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HomeMy WebLinkAbout2015 10-19 City Council Workshop Packet AGENDA MAPLEWOOD CITY COUNCIL MANAGER WORKSHOP 5:00 P.M. Monday, October 19, 2015 City Hall, Council Chambers A. CALL TO ORDER B. ROLL CALL C. APPROVAL OF AGENDA D. UNFINISHED BUSINESS 1. Follow up on City Council Strategic Objectives E. NEW BUSINESS 1. Racial Equity Grant Discussion F. ADJOURNMENT THIS PAGE IS INTENTIONALLY LEFT BLANK MEMORANDUM TO: City Council FROM:Melinda Coleman, City Manager Mike Funk, Assistant City Manager / HR Director DATE: SUBJECT: October 19, 2015 Follow Up on City Council Strategic Objectives Introduction The purpose of this discussion is to review the Action Plans [strategic initiatives] for Effective Governance, Targeted Redevelopment, and Operational Effectiveness. Background Staff presented the five (5) Strategic Priorities, Key Outcome Indicators (goals), and Strategic Initiatives (action plans) at the June 22, July 13, and July 27,, 2015 Council Workshops. The council approved the Strategic Priorities and Key Outcome Indicators (goals) at the August 10th Council Meeting and directed staff to prepare Action Plans. At the September 23, 2015 Manager Work Shop Financial Sustainability and Coordinated Communication were reviewed. Included in the packet are the suggested Action Plans as recommended by Staff. Staff will present these at the Workshop. This is an opportunity for the City Council to review the Action Steps, provide feedback, and have a dialogue with Staff if there are additional items to consider. The next, and last, step in this process is to adopt the overall plan and to incorporate it into the budget document. Budget Impact There is no estimated budgetary impact projected for this discussion. Recommendation Staff recommends that the City Council review the attached action steps and provide direction. Attachments 1. Action Steps for Strategic Objectives: Effective Governance, Targeted Redevelopment, and Operational Effectiveness D1 Workshop Packet Page Number 1 of 13 Key Outcome Indicator: Decisions/Strategic Plan Target: 80% of goals accomplished yearly Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Action steps are supported by the budget Finance/ Executive In order to accomplish the stategic initiatives they will need to be adequately funded. The budget process should recognize these action steps and be tied directly into the budget documents Bi-annual (twice per year) reporting to the Mayor and City Council regarding progress Executive City Staff shall provide a detailed report to the city council outlining the progress being made towards meeting the 5 core strategic initiatives Improving the annual performance review process for employees Executive/HR The performance review process (and form) should include the process of evaluating accountability to which employees completed tasks to fulfill the strategic plan. Review staff report language/template for the council agenda items Executive Review whether city staff reports on agenda items should be modified to reflect whether action items/recommendations for council consideration have an impact on city goals, mission, plan. Strategic Priority: Effective Governance D1, Attachment 1Workshop Packet Page Number 2 of 13 Key Outcome Indicator: Council Meeting Decorum Target: Compliance with council approved "Rules of Civility" Strategic Initiaives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Review Council orientation presentation to promote rules of civility Executive/ Citizen Services City staff will encorporate rules of civility content into new council member orientation Mayor and commission chairs read rules of civility at the beginning of each meeting Mayor/ Committee Chairs To create and maintain a culture of civility should start with a declaration at the beginning of each meeting. This will set the tone for what is expected Strategic Priority: Effective Governance D1, Attachment 1Workshop Packet Page Number 3 of 13 Key Outcome Indicator: Advisory Boards/Commissions Target: Advisory Boards/commissions create annual initiatives/work plans that support city 's strategic plan. Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Schedule joint meeting between City Council and Committees Executive This will allow the council to share their vision for the city so the committees can do effective work on behalf of the city council. Committees submit annual work plans to city council for approval Executive/Staff Liasions Committees should request approval from the council regarding desired goals to ensure these are supported by the intitatives in the strategic plan. This will further create effeciencies by being able to prioritze city resources (staff). Strategic Priority: Effective Governance D1, Attachment 1Workshop Packet Page Number 4 of 13 Key Outcome Indicator: Gladstone Area Redevelopment Target: 3 parcels at Maplewood Bowl completed, complete trailer park partnerships, and 50% agree to relocation- auto repair Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Deconstruct Maplewood Bowl building and complete all 3 phases of new construction. EEDD 1/1/2015 Issue the building permit for phase one of the project by fall of 2015. Complete phase two and three by 12/31/2017. Build solid relationships and seek relocation agreements with the automobile repair shops and other businesses along Frost Avenue. EEDD/PW 1/1/2016 50% of targeted businesses are relocated by 12/31/2018 Strategic Priority: Targeted Redevelopment D1, Attachment 1Workshop Packet Page Number 5 of 13 Key Outcome Indicator: Vacant Commerical Space Target: 50% of sq. ft. back in productive use Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Assess crime and quality of life data in areas with high commercial vacancy rates for the purpose of developing and implementing targeted intervention strategies. Police 1/1/2016 Design and implement policing strategy focused on growing community stability, reducing fear, and maximizing commercial viability. Assesed through community/business surveying and traditional targeted policing outcomes (i.e. contacts, arrests, reports, intelligence gathering, etc.). Identify commercial vacant buildings and map them. Post inter-active map on City website. Track vacant commercial building progress as they go vacant and become occupied. Offer incentives through various green building, City energy programs and progressive Economic Development programs and funding opportunities. EEDD 6/1/2015 50% of current vacant square footage put back into a productive use by 1/1/2017. Maintain program status and incentives to reduce the vacant building stock to minimum levels. Strategic Priority: Targeted Redevelopment D1, Attachment 1Workshop Packet Page Number 6 of 13 Key Outcome Indicator: Centur Avenue Coordior Target: Shared vision w/Oakdale, Ramsey and Washington Counties and stakeholders (prior to infrastructure) Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Schedule meetings with all stake holders and develop a shared vision of street and land use strategies. PW/EEDD 9/1/2015 Strategic Priority: Targeted Redevelopment D1, Attachment 1Workshop Packet Page Number 7 of 13 Key Outcome Indicator: Performance Measures Target: Five core effectiveness measures- all departments Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Review current measure being used to determine their usefullness. Set measures to capture meaningful data to assist with decision making. Strategic Priority: Operational Effectiveness D1, Attachment 1Workshop Packet Page Number 8 of 13 Key Outcome Indicator: Collaboration/Shared Services Target: Two new executed service agreements- one internal & one external Strategic Initiatives/Action Plans Who's Responsible Start Date Stat us Measure of Success/Comments: Closest Unit Dispatching Fire 7/1/2016 Quicker unseen times of cardiac arrest or working house fires when the neighboring departments are traveling within our city and has the appropriate capability to respond and initiate services. Measurable outcomes, reduction in response time, increases in a positive cardio outcome, reduction in property loss. Regional Sharing of Law Enforcment Records - Crime Analysis Police 7/1/2016 With the joint existence of a records management system that is shared with several other Ramsey County law enforcement agencies, the possibltiy exists to share records across jurisdiction. Doing so will With the Parks Department establish contracted youth prevention programming.Police 3/1/2016 1. Identification of a prevention project targeted at City/department needs around calls for service or know youth crime trends. 2. Selection of a qualified non-profit agency to provide targeted youth prevention Review our utility billing contracts annually.Finance Analyze cost vs. benefit relationship. Do we need to look at bringing anything in-house? Certified CPR training for all police officers Fire/EMS 8/1/2016 Train all Maplewood police officers to be certified in CPR. With measurable outcomes of quicker implementation of CPR, increase in positive cardio outcomes, Work with Public Works on implemetation of Park Master Plan Outcomes - Trails/connectivity Parks/PW 1/1/2016 Identify opportunities to expand/connect trail system in conjunction with street improvement projects - leverage internal/external resources to the extent possible Ensure Partnership Agreement/Vision with the YMCA is successful Park & Rec 5/1/2015 Monitor MCC revenue and expenses with outcomes of YMCA Partnership Agreement - ensure data support agreement Identify areas where Metro-Inet is an option for increased purchasing power.IT 1/1/2016 Create list of items/areas where shared services are available and ensure that where possible we are taking advantage of them where it makes sense for the City to do so. Operational Effectiveness D1, Attachment 1Workshop Packet Page Number 9 of 13 Leverage opportunities for joint operations or capital project partnerships by establishing regular work group in east metro. PW 9/1/2015 Reduce overlap of government services and maximize service delivery opportunities through new JPA or joint service agreements.D1, Attachment 1Workshop Packet Page Number 10 of 13 Key Outcome Indicator: Survey Results Target: 80% or greater favorable rating on service delivery Strategic Initiatives/Action Plans Who's Responsible Start Date Status (0,1,2)Measure of Success/Comments: Text-based EMS survey Fire/EMS 1/1/2016 80% or greater overall favorable response from our EMS patient survey regarding our service delivery and patient care Develop and implement police service satisfaction survey offering both web- based and paper/pencil options. Police 1/1/2016 1. Develop and implement a generic service survey that could be applicable to both offender and victim. 2. Send request for feedback to known victims and/or arrestees in every 25th case. 3. Compile, assess, and report service satisfaction findings seeking greater than 80% satisfaction for known crime victims and 50% satisfaction for known offenders. Continue to improve access to financial data online.Finance Transparancy of financial data. Roll-out application like OpenGov to increase transparency and accessibility. Allow for more online business.IT Fill-in permits and forms online. Continue to look at viability of accepting credit card payments. Survey MCC members/non-members and users Parks 1/1/2016 Achieve a 80% overall or greater favorable response on MCC services including partnership with YMCA Provide opportunities for particapant surveys in all Parks programming offerings including MCC Parks 9/1/2015 Achieve a 80% overall or greater favorable response on all Parks programing offerings Utilize Citizen Engagement tools to better understand what service improvements are wanted. IT/All depts 9/1/2015 Ask questions via our Citizen Engagement tools to gather feedback on how we can provide better services. Implement the top 2 ideas assuming it's possible. Gather statistically valid service delivery survey to track quality of delivery and responsiveness. PW 9/1/2015 Incrementally achieve improvement each year in subject categories such as snow plowing, street patching, customer service, maintaining parks, etc. Goal of 80% in each. Strategic Priority: Operational Effectiveness D1, Attachment 1Workshop Packet Page Number 11 of 13 E1 MEMORANDUM TO: City Manager Melinda Coleman FROM: Chief of Police Paul P. Schnell DATE: October 14, 2015 SUBJECT: Discussion of Saint Paul Foundation Racial Equity Grant Introduction The City of Maplewood recently received a grant from the Saint Paul Foundation to focus on racial equity. The grant, in the amount of $75,000.00, is entitled, “Community is Not a Place: Advancing Racial Equity in Maplewood.” Background In a joint collaboration of the Parks and Police Departments, the City applied for a Saint Paul Foundation grant focused on racial equity. Saint Paul Foundation has a long history of focusing resources to create a more racially equitable Minnesota. As part of the Foundation’s commemoration of its 75th anniversary, they offered grants to applicants who proposed a response to the question: “What will your organization do to advance racial equity in the East Metro? The Foundation received 133 requests from cities, schools, and nonprofits. After review, the Foundation approved seven “Advancing Racial Equity” grants, including the $75,000 award to the City of Maplewood. The proposal was among the most difficult to develop. The Foundation smartly set highly limited restrictions of the length of the responses to each of their core questions. These length limits were not in pages but the number of words. The highest number of words to a single question was limited to 200 with most being between 50 and 100 words. Such limitations require applicants to be highly specific in the request and make each word in each sentience work. The proposed project includes diversity training, auditing of the city’s current racial understanding, and facilitation of community gatherings between residents and police officers. The overall goal is to provide Maplewood with the tools necessary to strengthen relationships and grow the voice of diverse communities in an effort to tackle racial disparities. This workshop session will be a discussion of the research or audit component of the grant. It will be important that the scope of auditing or analysis of the needs, interests, wants, and connectedness of all members of our diverse community. Some of the questions we’d like to explore in this session: • Do all the diverse communities within Maplewood feel equally connected within their neighborhood? • Is or should be a workforce that reflects the community we serve an important priority? Workshop Packet Page Number 12 of 13 E1 • With what diverse communities or constituencies do you feel we need to develop stronger connections? • As you imagine the creation of racial equity for the City of Maplewood, what would success look like? • What polices, practices, and services must we boldly and honestly assess to have a better sense of unintentional disconnectedness and disparities that exist, if any? • Since the Human Rights Commission (HRC) will be the body providing oversight of this grant initiative, what information and how often would you like to hear from the HRC? • Other thoughts, suggestions, ideas? Budget Impact The project budget is $75,000 and it is expected all grant funds will be used to contract with subject matter expertise, including Wilder Foundation Research, the Dispute Resolution Center, and other experts in effective diversity training. Recommendation Information only. Attachments None Workshop Packet Page Number 13 of 13