HomeMy WebLinkAbout2017-03-13 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 time keeping remarks brief, to the point and non-repetitive.
AGENDA
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
5:30 P.M. Monday, March 13, 2017
City Hall, Council Chambers
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. UNFINISHED BUSINESS
None
E. NEW BUSINESS
1. Presentations by City’s Wellness Committee and Safety Committee
2. Update on Strategic Objectives
F. ADJOURNMENT
THIS PAGE IS INTENTIONALLY LEFT BLANK
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Mike Funk, Assistant City Manager/HR Director
DATE: March 7, 2017
SUBJECT: Presentations by City’s Wellness Committee and Safety Committee
Introduction/Background
The purpose of this presentation is to provide updates on the City’s Employee Wellness
Program and the City’s Employee Safety Committee.
Lindsay Herzog, Wellness Coordinator/HR Assistant, will lead the presentation and provide the
council with an update on the W ellness program.
David Swan, Building Inspector and Chair of the Safety Committee, will provide an update on
the city’s employee led safety program. Most notable will be the implementation of the new
safety manual.
Budget Impact
None
Recommendation
No action required.
Attachments
1. PowerPoint Presentation
E1
Workshop Packet Page Number 1 of 41
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Wellness Your Way E1, Attachment 1Workshop Packet Page Number 2 of 41
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Wellness Your Way
Maplewood Employee Wellness Program
Lindsay Herzog, Wellness Coordinator/HR Assistant
E1, Attachment 1Workshop Packet Page Number 3 of 41
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Wellness
•Physical
•Social
•Intellectual
•Spiritual
•Emotional
•Occupational
E1, Attachment 1Workshop Packet Page Number 4 of 41
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Why Employee Wellness?
•Engagement and well-being are key to employee performance
•32% of U.S. workers feel engaged in their jobs
•40+ hours/week spent in the workplace
•Chronic Diseases account for 75% of total healthcare costs
•Leaders can make a difference in employee well-being
E1, Attachment 1Workshop Packet Page Number 5 of 41
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Participation
•Report 41% fewer unhealthy days
•More than twice as likely to say they always adapt well to change
•36% more likely to say they always fully bounce back after an illness
•23% more likely to donate money
•43% more likely to have volunteered
•65% less likely to be involved in a workplace accident
•81% less likely to look for a new job E1, Attachment 1Workshop Packet Page Number 6 of 41
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How are we Thriving in Wellness?
•Health Related Programs
•Group Fitness Classes, Seminars, EAP, Stretch Break Program, Newsletter/Emails
•Health Related Benefits
•Flextime to exercise and attend health programs, incentives for participating
•Health Benefits
•Coverage for preventive services and screenings
•Environmental Support
•Supportive Supervisory Structure, Onsite Walking/Running Trails, MCC
E1, Attachment 1Workshop Packet Page Number 7 of 41
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Wellness Committee
•Consists of representatives from labor groups, departments and senior management
•Meet Monthly
•Review and improve the Wellness Your Way program
•Determine programming topics, events & trimester challenges
•Healthy initiatives/policy recommendations
•Analyze general insurance claim data
E1, Attachment 1Workshop Packet Page Number 8 of 41
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Mission
•“The Wellness Committee strives to promote a culture of health and well-being that encourages and supports employees and their families. We achieve this by providing tools, education and guiding principles that encourage long-term healthy lifestyle choices.”E1, Attachment 1Workshop Packet Page Number 9 of 41
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Medica®
Help members understand and improve their health
Engage members in their health
Motivate members through incentives and rewards
Points earned 100 200 300 400 500
Reward First $20 gift-
card
Second $20
gift-card
Third $20 gift-
card
Fourth $20 gift-
card
Fifth $20
gift-card E1, Attachment 1Workshop Packet Page Number 10 of 41
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Culture of Wellness
•Creating an environment that encourages healthy decisions
•Improving access to healthy foods & encourage healthy food at meetings/events
•Encourage team building events
•Increase awareness of MCC resources for physical activity
•Encourage active transportation
•Provide volunteer opportunities
•Promote awareness of physical health (preventive care, health screenings, etc )E1, Attachment 1Workshop Packet Page Number 11 of 41
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Wellness Your Way Today
•2 programs working cohesively
•Wellness Your Way
•City provided wellness program, designed by the Wellness Committee, employee input is encouraged
•Offered to all employees, incentives offered to benefit earning employees
•Participation provides premium discount to employees (negotiated in labor agreements)
•My Health Rewards by Medica
•Wellness program offered by Medica to all members
•My Health Rewards Enhanced powered by RedBrick
•Provides free onsite biometric screenings
•Increased reporting capabilities on participation
•Great tool for premium negotiations
•Employees earn gift cards from Medica by completing health tasks and activity challenges in various topics (up to $100/year!)E1, Attachment 1Workshop Packet Page Number 12 of 41
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Program Components
•Incentives
•Base Level -worth $75 HRA, $75 MCC or VISA gift card or 2 hours PTO
•Satisfies contractual participation requirement
•Completion includes:
•Be current with Preventive Care (Dr. Signature Required)
•AND complete 4 of 8 items
•Wellness Tracks -Complete 1 track to earn additional $75 HRA, $75 MCC gift card, $75 VISA gift card or 2 hours PTO
•Trimester Challenge
•Earn 300 My Health Rewards Points by Medica
•Steps Track
•Gym Track
•Seminar Track
•Tobacco Cessation E1, Attachment 1Workshop Packet Page Number 13 of 41
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Wellness Your Way (Participation)
0%
20%
40%
60%
80%
100%
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Participation (Total)
Participation (Full
Incentive)E1, Attachment 1Workshop Packet Page Number 14 of 41
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Wellness Your Way (Participation)
•Industry average participation rate is 40%
•We average 80% participation since 2011!
•Participation in Medica health & wellness program consistently one of the highest
•Preventive care increased from about 20% prior to 2014 to 47% in 2015 to 78% in 2016
•Healthy Culture Change
E1, Attachment 1Workshop Packet Page Number 15 of 41
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Wellness Your Way-Stepping Forward
•Focus on engaging staff in healthy culture
•Primarily have been participation based
•Explore partnerships
•Inter-department & outside entities
•Expand Offerings
•Included 2 New Wellness Tracks for 2017
•Additional Incentives
E1, Attachment 1Workshop Packet Page Number 16 of 41
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Questions?E1, Attachment 1Workshop Packet Page Number 17 of 41
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Safety Committee –City’s Experience Modification
E1, Attachment 1Workshop Packet Page Number 18 of 41
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Claim Summary: 1/1/2104 to 12/31/2015
E1, Attachment 1Workshop Packet Page Number 19 of 41
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Questions?E1, Attachment 1Workshop Packet Page Number 20 of 41
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Mike Funk, Assistant City Manager / HR Director
DATE: March 7, 2017
SUBJECT: Update on Strategic Objectives
Introduction
The last update on the Strategic Objectives was given to the council on June 13, 2016. The
purpose of this discussion is to update the City Council regarding the progress of the Strategic
Plan for the last half of 2016 and to look ahead at goals/initiatives for 2017.
Background
In 2015, the City of Maplewood’s leadership team (Mayor, Council, and Department Heads)
engaged in team building and strategic planning retreats. Some key dates include:
- Initial Retreat: March 16, 2015
Discussed effective governance, team strengths, and established strategic priorities
- Follow-Up Retreat: May 4, 2015
Developed a set of desired outcomes, indicators of success, and targets for
performance.
- Manager Workshops: June 22, July 13, and July 27, 2015
Staff presented the five (5) Strategic Priorities, Key Outcome Indicators (goals), and
Strategic Initiatives (action plans)
- Council Meeting: August 10, 2015
Council approved the Strategic Priorities and Key Outcome Indicators (goals) at the
directed staff to prepare Action Plans.
- Final Action Plans and the full Strategic Plan were approved on November 9, 2015.
- Progress report: June 13, 2016
Budget Impact
There is no estimated budgetary impact projected for this discussion.
Recommendation
No action is required.
Attachments
1. Work Plan
E2
Workshop Packet Page Number 21 of 41
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.
Capital projects have been delivered in 2016 with more in 2017
including City Hall Improvements. The operational budget has also
been leveraged to address critical building items.
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. Focus was placed on larger
capital improvements in terms of planning and long range
implementation and the operational items continue to be addressed
on a more reactive basis, such as small equipment repairs, etc.
Determine financing sources for capital
items.Finance 10/1/2016
Critical capital items are no longer deferred. We issued the 2016
bonds to fund the 2016 CIP and equipment purchases. CIP and
equipment needs for 2017 were evaluated in the context of a long-
term financial plan to determine feasibility.
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 to avoid deferred maintenance. A revolving pay-
as-you-go fund, replenished with an annual levy, was included in the
2017 budget process.
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. In
2016 a new energy efficient air conditioner was installed.
Strategic Priority: Financial Stability
E2, Attachment 1Workshop Packet Page Number 22 of 41
Review Park & Recreation Master Plan
and determine priorities. Look to
impliment 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. Preliminary plans are being developed to issue tax
abatement bonds early in 2018 to fund the projects. E2, Attachment 1Workshop Packet Page Number 23 of 41
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. Gas
franchise fees have been implemented. The revenue source will be
re-evaluated after one year of collections to determine if the fee is
adequately meeting the identified needs.
Annual budget preparation.Finance Annually
Establish a balanced budget each year. The 2017 balanced budget
and CIP have been adopted.
Evaluate the efficiency and effectiveness
of city services.
Finance/Adminis
tration
Determine which services the city should be offering and restructure
others based on data driven decisions. Department heads are
evaluating the current performance measurement system and
developing new metrics that more closely align with Council goals
and objectives. All new and vacated positions are evaluated based
on goals and objecties of the city before hiring.
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. Fees for late
payments will be considered in the development of the 2017 fee
schedule, along with an analysis of the existing fee structure, to
determine the ratio of cost recovery for existing services.
Share information with City Council and
Department Heads.Finance Monthly
Council and departments have up-to-date information to make
informed decisions. We are currently developing an expanded
financial report that will measure investment portfolio performance
and adherance to policy parameters, as well as a more detailied
analysis of budget performance.
Monitor expenditures within approved
budgets.All departments Monthly
Projects come in on or under approved budgets. Departments are
provided a periodic analysis of budget performance on operating and
capital expenditures.
Strategic Priority: Financial Stability
E2, Attachment 1Workshop Packet Page Number 24 of 41
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. The FMP is
currently under development. The existing debt portion has been
completed and the overall structure of the plan is in place. The 2017
budget was evaluated in the context of the overall FMP.E2, Attachment 1Workshop Packet Page Number 25 of 41
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. This is an on-going effort. Existing
capital project funds with deficit fund balances will be analyzed to
determine the nature of the deficit and a plan will be recommended
for each project fund in deficit status.
Evaluate the best use of LGA funding.Finance 8/1/2015
LGA funding is only used for capital projects or debt service. History
has shown us that this is not a secure source of financing and should
not be used for operations. This was reflected in the 2017 budget
process. LGA will be used for debt in 2018 and will be free for other
purposes after that.
Maintain or improve the city's AA+ bond
rating.Finance Annually
A higher bond rating keeps our borrowing interest rates low. The city
has an excellent bond rating in comparison with similar size
municipalities. We are currently preparing for a rating call in relation
to the 2017 bond sale. The long-term financial management plan
will be critical in maintaining the city's high bond rating.
Strategic Priority: Financial Stability
E2, Attachment 1Workshop Packet Page Number 26 of 41
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:
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. Staff is reviewing both MySidewalk and tools provided
by our website vendor to determine the best engagement tool to use
moving forward.
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. Staff has inventoried the number of City social
media accounts and implemented the use of Hootsuite to
simultaneously monitor all accounts in real time. Additionally, the
Communications staff is working with all staff to use social media for
promotion of City events, programs, and policies.
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. Fix-It form
has been created and is available to all via the website.
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. NeoGov has been
implemented to accept online job applications.
Hold City photo contest for a variety of
categories.Comm 5/1/2016
N/A
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 postion should be evaluated. The City's new
Communications Manager has been on the job since September and
has implemented changes to the Maplewood Living, drafted a
Communications Plan, and given direction on numerous projects.
Strategic Priority: Coordinated Communication
E2, Attachment 1Workshop Packet Page Number 27 of 41
Hold City events featuring
representatives from multiple
departments.
Parks/Rec 1/1/2016
2016 - Laugh lab events were held at Carver, Skyview and Weaver
Elementary Schools. Initial laugh-In event at the MCC on May 14th
(very successful event with great paticpation). Six Happy Places
Workshops were held at Tubman. Brainstorm Theatre was conducted
at Fairview Alternative High School. Hosted two WOW Events at
Wakefield Park with 300 -400 partcipants at each event. Laughter
Musuems were held at Maplewood Mall, Maplkewood Public Library,
Ecumen Care Center, Maplewood Care Center and the MCC.
Implemented a teen video program that conducted interviews with
City officials as well as other program participants. The City will be
hosting it's second annaul laugh-in event at the MCC on April 1, 2017.
The City will be sponsoring two WOW events at Wakefield Park as well
as hosting the July 4, 2017 "Light-It-Up" Event at Hazelwood Park.
Parks & recreation staff is also supporting the effort to maximize social
media platforms with in concert with the newly created
Communications Department. Nature Centered offered educational
programming to more than 880 school children in 2016 on protecting
pollinators, bee monitoring, habitat enhancement, stormwater
tratment, best management practices. Additional pollinator work is
occuring at Fish Creek and the Prairie Farm with the help of over 350
volunteers from local businesses, schools, and other non-profits
agencies.E2, Attachment 1Workshop Packet Page Number 28 of 41
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
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. Communications Manager is exploring
options for surveying our residents. Recommendations will be
complete by June 30, 2017.
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. A new communications
plan has been drafted and is under review. The Communications
Department anticipates updating the plan on an annual basis to
account for emerging projects as well as changing technology and
industry standards.
Department participation to successfully
impliment 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. PIO's in each
department have been identified and will help to ensure all
departments implement the Communications Plan when completed.
Develop and Implement programming
policy [contingent on city franchise with
Mediacom/Centurylink]
IT 1/1/2016
If the city withdraws from the Cable Commission, the city will need to
create a programming plan that aligns with the needs of the residents.
Staff is now providing all programming for Channel 16. We have
added programming from other government entities and will start
creating City programming during the 2nd half of 2017.
Strategic Priority: Coordinated Communication
E2, Attachment 1Workshop Packet Page Number 29 of 41
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
The Communications Department is currently exploring creating
projects, both digitially and in print, in multiple languages to better
serve all residents.
Evaluate offical 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 submital to
other local approved newspapers. Human Resources will utilize local
diverse newspapers and websites for job postings.
Strategic Priority: Coordinated Communication
E2, Attachment 1Workshop Packet Page Number 30 of 41
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 Ongoing
In order to accomplish the stategic initiatives they will need to be
adequately funded. The budget recognizes these action steps and
they are incorporated directly into the budget documents.
Bi-annual (twice per year) reporting to
the Mayor and City Council regarding
progress
Executive Ongoing
City Staff provides 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 1/1/2016
The performance review process (and form) includes the process of
evaluating accountability to which employees completed tasks to
fulfill the strategic plan. These changes will be implemented by the
end of the 1st quarter of 2017.
Review staff report language/template
for the council agenda items Executive
Review whether staff reports on agenda items should be modified to
reflect action items/recommendations for council consideration that
have an impact on city goals, mission, plan.
Strategic Priority: Effective Governance
E2, Attachment 1Workshop Packet Page Number 31 of 41
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 1/1/2019
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
1/1/2016
To create and maintain a culture of civility, rules will be read at the
beginning of each meeting.
Strategic Priority: Effective Governance
E2, Attachment 1Workshop Packet Page Number 32 of 41
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 1/1/2016
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. Joint
meetings between city council and advisory committees will be
scheduled as appropriate to discuss shared vision and strategic
objectives as tied to committee work. An example of this is the Use
of Force report to the council on 2/27/17.
Committees submit annual work plans to
city council for approval
Executive/Staff
Liasions 1/1/2016
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). Advisory committees annually review
desired goals with the City Council to ensure they support strategic
plan and so that staff can prioritize city resources.
Strategic Priority: Effective Governance
E2, Attachment 1Workshop Packet Page Number 33 of 41
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:
Gladstone Neighborhood Area
Redevelopment EEDD 1/1/2015
The first phase of Frost-English Villages consisting of 50 units is
complete. Grand-opening event was held in August of 2016. Phase II
of the Frost-English Villages project includes an additonal 107 market
rate units which will begin in the spring of 2017. Phase III consisting
of approximately 6 - 8,000 square feet of commercial space will be
developed in 2018. Staff is working on two additional land acqusition
projects in the Gladstone area for additional housing units and these
should both close in 2017.
Build solid relationships and seek
relocation agreements with the
automobile repair shops and other
businesses along Frost Avenue in the
Gladstone area.
EEDD/PW 1/1/2016
50% of targeted businesses are relocated by 12/31/2020. Staff will
began working on this in early 2017 with monies allocated in
2018/2019 for acqusition.
New developments should reflect effects
of new transit potential EEDD/PW 1/1/2017
Transit options addressed in all development proposals. Staff
continues to closely monitor all transit proposals, and where
possible, look at opportunities for future development.
EEDD accomplishments in 2016 EEDD 1/1/2016
Completion of the 3M Research Facility Project. The Hazelwood
(HealthEast )Medical Center office building located directly west of
St. John's Hospital broke ground in the spring of 2016. When
complete in 2018, the medical center will offer over 100,000 square
feet of office space. Broke ground on the Conifer Ridge project at
Legacy Village in 2016 consisting of 150 market rate housing units.
Strategic Priority: Targeted Redevelopment
E2, Attachment 1Workshop Packet Page Number 34 of 41
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
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. Staff continues to work on
updating vacant building status and integrating various energy and
sustainability programs within the City.
Strategic Priority: Targeted Redevelopment
E2, Attachment 1Workshop Packet Page Number 35 of 41
Key Outcome Indicator: Redevelopment Corridors
Target: Create a shared vision identified stakeholders. (Priorities include Century Avenue and Larpenteur Avenue)
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. Meetings were held in 2016 with Oakdale
and North St. Paul regarding preliminary vision and road
improvements on Century Ave. Staff also met with Roseville and St.
Paul to discuss the Larpenteur revitalization project.
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.
Strategic Priority: Targeted Redevelopment
E2, Attachment 1Workshop Packet Page Number 36 of 41
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. Data will be used in decision making, implementing best
practices, comparing to similar sized communities, etc. in an effort to
maximize resources. Studies completed for Fire/EMS operations in
2016 resulting in new operations strategies.
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 compliment the
use of the recruitment software. The performance measurement tool
will bring a comprehensive approach to management and hold
employees accountable and will be functional by the end of first
quarter 2017. The on-boarding module will be evaluated for possible
use in 2018.
Complete review of fire station locations
and operations.Fire 1/1/17
Work with third party consultant to collect and review fire station
location and operational data to ensure excellence in public service,
sound stewardship of resources and equitable service delivery to the
community.
Strategic Priority: Operational Effectiveness
E2, Attachment 1Workshop Packet Page Number 37 of 41
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
(0 1
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. Closest unit dispatching was fully operational by the end of 2016.
Regional Sharing of Law Enforcement 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 possibility exists to share records across jurisdictions. This will
allow for more complete crime analysis and development of strategies
to address more regionalized problems. Staff uses information from
the Ramsey County Sheriff's Dept., and the New Brighton and
Moundsview Police Departments.
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
services with measurealbe outcome goals. 3. Assess the efficacy of
allocating 1% of the police department budget to primary prevention.
Staff began exploring the options of a program.
Review our utility billing contracts periodically.Finance 1/1/2016
Analyze cost vs. benefit relationship. This will be evaluated every 3 -
5 years.
Certified CPR training for all police officers Fire/EMS 11/1/2016
Train all Maplewood police officers to be certified in CPR. With
measurable outcomes of quicker implementation of CPR, increase in
positive cardio outcomes. This training began in late 2016 and will
carry over into 2017.
Operational Effectiveness
E2, Attachment 1Workshop Packet Page Number 38 of 41
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. Staff from PW and Parks are
currently working with the Park Commission and City Council
regarding implementation of Parks Master Plan outcomes.
Ensure Partnership Agreement/Vision with the
YMCA is successful Park & Rec 5/1/2015
City entered into a partnership contract agreement with the YMCA in
October of 2016 whereby the YMCA will be responsible for operating
the facility. The City will continue to work directly with the YMCA
during this transitional period (2017) and both parties will work
together on capital improvements at the facility.
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. Working on the creation of a
formal list of software & services, estimate this work will be
completed by mid 2017.
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. The City
continues to communicate with partners on joint
agreements/opportunities ranging from snow plowing to capital
project partnership (e.g... RAMCO). The official work group has not
been established but communication is strong.
Execute a countywide agreement to enhance
community cardiac arrest response.Fire/EMS 2/1/2017
Identify mechanisms to collaborate at a countywide level to enhance
prevention, recognition and response to cardiac arrest utilizing new
technologies.
Engage public/private partners to collaborate to
provide focused preventative health measures in
the community.
Fire/EMS 11/1/2016
Create and deliver programs or services that focus on prevention and
reducing risk in the community. These initiatives will focus on
identified risk in the community and will include a collaboration
component.E2, Attachment 1Workshop Packet Page Number 39 of 41
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:
Fire/EMS Survey Fire/EMS 3/1/2016
Initial survey participation from patients was not what staff had hoped.
A survey will be re-deployed that can be delivered across multiple
platforms (Text, web, mail) to engage the community with a goal of
80% or greater overall favorable response to Fire/EMS service
delivery.
Develop and implement police service
satisfaction survey offering both web-
based and paper/pencil options.
Police
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/IT 9/1/2016
Transparancy of financial data. Roll-out application like OpenGov to
increase transparency and accessibility. Staff is looking at software
options to provide additional transparency.
Allow for more online business.IT 6/1/2016
Fill-in permits and forms online. Continue to look at viability of
accepting credit card payments. Staff is updating software which will
be used to enhance our online presence. Laserfiche and our new
website will be used to accomplish this task.
Provide opportunities for particapant
surveys regarding Parks & Recreation and
MCC program offerings
Parks 9/1/2015
Achieve a 80% overall or greater favorable response on all Parks
programing offerings. We have achieved a 80% overall or greater
rating for the programs at the Nature Center and in Recreation
programs.
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 feasible. When Citizen Engagement tool is selected we
will begin to ask these questions.
Strategic Priority: Operational Effectiveness
E2, Attachment 1Workshop Packet Page Number 40 of 41
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. A statistically valid survey was not
performed however the City did solicit feedback on City services
which also qualified the City for a small reimbursement from the
State.E2, Attachment 1Workshop Packet Page Number 41 of 41