fix-it form and make available on website for citizens to submit work tickets to the City. IT 9/1/2015 Ensure fix-it form is available and all requests are routed to the appropriate parties. Market fix-it form in City News, etc. Implemenet system to allow for online job application submissions.IT/HR 9/1/2015 Ensure system is up and running. Post all job applications via this tool. Measure time savings and # of applicants. Hold City photo contest for a variety of categories.Comm 5/1/2016 Number of entries received. Strategic Priority: Coordinated Communication E3, Attachment 2 Workshop Packet Page Number 10 of 12 Key Outcome Indicator: Communication Target: Determination made regarding most effective modalities Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Survey our residents on how they would like to receive communications from the City. Comm/CM 1/1/2016 Success will be achieved if we have survey results that reflect our City as a whole (statistically accurate) that we can then use in creating our Communications Strategy. Create a Communications Strategy for City Departments to implement Comm 4/1/2016 A plan that is easily implementable has been created and Departments are being trained on how to use it correctly. All departments actively participating in the City's Communications Strategy.All Depts 7/1/2016 Show that all departments have bought in to the Communications Strategy with examples of their posts, articles, etc. Strategic Priority: Coordinated Communication E3, Attachment 2 Workshop Packet Page Number 11 of 12 Key Outcome Indicator: Feedback from Diverse Communities Target: Most effective methods for feedback determined & one new approach implemented Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Study diverse communities that the City would like to target communication to. (Who)(Most needed in our Community) Comm 7/1/2016 A report is created based on the study that lists how we've came to this recommendation and what that recommendation is. Essentially telling us where we should start.Create list of City documents/communications that we will make available in the languages we decided upon in the first item Comm 9/1/2016 A list is created of the top 30 most used forms/communications that will ultimately be created in the language decided upon in the item above Translate forms/communications listed in item above to different languages.Comm/All Dept 10/1/2016 Forms have been created and are available in physical and electronic format for staff use. Any postings to our official City Newspaper also posted in local diverse newspapers Comm/All Dept 9/1/2016 All postings to official newspaper also shown to be posted in other approved newspapers. Strategic Priority: Coordinated Communication E3, Attachment 2 Workshop Packet Page Number 12 of 12