HomeMy WebLinkAbout2016 06-13 City Council Workshop PacketPPLLEEAASSEE NNOOTTEE SSTTAARRTT TTIIMMEE
RULES OF CIVILITY FOR THE CITY COUNCIL, BOARDS, COMMISSIONS AND OUR COMMUNITY
Following are rules of civility the City of Maplewood expects of everyone appearing at Council Meetings - elected officials,
staff and citizens. It is hoped that by following these simple rules, everyone’s opinions can be heard and understood in a
reasonable manner. We appreciate the fact that when appearing at Council meetings, it is understood that everyone will
follow these principles:
Speak only for yourself, not for other council members or citizens - unless specifically tasked by your colleagues to speak
for the group or for citizens in the form of a petition.
Show respect during comments and/or discussions, listen actively and do not interrupt or talk amongst each other.
Be respectful of the process, keeping order and decorum. Do not be critical of council members, staff or others in public.
Be respectful of each other’s tim e keeping remarks brief, to the point and non-repetitive.
AGENDA
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
6:00 P.M. Monday, June 13, 2016
City Hall, Council Chambers
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. UNFINISHED BUSINESS
None
E. NEW BUSINESS
1. Communications Update
2. 2016 Strategic Objectives Update
F. ADJOURNMENT
THIS PAGE IS INTENTIONALLY LEFT BLANK
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Mychal Fowlds, IT Director
DATE: June 13, 2016
SUBJECT: Communications update
Introduction
Since our last presentation to the City Council, meetings of the Communications Workgroup have been
focused on creating a preliminary Communications budget. This discussion will update you primarily on
that item.
Background
Maplewood has taken on and will continue to explore many new endeavors regarding Communications.
Over the last year we’ve redesigned our website and logo, taken on the management of our Cable
Franchise agreements and are doing more on social media than we ever have before. We now have a full-
time Communications Coordinator and will soon be posting the position of Communications Manager.
Over the past few months he Communications Workgroup has been focused on creating a sustainable
budget that will allow the City to continue to support these operations in years to come.
The proposed budget that staff will be presenting comes in at roughly $480,000. The largest portion of the
budget (70%) going to Personnel Services. This includes, at this time, 3 full-time employees, a
Communications Manager, a Communications Coordinator & a Communications Specialist. The remaining
30% of the budget consists of a yearly budget for estimated equipment needs (A/V needs, break-fix type
items, etc.) and contractual services (maintenance agreements, videographer services, website hosting,
etc.).
The proposed revenue source for the funding of our Communications budget consists of new revenue from
PEG and Franchise fees. Staff estimates new revenue for 2016, based on current fees, to equal roughly
$515,000.
The proposed budget that staff will present to Council is based on known and estimated needs. The City
has never created a Communications budget before. Staff assumes that there will likely be changes in the
months to come, especially as a Communications Manager is hired and begins to manage their own
budget. However, at this time staff feels the budget proposed is sustainable and includes adequate
resources to ensure a successful completion of the City Council’s Coordinated Communication strategic
objective.
Budget Impact
At this point there is no budget impact associated with this item.
Recommendation
E1
This item is being brought before you for informational purposes only and therefore there are no
recommendations at this time.
Attachments
None
E1
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Mike Funk, Assistant City Manager / HR Director
DATE: June 8, 2016
SUBJECT: 2016 Strategic Objectives Update
Introduction
On November 9, 2015, the City Council approved the 2016-2017 Strategic Plan. One of the five
(5) Strategic Priorities is Effective Governance, and an identified key outcome indicator or
‘target’ was Decisions/Implementation of the Plan. Staff is accountable for the successful
implementation of the plan and we will present an update regarding measureable progress.
*Included with the report is a copy of the November 9, 2015 approved plan. Staff will have a
presentation at the workshop that will highlight accomplishments.
Background
On March 16 and May 4, 2015 the City of Maplewood’s leadership team engaged in team
building and strategic planning retreats. The meetings yielded an improved understanding of
Council-Staff team dynamics and a draft strategic plan for the two-year period 2016-2017.
The strategic plan consists of a set of five strategic priorities, a series of key outcome indicators
and targets, which describe desired outcomes and success measures, and a list of strategic
initiatives, which define the actions necessary to ensure successful effort.
At the initial planning meeting on March 16, 2015, the group discussed effective governance,
their team strengths, and established strategic priorities. On May 4, 2015, the group developed
a set of desired outcomes, indicators of success, and targets for performance. This will be
followed by the development of strategic initiatives, which will operationalize the plan.
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 proceeded to approve the Strategic Priorities and Key Outcome Indicators (goals) at the
August 10, 2015, Council Meeting and directed staff to prepare Action Plans.
Action plans for Financial Sustainability and Coordinated Communication were reviewed at the
September 23, 2015 Council Workshop; and Action Plans for Effective Governance, Targeted
Redevelopment, and Operational Effectiveness were reviewed at the October 19, 2015, Council
Workshop. Final Action Plans and the full Strategic Plan were approved on November 9, 2015.
Budget Impact
There is no estimated budgetary impact projected for this discussion.
E2
Recommendation
No action is required.
Attachments
1.City of Maplewood Strategic Plan
E2
City of Maplewood
Strategic Plan
Approved by the City Council on November 9th, 2015
E2, Attachment 1
Contents
Executive Summary ......................................................................................................................................................... 3
Strategic Plan Summary 2016-17 ................................................................................................................................. 4
STRATEGIC PRIORITIES .................................................................................................................................................. 8
Defining the Strategic Priorities ........................................................................................................................... 8
Implementing the Vision: Developing Strategic Initiatives and Action Plans ...................................... 10
APPENDIX I ....................................................................................................................................................................... 12 Strengthfinders Assessment- Council and Senior Management Team................................................ 12
APPENDIX II ...................................................................................................................................................................... 13 SWOT Analysis Data ................................................................................................................................................. 13 SWOT Results – Strengths ............................................................................................................................... 14 SWOT Results – Weaknesses ........................................................................................................................... 15 SWOT Results – Opportunities ...................................................................................................................... 17 SWOT Results – Threats ................................................................................................................................... 19 SWOT Results – Highest Priorities ................................................................................................................... 20
APPENDIX III .................................................................................................................................................................... 23 Strategic Initiatives ................................................................................................................................................. 23 Strategic Priority: Financial Stability ............................................................................................................... 24 Strategic Priority: Coordinated Communication ......................................................................................... 26 Strategic Priority: Effective Governance ........................................................................................................ 30 Strategic Priority: Targeted Redevelopment ................................................................................................ 33 Strategic Priority: Operational Effectiveness ............................................................................................... 36
E2, Attachment 1
Executive Summary
On March 16 and May 4, 2015 the City of Maplewood’s leadership team engaged in team building
and strategic planning retreats. The meetings yielded an improved understanding of Council-Staff
team dynamics and a draft strategic plan for the two-year period 2016-2017.
The strategic plan consists of a set of five strategic priorities, which are the highest priority issues for
the next two years, a series of key outcome indicators and targets, which describe desired outcomes
and success measures, and a list of strategic initiatives, which define the actions necessary to ensure
successful effort.
At the initial planning meeting on March 16, the group discussed effective governance, their team
strengths, and established strategic priorities. On May 4, the group developed a set of desired
outcomes, indicators of success, and targets for performance. This will be followed by the
development of strategic initiatives, which will operationalize the plan.
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
proceeded to approve the Strategic Priorities and Key Outcome Indicators (goals) at the August 10th
Council Meeting and directed staff to prepare Action Plans.
Action plans for Financial Sustainability and Coordinated Communication were reviewed at the
September 23, 2015 Manager Work Shop; and Action Plans for Effective Governance, Targeted
Redevelopment, and Operational Effectiveness were reviewed at the October 19th, 2015, Manager
Work Shop.
It is recommended the council approved the full plan on November 9th, 2015.
The strategic plan is summarized on the following page:
E2, Attachment 1
Strategic Plan Summary 2016-17
Strategic Priority
Key Outcome
Indicator (KOI)
[Measurers]
Target
[Goals]
Strategic
Initiatives
[Action Plans]
Financial
Sustainability
Reserve funding-facilities
and equipment
Critical items currently
identified in asset
management plan funded in 3
years.
See
Appendix III
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
Coordinated
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
annually
See
Appendix III
Council meeting
decorum
Compliance with council
approved “Rules of Civility”.
Advisory
Board/Commissions
Create annual initiatives/work
plans to support city’s
strategic plan
Targeted
Redevelopment
Gladstone area
redevelopment
--3 parcels Maplewood Bowl
completed
--Seek relocation agreements
for auto repair uses
See
Appendix III
Vacant commercial space 50% of sq. ft. back in
productive use
Redevelopment
corridors
Priorities include: Century
Avenue Corridor and
Larpenteur Avenue
-Create shared vision w/
Stakeholders (Oakdale,
Ramsey County, Washington
County, etc.)
Operational
Effectiveness
Performance measures Each Department identifies
five (5) core
effectiveness/performance
measures
See
Appendix III Collaboration/shared
services
Two new executed service
agreements (public/public
and/or public/private)
Survey results Use survey responses to
share service delivery
outcomes and/or goals
*Note: Approved by the city council on August 10, 2015
E2, Attachment 1
City of Maplewood-Team Building and Strategic Planning
On Monday, March 16, the Maplewood City Council, City Manager and senior management team
held a leadership retreat. The focus of the retreat was twofold: (1) a discussion of leadership team
dynamics, and (2) a strategic review of the operating environment. The first half of the day included
a discussion of leadership roles and responsibilities, the results of a team questionnaire, and the
results of a Strengthfinders™ assessment. The afternoon portion of the day focused on a group
SWOT analysis, identification of community challenges, and the establishment of strategic priorities.
Effective Governance, Group Strengths, Team Issues
The leadership team reviewed and discussed the role of governance—first participating in an
interactive discussion of roles and responsibilities, and then examining the Carver Policy
Governance model. The Carver model was presented as a best practice example. The group
discussed how they compared to the best practices. It was generally agreed that the leadership
team functioned reasonably well, and that they followed many of the practices presented in the
Carver model, but that it provided a good model for the future.
Following the governance discussion, the Mayor, Council and City Manager discussed the results of
their team questionnaire, which covered a variety of issues regarding both current conditions and
desired performance, summarized as follows:
Leadership Team Questionnaire
1. Is the City Council a team?
The group consensus was that the group wasn’t a team, although they agreed that they should be,
and that they were committed to working toward that goal. They specifically committed to working
on building trust, active listening and leveraging the unique strengths of each member.
2. Is the City Council and Senior Management Team a team?
The group stated that they were not a team, and again expressed uniform agreement that they
should be, and that they wished to work toward that goal. They agreed to build on the work done
collaboratively during the strategic planning retreat, establishing and following rules of
engagement, and taking opportunities to get to know one another.
3. Does the City Council have a unified sense of purpose and direction for the future?
The group response to this question was generally No or I Don’t Know. However, the Council
acknowledged a unified perspective regarding sustainability, financial, operational and
environmental goals. The entire group felt that the retreat was an important first step in the
process of establishing a clear purpose.
E2, Attachment 1
4. In every group there are conflicts, disagreements/differences of opinion. How is Council
conflict handled in Maplewood?
The group answered this question in terms of both intra-Council conflict and Council-Manager
conflict. In both cases, they agreed that conflict wasn’t handled well and needed improvement. In
terms of the Council-Manager relationship, the group acknowledged the recent transition and the
difficulties surrounding it, but noted that things have improved and are stabilizing.
5. How should conflict be handled?
This question addressed both intra-Council and Council-Manager conflict. In both cases, the group
indicated that conflict should be handled directly, and in person. They also agreed that using
Strengthfinders to understand each other would be important, as will establishing rules of
conduct/engagement.
6. If you had the power to change anything about how leadership (CC/CM/SMT) functions, what
would you change?
In general, the group cited improving personal and team relationships, respecting differing
opinions, and working to improve team collaboration as things that would be useful changes to
improve leadership effectiveness.
Summary
In summary, the group agreed to focus on the following issues as an action agenda for
strengthening the leadership team:
• Encouraging respectful dissent and acceptance of differing opinions
• Strengthening two-way dialogue amongst Councilmembers
• Strengthening communication and relationship between City Manager and City Council
• Respect for staff input to the Council
• Reduction of political overreach
• Using the City Manager to assist in forging a “reasonable consensus” on issues
The group concluded the morning session with a brief review of the Strengthfinders™ assessment.
A full summary of group scores is contained in Appendix A. The most common strengths (by
occurrence) were: Ideation (6), Achiever (6), Responsibility (6), and Strategic (5). The most
common Strength Themes (by occurrence) were: Thinking (30), Relating (20), Striving (13) and
Impacting (13).
The group noted the significant strengths in the areas of ideation and strategy and agreed that
having the Strengthfinders™ results will provide a useful baseline for their future teambuilding
work. The group noted in particular the fact that the Mayor strengths included Futurist, Input and
Maximizer, and that both the Mayor and City Manager had Woo as strengths—important strengths
for the tasks ahead.
E2, Attachment 1
Strategic Plan Development—Reviewing the Environment, Setting Priorities
During the afternoon of the March 16th retreat, and again at a follow-up session on May 4, the
leadership team began the process of developing the strategic plan. Strategic planning is a process
that helps leaders examine the current state of the organization, determine a desired future state,
establish priorities, and define a set of actions to achieve specific outcomes. The process followed
by the City was designed to answer four key questions: (1) Where are we now? (2) Where are we
going? (3) How will we get there? (4) What will we do?
The first step taken in the process was an assessment of the environment within which the City
operates. This was done via a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis: a
process that examines the organization’s internal strengths and weaknesses, as well as the
opportunities and threats in the external environment. To facilitate this, a SWOT questionnaire was
distributed to the City Council and City Administration in advance of the planning session. The SWOT
process revealed the most frequently mentioned characteristics in each area:
STRENGTHS
• Organizational leadership-Council & staff; professional, dedicated, talented, creative; regarded
as a leader in many areas: environment, sustainability, living streets, quality in service delivery
WEAKNESSES
• Communication-Council/staff/public, leadership-vision, financing-spending
OPPORTUNITIES
• Connections-building community cohesiveness, communication, collaboration/partnership,
diversity, uniqueness, redevelopment
THREATS
• Leadership-communication, financial sustainability, redevelopment-business & housing,
direction/strategic planning, nay-sayers
The group then engaged in an exercise using the summarized SWOT data. They compared
strengths with opportunities and weaknesses with threats, to determine which opportunities would
maximize strengths, and which weaknesses would be exacerbated by the threats. This effort helped
to crystalize the current challenges and opportunities facing the community. The results of this
analysis are listed below:
STRENGTHS-OPPORTUNITIES
(Make good things happen)
• Collaboration/partnerships
• Redevelopment
• Improving communication: internal/external
• Uniqueness: branding
E2, Attachment 1
WEAKNESSES-THREATS
(Keep bad things from happening)
• Improve communication
• Define vision/leadership/execution
• Prioritize financing
This led to the identification of a broad set of issues and/or challenges facing the community:
ISSUES/CHALLENGES
• Coordinated communication
• Vision/purpose
• Redevelopment
• Collaboration
• Financial – prioritization
• Branding-Image
• Infrastructure condition
• Operational/organizational effectiveness
Once the current challenges were identified, the group discussed the issues that were most
important over the next two years. From that discussion, a set of five Strategic Priorities emerged.
They are:
STRATEGIC PRIORITIES
1. Financial Sustainability
2. Coordinated Communication
3. Effective Governance
4. Targeted Redevelopment
5. Operational Effectiveness
Defining the Strategic Priorities
In order to clarify the meaning of each priority in the context of Maplewood, the group identified
key concepts for each.
Financial Sustainability
Maintain a positive financial position by balancing revenues and expenditures for operations, debt
management, and capital improvements. Provide long-term sustainability of quality city services at a
level that reflects community values and is supported by available resources.
E2, Attachment 1
Coordinated Communication
Maplewood is an evolving community and will need to position itself for the future. Create a long-
term vision that reflects our community identity and be able to effectively communicate a
consistent, broad-based message and brand through a variety of mediums.
Effective Governance
Maplewood is committed to effective governance. This begins with creating a culture that is built
on trust, creating clearly defined expectations, and is focused on the city’s long-range mission and
vision.
Targeted Redevelopment
Guide the type and intensity of residential development by leveraging resources to expand the tax
base and create life-cycle/mixed housing options that meet the diversity of the community.
Promote commercial development through green building efforts and innovation that supports
existing infrastructure; and to create an environment for businesses to expand.
Operational Effectiveness
The city values organizational efficiencies, which is based on performance measurement and
accountability.
Determining Success: Defining the Key Outcome Indicators
After identifying strategic priorities, the group focused on developing a set of Key Outcome
Indicators (KOI’s). KOI’s define what success looks like and includes a description of successful
outcomes, expressed with measures and targets.
The KOI’s provide organizational focus by establishing a limited set of desired outcomes and
performance targets for achievement for each strategic priority. The alignment created between
KOI’s and Strategic Priorities is important, not only for clarity, but also for maintaining a disciplined
focus on the desired results.
Key Outcome Indicators and Strategic Initiatives by priority are:
Financial Sustainability
KOI: Reserve funding-facilities and equipment; Target: Critical items currently identified in asset
management plan funded in 3 years.
KOI: General Fund reserves; Target: 40% of Gen. Fund operating revenues
KOI: Budget; Target: Positive change to net assets-all govt’l funds-excluding future bonded items
Coordinated Communication
KOI: Citizen engagement; Target: Three new engagement tools implemented
KOI: Coordinated Communication; Target: Determination made regarding most effective modalities
E2, Attachment 1
KOI: Feedback from diverse groups; Targets: (1) Most effective methods for feedback determined;
(2) One new approach implemented
Effective Governance
KOI: Decisions; Target: 80% of goals accomplished annually
KOI: Council meeting decorum; Target: Compliance with council approved “Rules of Civility”
KOI: Advisory Board/Commissions; Survey results; Target: Create annual initiatives/work plans to
support city’s strategic plan
Targeted Redevelopment
KOI: Gladstone area redevelopment; Targets: (1) three parcels-Maplewood Bowl completed; (2)
seek relocation agreements for auto repair uses
KOI: Vacant commercial space/buildings; Target: 50% of square footage back in productive use
KOI: Redevelopment Corridors; Targets: (1) Priorities include: Century Avenue Corridor and
Larpenteur Avenue; (2) Create shared vision with stakeholders (Oakdale, Ramsey and Washington
counties)
Operational Effectiveness
KOI: Performance measures; Target: Each department identifies five (5) core effectiveness
measures
KOI: Collaboration/shared services; Target: Two new executed service agreements-one internal, one
external (public/private and/or public/public)
KOI: Survey results; Target: Use survey responses to share service delivery outcomes and/or goals
Implementing the Vision: Developing Strategic Initiatives and
Action Plans
To successfully address the strategic priorities and achieve the intended outcomes expressed in the
KOI’s, it is necessary to have a focused set of actions, including detailed implementation steps to
guide organizational effort. The City of Maplewood will accomplish this through development of
strategic initiatives for each priority. Strategic initiatives are broadly described, but narrowly
focused activities that are aligned with the priorities, and targeted to the achievement of outcomes
expressed in the KOI’s.
E2, Attachment 1
Strategic Planning Participants
Elected Officials
Nora Slawik, Mayor
Marylee Abrams, Councilmember
Robert Cardinal, Councilmember
Kathy Juenemann, Councilmember
Marvin Koppen, Councilmember
City Administration
Melinda Coleman, City Manager
Mike Funk, Assistant City Manager
Gayle Bauman, Finance Director
Karen Haag, City Clerk
Paul Schnell, Police Chief
Steve Lukin, Fire Chief
Michael Thompson, Public Works Director
DuWayne Konewko, Parks and Recreation Director
Mychal Fowlds, IT Director
Alan Kantrud, City Attorney
E2, Attachment 1
APPENDIX I
Strengthfinders Assessment- Council and Senior Management Team
E2, Attachment 1
APPENDIX II
SWOT Analysis Data
In order to clarify the strategic challenges confronting the community, the City Council and senior staff
conducted a review of the current operating environment using a SWOT analysis methodology.
SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The internal strengths and weaknesses
and the external opportunities and threats were assessed. This was done in two parts: (1) in advance of the
retreat, all participants completed a SWOT questionnaire; and (2) the group participated in a facilitated
process that used the questionnaire results as the basis for analysis and decision-making.
The following Appendices contain the complete information contained in the questionnaire responses.
E2, Attachment 1
SWOT Results – Strengths
• Diversity of tax base
• 3M
• Diversity of housing
• Super management (manager and Dept. heads) and professional, creative, dedicated staff
• Adaptability, willingness of support to cross train, take on new responsibilities
• New approach to budget and negotiations processes
• High status of City in environmental arena – 2nd year at Step 3 of GreenStep Cities program, National
Public Works award for Living Streets, Green building standards, organized trash and healthy recycling
programs, Master Parks Plan (parks & nature preserves)
• Broad and high quality citizen services
• Highly regarded police & fire / EMS services – including police expansion, new fire station, East Metro
Training Facility, updated technology
• Increased focus on communications – internally and externally (improved MW living, better use of govt.
cable time, work on website)
• Snowplowing
• Partnerships (parks, engineering, MCC, Police & Fire)
• The experienced management team and great employees
• A Council that is stable, and forward thinking
• Encouragement of innovative, creating thinking such as Y partnership, franchise fee, community
paramedics, neighborhood policing, domestic violence pilot, development new website and interactive
tools such as Mind Mixer
• Dedication of employees
• Diversified tax base
• Willingness to think outside the box
• Willingness to partner with others
• We have quite a bit of historical knowledge/perspective in our staff. Years and years of experience in
local government. If this knowledge doesn’t hinder change then it’s a great strength. In other areas, we
have some key individuals that are new to the organization that are bringing a fresh view.
• Competent/dedicated staff from rank and file to the top
• Services offered to citizens
• Openness in government
E2, Attachment 1
• Response to citizen request
• I believe the employees are the city’s greatest strength. I think we have a very creative department head
team that is willing to work together to solve problems and be bold when required.
• The city is a leader in many areas and we need to build on this - Sustainability/Budgets/Living
Streets/Integrated Youth Development/Parks and Open Spaces/Environmental Leaders/Programming.
• We have a very strong Mayor who is very capable and well connected with a desire to get things done.
• We have a supportive council who also share these sentiments. We need to harness this and boldly move
forward.
• Employees who are dedicated to making decisions that are in the best interest of the city the residence
and those who visit our community.
• Mature/talented senior management team. Industry leaders.
• Employee turnover is low, which adds to productivity.
• Longevity of employees/history and knowledge. Indicates we are a good place to work.
• Dedicated staff to achieve City goals.
• Dedicated Council with desire to change Maplewood Brand and enhance community engagement.
• Highly able City staff
• Desire for community development and is generally shared
• Committed elected leadership
• History of being willing to invest
• Passionate management team
• Mayor that is very active in bringing more attention to Maplewood for positive advocacy roles
• Reputation as a “sustainable city” (livings streets, parks, green building code, project awards) that gets
highlighted often
• Positive working environment
• Hard working and top notch employees on the front line
SWOT Results – Weaknesses
• High tax rate
• Needs outweigh funding abilities
• Project overruns
E2, Attachment 1
• I feel we react to often without having those actions serve or support a greater set of goals and/or vision
for the City.
• I feel we still don’t have an answer to what we want Maplewood to be as a City.
• We will have quite a bit of turnover in the next 2-3 years with a major election as well during that
timeframe which isn’t necessarily a weakness but should be noted as well
• Aging assets.
• Succession planning (Numerous long-timers have left, are leaving, within a five year window)
• Budgetary challenges with Fire Department expansion and need (?) for full-time staff
• Diversity in staff in a very diverse city
• Our City Council doesn’t work well together
• The Mayor needs to lead
• No community spirit
• No sense of community pride
• Remnants of bad reputation, 2006 – 2009
• Serious need to improve quality & interactivity on website
• Input from residents
• Small but relentless core of chronic citizen complainers
• Funds - of course!
• Need to seek more creative funding sources (parks, roads, EMS service, MCC)
• Lack of stability and communication in past year with City Manager transition process
• New City Manager is working on strengthening communication and relationship building; working
towards a respectful two-way dialogue with the management team and Council
• The budget process needs to be more transparent and the long-term budget responsibilities
communicated better. A process to help the management team set priorities with Council input where
departments are not pitted against each other
• The Council meetings run short sometimes and long other times, better management of the agenda by
the City Manager
• One Council member dominates meetings, for example pulling off six consent agenda items to be
highlighted and talking for several minutes on each. This person makes it very difficult for the other
Council members to talk about their ideas and concerns. Then when they do discuss their concerns she
E2, Attachment 1
constantly comments about the other member’s points into the microphone dismissing that Council
members opinion. This is very unhealthy and makes it difficult for the Council to function effectively.
• Communication across all levels of the organization.
• We (staff) need to be on message and with some very difficult decisions ahead, the “team” needs to
function as a team.
• Effective communication is key. Messaging is key. Accountability is key. I believe we need strong
leadership at the top and without leadership at this key position – the integrity will be compromised.
• Team approach.
• Stability in the leadership, there has been 6 different city managers in the past 15 years. All with a
different vision and a different management style.
• Many needs and limited financial resources. MCC maintenance, Fire Department staffing needs, bond
debt, limit us and add pressure for tax levy increases.
• Still overcoming reputation issues from almost 10 years ago.
• Don’t have a long-term vision for the City.
• Need to Rebrand the City and define our identity.
• Lack of clear vision for the City
• Lackluster mobilization of community identity
• In ability to effectively communicate and manage conflict among department heads
• Lack of messaging the importance of community service/work among City staff – noble work
• Undisciplined and/or inconsistent resource management – largely due to lack of vision
• Indecisive leadership (City Manager and Management Team take too long talking about the issues instead
of just making a decision and moving forward).
• A need for strong leadership at the top
• Reactive instead of proactive concerning city-wide policies and procedures (Personnel Policies, Safety
Training/Evacuation as examples)
• There continues to be a sense of instability in terms of Department structure such as in EEDD.
SWOT Results – Opportunities
• We have a chance to reboot the city and set a new course, we have a staff in place to get us there
• Develop a sense of city pride
E2, Attachment 1
• Building our “new” reputation as regional leaders – communications, social media, website, business
contacts, surveys
• Increased communications & trust between council and management staff
• Reach out to diverse populations
• Provide more training / direction to commissions
• Retain and expand our environmental leadership position
• More/increased partnerships with neighboring cities, Ramsey county, private entities, as possible.
• Creative funding sources
• To strengthen communication and relationship building to encourage respectful, two-way dialogues and
create a healthy working environment for the Council and staff
• To create a risk-tolerant environment, without fear of failure by creating innovative, creative thinking
• To anticipate demographic changes and proactively address community development issues
• To engage in long range planning that positions the City to meet future budget and city needs
• Continue looking at partnerships and collaborations with others
• Redevelopment – more higher-valued housing stock?
• Collaboration with other public entities (local gov’t, schools, etc.).
• Improved public perception of Maplewood.
• Increased transparency.
• Automation of processes for residents.
• Resident engagement.
• Business retention program
• Green Step Program – leader in environmental efforts
• District Fire Department – time to bite the bullet
• Leadership across all levels of the organization. Empower staff.
• We still have the right people in place to move forward in a positive direction
• Departments are open to cross-sharing staff and resources.
• Capitalize on our great parks, open space and recreational opportunities.
• Partnerships with 3M, Maplewood Mall, St. Johns and emerging business/Chamber relationships for
business growth.
• Redevelopment Corridors will be positively impacted by Rush Line Project.
• Build on our Green Step and Green Building Programs- Regional Leaders
E2, Attachment 1
• Capitalize on growing diversity
• Sell proximity to Capital City – St Paul
• Ability to define City’s uniqueness or brand
• Neighborhoods and commitment/investment in parks/open space.
• The possibility of rebranding the City and moving forward with a community building theme
• Continue to leverage the Mayor’s advocacy for issues that will positively affect the City’s image and
quality of life of citizens and businesses
• Asset management reporting allows opportunity to define investment needs accurately so decision
makers can have options (such as building needs, parks needs, streets needs)
SWOT Results – Threats
• Continued bad publicity
• Unresolved grievance and potential litigation
• If we sit idle and don’t create a new brand or have something to rally behind as a community…. Great risk
in doing nothing.
• Poor and inaccurate publicity from unreliable sources
• Lack of cohesiveness on the city council & some tensions on department head team
• Debt level and need for redevelopment
• St Paul’ increased pressure (weed and seed – enforcement – investment) on Eastside will move problem
people/issues into Maplewood.
• Loss of large retail presence due to increased intent purchasing and other local regional malls – Roseville
• Inability to engage in honest communication about critical issues
• Lack of good outcome measures to determine how/if we’re doing well
• Financial needs of Fire Department and MCC restrict the opportunity for new programming and services.
• The Affordable Care Act and its impact on Insurance Premiums.
• Asset management financial needs
• An aging community
• No vision for redevelopment
• No having a good understanding of, if you do this, this is a will happen!
E2, Attachment 1
• We have no long range planning in place, sure it might look good now but what about three five and even
ten years from now.
• Lack of a clear purposeful direction - leadership!
• Lack of redevelopment programs in housing stock
• Increase in violence and gang activity with changing demographics
• Lack of developable space. Same perception of Maplewood in the public eye.
• The anti-Maplewood/anti-government groups that continually release false or misleading information
• State and/or Federal unfunded mandates (i.e., Affordable Care Act)
• If communication does not improve between the City Manager and the management team threats could
include losing staff talent as they seek a better working environment.
• Threats as Council become less respectful and have trouble reaching a reasonable consensus. With one
person dominating the Council meeting the threat is others will not get their opinions out in public and
they start seeking others forums for their opinion.
• During the public comment period the same four people always come. Their comments are
manufactured for sound bites for them to put on their local cable shows. This is intimidating to other
residents and several have told me they will not come to a public comment period because of the “nut
cases” that are always there.
• Maintaining high quality services sustainably
• Money: funding depts, new programs, state mandates
• Public disgust / distrust of higher levels of government – trickles down to local level
• Citizen demands over reaching city’s budget ability.
• Prior Mayoral leadership lacking
• Political overreach
• All 5 Council people of one political party until 3 yrs ago
• Internal turf wars
• Lack of leadership
• The Mayor seems to change her mind with the wind
SWOT Results – Highest Priorities
• Redevelopment- both business and housing stock
• Financial sustainability
• Rebranding/rebooting our city
E2, Attachment 1
• Balance needs with tax burden – people cannot continue to be burdened with additional taxes
• Stabilize Council turnover
• Council votes of 3-2 should not be allowed. History tells the story
• Maintaining a sustainable balance of new projects (redevelopment, parks, roads, etc.) and financial (debt,
budget, alternate fees) sustainability.
• Support staff initiatives, as they assist us with refocused priorities – especially better communications,
new partnerships, new funding options.
• Encourage / enhance communications with & input from citizens
• Economic Development – making a concerted effort to define and develop a plan that will ensure new
economic development in the city with a particular focus on re-development. A subset of this is Transit
Oriented Development with the Gateway and Rush Line Corridors coming through Maplewood; and
Integrative Youth Development working to get our diverse and low-income youth connected with the
community and efforts like being a finalist in the Public Art Challenge.
• Public Safety – Focus on neighborhood policing and community paramedic plans and map out a plan for
long range planning that maintains Maplewood’s position of fiscal responsibility while protecting the
public
• Financial Stability/Sustainability – Continue to provide quality, efficient services to our citizens while
equalizing expenditures and revenues every year. Make budgeting decisions that comport with the
principals of sustainability. A subset of this is the many successful initiatives under Parks and Rec to turn
the MCC funding around including the Multicultural Networking Event; the new partnership with the
YMCA; the new Long Range Parks Plan.
• Debt management
• Funding of replacement reserve, deferred maintenance items and project overruns
• Redevelopment/Economic Development/Transportation
• How best to fund and manage our City assets and the maintenance of them. (streets, parks, buildings,
etc.)
• Taking a hard look at current processes/tasks and improving on them via technology.
• Managing the staffing changes in key positions as current employees look to retire.
• Continue to improve perception of city government
• Train employees to work with our diverse population both in citizenry and businesses and make every
effort to hire a more diverse staff in the future
E2, Attachment 1
• Continue asset management plan on all city buildings
• Reaching a consensus on a three to five year budget plan.
• Determining core services and functions of the city.
• Reimaging/branding of the city – ripe.
• Begin looking at implementing outcomes from the recently adopted parks plan, implement building asset
management plan, and an infrastructure plan.
• Maintaining and improving on the city's core services.
• Developing a long-term vision for the city
• Financial stability
• The need to look at new service models for Fire and EMS.
• Create a program that assists with housing reinvestment and attracts the next generation to Maplewood.
• Focus on redevelopment, business outreach and reinvestment.
• Debt management through cost controls
• Creation of a more defined/focused vision for the city and determining how departments and projects
support the vision
• Establishing critical outcome measures for each department that encourages increased
interdepartmental collaboration and serves as the yardstick for performance.
• Community Outreach (building bridges)
• Rebranding the City Image
• Creating and sticking with a stable org chart model that provides stability/leadership to front line city staff
but is organized to properly meet citizens’ needs and expectations.
E2, Attachment 1
APPENDIX III
Strategic Initiatives
E2, Attachment 1
Strategic Priority: Financial Stability
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 8/1/2015
Listing of items needed to be included in Building Maintenance
operational duties and listing of items needing capital
financing.
Create a plan for operational items. Building
Maintenance 10/1/2016
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 10/1/2016
Currently critical capital items are no longer deferred.
Review feasibility for a dedicated
portion of the tax levy to build up a
replacement fund reserve.
Finance 4/1/2016
An ongoing source of funding is available to handle capital
maintenance items. No longer defer the work.
Review city facilities/buildings
energy use & look to create
efficiencies
EEDD/ Green
Team 1/1/2016
There are programs, like CERT, that can assist cities in
upgrading HVAC systems, etc. to install more energy efficient
systems to save money.
Review Park & Recreation Master
Plan and determine priorities. Look
to implement capital improvement
items.
Finance/ Park
& Rec 1/1/2016
In January 2015, the City Council approved the Park & Rec
Master Plan. The goal of the task is to review the plan and
look to fund the highest priorities.
E2, Attachment 1
Strategic Priority: Financial Stability
Key Outcome Indicator: General Fund Reserves
Target: Maintain a minimum balance of 40% general fund operating revenues
Strategic Initiatives/Action Plans Who's Responsible Start Date Status
(0,1,2) Measure of Success/Comments:
Explore other diverse revenue
sources and grant
opportunities(i.e. new gas
franchise fee)
Finance 8/1/2015
Reduced reliance on property taxes and state LGA
funding.
Annual budget preparation. Finance Annually Establish a balanced budget each year.
Evaluate the efficiency and
effectiveness of city services. Finance/Administration Determine which services the city should be offering
and restructure others based on data driven decisions.
Set appropriate fees to recover
cost of services. All departments 10/1/2015
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 Monthly Council and departments have up-to-date information
to make informed decisions.
Monitor expenditures within
approved budgets. All departments Monthly Projects come in on or under approved budgets.
Create a financial management
plan Finance 1/1/2016
This plan will analyze future tax levy needs based on a
set of assumptions for operational costs, CIP, and
debt.
Strategic Priority: Financial Stability E2, Attachment 1
Key Outcome Indicator: Budget
Target: Positive change to net assets for all governmental funds (except 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 Monthly Projects are approved only if funds are available and all
projects come in on or under approved budgets.
Evaluate the best use of LGA
funding. Finance 8/1/2015
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 the city's AA+
bond rating. Finance Annually A higher bond rating keeps our borrowing interest rates low.
Strategic Priority: Coordinated Communication E2, Attachment 1
Key Outcome Indicator: Citizen Engagement
Target: 3 new engagement tools implemented
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Utilize MySidewalk (formerly
MindMixer) by posting 2 topics
continuously
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.
Implement 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.
Explore feasibility to hire a
communications position to manage city
social media plan and communications
IT/HR 7/1/2016
To ensure the city is effectively managing the social media plan,
a communications position should be evaluated
Strategic Priority: Coordinated Communication E2, Attachment 1
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 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/Policy 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.
Department participation to
successfully implement
communication strategy
All Depts 7/1/2016
Show that all departments have bought in to the
Communications Strategy with examples of their posts,
articles, etc.
Develop and Implement
programming policy [contingent
on city franchise with
Mediacom/CenturyLink]
IT TBD
If the city withdrawals from the Cable Commission, the
city will need to create a programming plan that aligns
with the needs of the residents.
Strategic Priority: Coordinated Communication E2, Attachment 1
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:
Recognize diverse communities to
create an engagement strategy. Comm 7/1/2016
Create a report based on data to support a recommendation
for next steps on who/most need in the community.
Evaluate official notices of city
publications to be submitted in local
diverse newspapers.
Comm/All
Dept 9/1/2016
Notices to official newspaper should be considered for
submittal to other local approved newspapers.
E2, Attachment 1
Strategic Priority: Effective Governance
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 current
In order to accomplish the strategic 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 5/1 and
9/1
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 12/1/15
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 1/1/16
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, and
plan.
E2, Attachment 1
Strategic Priority: Effective Governance
Key Outcome Indicator: Council Meeting Decorum
Target: Compliance with council approved "Rules of Civility"
Strategic Initiatives/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 current
City staff will incorporate 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
current
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
E2, Attachment 1
Strategic Priority: Effective Governance
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 2/1/15
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
Liaisons 2/1/15
Committees should request approval from the council regarding desired
goals to ensure these are supported by the initiatives in the strategic plan.
This will further create efficiencies by being able to prioritize city resources
(staff).
E2, Attachment 1
Strategic Priority: Targeted Redevelopment
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.
Nick
Carver/Michael
Thompson
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.
Nick
Carver/Michael
Thompson
1/1/2016
50% of targeted businesses are relocated by 12/31/2020
New developments should reflect
effects of new transit potential EEDD/PW 1/1/2017 Transit options addressed in all development proposals.
E2, Attachment 1
Strategic Priority: Targeted Redevelopment
Key Outcome Indicator: Vacant Commercial 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 0
Design and implement policing strategy focused on growing
community stability, reducing fear, and maximizing
commercial viability. Assessed 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.
E2, Attachment 1
Strategic Priority: Targeted Redevelopment
Key Outcome Indicator: Century Avenue Corridor
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/Executive 9/1/2015
Plans and development strategies
put in place in 2017. Stakeholders
agree on a common vision.
Create an inventory of specific areas of neighborhoods
with homes in disrepair EEDD 3/1/2016
Inventory is complete and code
enforcement or other staff
contact made. Resources
available.
E2, Attachment 1
Strategic Priority: Operational Effectiveness
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 and analyze existing performance
measures.
Executive 2016
Collect operational data to determine if service delivery
is cost effective. This data will be used in decision
making, implementing best practices, comparing to
other similar sized communities, etc. in an effort to
maximize resources.
Explore the feasibility of adding a software
module for on-boarding of new employees
and performance measurement
HR Fall of 2016
These two software upgrades from NEOGOV would
complement the use of the recruitment software. A
successful on-boarding program and performance
measurement tool will bring a comprehensive approach
to management and hold employees accountable.
E2, Attachment 1
Strategic Priority: Operational Effectiveness
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 Status
(0,1,2) Measure of Success/Comments:
Closest Unit Dispatching Fire 7/1/2016 0
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 Enforcement
Records - Crime Analysis Police 7/1/2016 0
With the joint existence of a records management
system that is shared with several other Ramsey
County law enforcement agencies, the possibility
exists to share records across jurisdiction. Doing so
will allow for more complete crime analysis and
development of strategies to address more
regionalized problems.
With the Parks Department establish
contracted youth prevention programming. Police 3/1/2016 0
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 services with measurable outcome
goals. 3. Assess the efficacy of allocating 1% of the
police department budget to primary prevention. E2, Attachment 1
Review our utility billing contracts annually. Finance 0
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 0
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 implementation
of Park Master Plan Outcomes -
Trails/connectivity
Parks/PW 1/1/2016 0
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 Parks 5/1/2015 0
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.
Leverage opportunities for joint operations or
capital project partnerships by establishing
regular work group in east metro.
PW 9/1/2015 0
Reduce overlap of government services and
maximize service delivery opportunities through
new JPA or joint service agreements.
E2, Attachment 1
Strategic Priority: Operational Effectiveness
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 1/1/2016 0 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 0
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
Transparency 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 participant
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
E2, Attachment 1
E2, Attachment 1
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 0
Incrementally achieve improvement each year in subject
categories such as snow plowing, street patching, customer
service, maintaining parks, etc. Goal of 80% in each.
E2, Attachment 1
E2, Attachment 1