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HomeMy WebLinkAbout02.08.19 Work Session Packet City of Farmington Mission Statement 430 Third Street Through teamwork and Farmington,MN 55024 cooperation, the City of Farmington provides quality services that preserve our proud past and foster a promising future. AGENDA CITY COUNCIL WORKSHOP February 8, 2019 12:00 PM Farmington City Hall 1. CALL TO ORDER 2. APPROVE AGENDA 3. DISCUSSION ITEMS (a) 2019 Goal Setting 4. CITY ADMINISTRATOR UPDATE 5. ADJOURN �o�F � City of Farmington =p 430 Third Street Farmington, Minnesota 651.280.6800 - Fax 651.280.6899 ' .,4, . www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: 2019 Goal Setting DATE: February 8, 2019 INTRODUCTION Each year the city council spends time settling goals and priorities for the upcoming year. This year that meeting will take place on Friday, February 8, 2019 starting at noon. DISCUSSION The city council spends time each year discussing a variety of issues impacting the city. The goal of these discussions is to set priorities for the city council and city staff to work on over the next year. The 2018 goals set by the city council and department heads are attached for your review as a refresher for the 2019 discussions. The session will include department heads for discussions over lunch, sharing thoughts and ideas with the city council. The second half of the day will be the city council setting priorities for the upcoming year. This will be a very informal work session with many ideas discussed, with the most important work being the setting of priorities by the city council. BUDGET IMPACT NA ACTION REQUESTED Discuss the issues impacting Farmington and provide staff with direction on priorities for 2019. ATTACHMENTS: Type Description o Backup Material 2018 City Council and Department Head Goals iCo".1,444, City of Farmington 430 Third Street Farmington, Minnesota 651.280.6800 -Fax 651.280.6899 ••MOO www ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: 2018 Priorities Update DATE: August 6, 2018 INTRODUCTION In early 2018 the city council and department heads set priorities the city and individual departments. Reporting back on the work associated with these priorities is an important part of keeping the city council and the community up to date on the progress of our priorities. DISCUSSION The city council set five priorities for 2018 that are listed below. 1. Development-Encouraging the expansion of residential, commercial and industrial properties. 2. Partnerships-Forge opportunities with existing and new partners. 3. Financial-Continue to take the steps to make Farmington a city of fiscal excellence. 4. Service Delivery-Endeavor to provide core government services at high quality levels. 5. Special Projects-The city council asked that a number of projects be completed in 2018. An update on some of the work that has been performed on each of the priorities is listed below. This list is not exclusive to all of the work that has been performed. Development • Support and approvals of the Regetta Fields development. • Working with developers on two new subdivisions. • Staff work with landowners and utility companies on potential projects. • The Farmington Business Park is now full for the first time ever. • EDA continues to implement façade redevelopment and site readiness grants. • City continues to support new businesses coming to Farmington with a number of examples recently including Dollar Tree and more. • Work to complete the 2040 Comprehensive Plan and distribute to our neighboring jurisdiction for review. The plan will determine the next phases of development in the city. Partnerships • 2018 legislative priorities developed and shared with our delegation. • City council direction and staff work has started on the Rambling River Center Plaza project that will include many opportunities for partnerships. This project is part of the recommendations of the downtown redevelopment plan. • The city council approved a feasibility study for two potential projects at Schmitz-Maki Arena that will involve partnership opportunities. • Reengaged the Intergovernmental Committee with the school district. • Working with Dakota County,the Dakota County CDA and nine other cities in the county on the Dakota Broadband Board. • Significant work has taken place over the past six months with Empire Township on both entities 2040 comp plans, Highway 3 related issues and future land use developments/street alignments. Financial • Staff reported on a positive end result of the 2017 budget. • The 2030 Financial Plan and all related capital improvement plans are being updated for presentation as a part of the 2019 budget process. • The city council has directed staff to restart mill and overlay street projects in 2019. These projects stopped occurring in 2009. With this decision, the three tiered approach of sealcoating,mill and overlay and street reconstruction to street maintenance will return in 2019. It will take some time to catch up on our street maintenance,but this decision was key. • The General Fund portion of the 2019 budget is substantially complete. Special Projects • Staff has been directed to significantly increase the communication of positive news and items of interest with our social media tools and with the media. Results have already been produced in this area. • City monument signs have all been cleaned and look great. Lighting of the monument sign on Pilot Knob Road has been completed. • Staff has proposed that a corridor study be performed on the Highway 3 area through the city that may include way finding signs. A funding application has been made to the CDA that will be determined soon. BUDGET IMPACT Budget impacts vary from project to project. ACTION REQUESTED This item is for information only. If you have any questions please let me know. ATTACHMENTS: Type Description D Cover Memo 2018 Farmington Priorities FoofelAm .gtzrw �'.0�. 8 �'ri,o-r� • City of Farmington City Council and Departmental Priorities March 2018 2018 Priorities Executive Summary The Farmington City Council, department heads and staff are once again happy to present the priorities that have been established for 2018 and are already being worked on by our organization. 4 The setting of priorities is a long established -'‘ practice at both the elected and appointed levels in A-4 Farmington. The city council sets broad priorities each year to help set the direction of the organization. These broad goals are meant to continue to improve many aspects of our community today, address short term and long ' term issues and provide a roadmap for the future ' of our community. Department heads were asked to set priorities for the years 2018, 2019 and 2020 as a part of this process. Their goals were reviewed by the city administrator to ensure that they fit into the broad goals established by the city council. The goals for 2018, by department, are included with this summary report. The plans submitted by department heads have been modified by the city administrator to ensure the plans are in alignment with the city council goals and priorities. The city of Farmington as an organization has made tremendous strides the past few years. Previously ignored projects and issues were placed on the table for discussion and possible resolutions: long term capital improvement/equipment and financial plans have been developed and followed all while understanding that these issues cannot all be resolved overnight. Establishing and following plans, while communicating these plans and results, have and will continue to make this a better organization and community. These plans will be updated and approved on a yearly basis and results reported back to the city council and community throughout the year. As the city administrator I am happy to be able to do my part to help prepare today for Farmington's future. If you have any questions on this information please let me know. Thank you for your time on this important matter. 2018 2018 Priorities 2 Contents Executive Summary 1 Contents 2 City Council 3 Community Development 5 Finance 6 Fire 7 Parks and Recreation 8 Public Works 9 Human Resources/IT 10 Police 12 Administration 13 2018 2018 Priorities 3 City Council The Farmington City Council establishes priorities each year for themselves, departments and the community. In 2018 the f city council spent a day discussing the .__. following priorities for the year: } At 1. Development-Encouraging the expansion of residential,commercial and industrial properties. 2. Partnerships-Forge opportunities with existing and new partners. 3. Financial-Continue to take the steps to make Farmington a city of fiscal excellence. 4. Service Delivery-Endeavor to provide core government services at high quality levels. 5. Special Projects-The city council asked that a number of projects be completed in 2018. The city council thought it was important to spell out specifics in a number of their priority areas for 2018. Some of the specific goals/work actions are listed below. Development ✓ Continue to support the development of residential,commercial and industrial land. ✓ Continue to implement the Downtown Redevelopment Plan. Partnerships ✓ Work with the school district to understand their future plans for the two properties they own downtown. ✓ Partner with businesses,organizations and families to start to build the Rambling River Center Plaza and Schmitz/Maki Arena projects. ✓ Develop 2018 legislative priorities and share with our legislators. ✓ The liquor store will strive to increase partnerships to increase per ticket sales and look at fresh ideas to attract customers. Financial ✓ Officially approve the 2030 Financial Plan and related capital improvement plans as a part of the 2019 budget process. Special Projects ✓ Use all opportunities available to share the work that we are performing and information about our organization. ✓ Implement way-finding signs for downtown, Highway 3 and the Pilot Knob businesses districts. ✓ Refresh the monument signs at city entrances by cleaning and adding lights. 2018 2018 Priorities 4 ✓ Continue efforts to make the city an employer of choice. 2018 2018 Priorities 5 Community Development a��`im*o The Community Development _, FARMINGTON, MN Department is comprised of '� COMPREHENSIVE PLAN planning and zoning, code enforcement,economic development and building inspections/permits. The department works in unity to support safe and sustainable development throughout the community. The following strategic priorities are in place for the department for 2018-2020. 1. Complete the 2040 Comprehensive Plan. 2. Remove unnecessary barriers to development. 3. Provide efficient and effective building inspection services. 4. Promote downtown reinvestment and revitalization. 5. Identify emerging development and redevelopment opportunities. 6. Increase communications and information related to development. 7. Encourage employee growth and training. The department works closely with the city council,city administrator, Economic Development Authority and other partners on multiple development projects each year. The work associated with the development of Vermillion River Crossings and Regetta Fields; working with developers, business owners, property owners and more as a department are helping to shape what Farmington will look like today and into the future. 2018 2018 Priorities 6 Finance The following priorities have been set for the Finance Department for 2018. 1. Financial a. Work with the city council and staff on understanding city financial information and the future impact of decisions. b. Finalize and adopt the 2030 Financial Plan. c. Achieve an AA+ bond rating in or by 2022. d. Continue to track potential refunding of current debt bonds for savings to the city. e. Understand the inner workings of the tax levy calculation and its component parts as it impacts the city. 2. Development a. Ensure accounting processes support the expansion of residential,commercial and industrial properties. 3. Service Delivery a. Expand the city's acceptance of electronic payments. b. Ensure invoice accuracy for residents and communicate any errors. c. Further streamline accounts payable accounting processes. d. Understand laser fiche workflow and utilize this tool to document procedures and improve efficiencies. The Finance Department works closely with every department in the city. All of the capital improvement plans developed have a financial component and this is all coordinated through the department and the 2030 Financial Plan. 2018 2018 Priorities 7 0.161 ti FIRE-ftEs cCto Fire The fire department developed the following priorities for 2018. Or EST. 1. Develop staffing model to address vacant fire 1873 marshal duties, paid on call firefighter MINNESOTA shortage and daytime response issue. 2. Update fire apparatus response plan using the technology or our computer aided dispatching system to assign the closet unit response regardless of jurisdiction. 3. Complete a full internal review of department policies and procedures to align with city policies and industry best practices. 4. Complete specification and order new fire engine for delivery in 2019 per the Fire Department vehicle CIP. 5. Continue advanced levels of training and certification for all firefighters and fire officers. 6. Begin planning for facility upgrades to match future staffing needs and current firefighter safety features. 7. Migrate to Image Trend Elite platform, learn and utilize all of the features to improve efficiencies and maximize use of data storage. 8. Continue to implement the fire department capital equipment plans. The fire department had a leadership change in 2018. This is the primary reason behind the change in department priorities from 2017 to 2018. 2018 2018 Priorities 8 Parks and Recreation The following strategic plans have ',,,w. been established for the Parks and tr_, Recreation Department: `E ' 1. Asset and Infrastructure Management a. Complete budgeted building maintenance projects. b. Complete park improvement projects as budgeted. c. Formulate and implement a capital improvement plan for Schmitz-Maki Arena. d. Complete the parks and recreation chapter of the 2040 Comprehensive Plan. 2. Operations and Maintenance a. Improve and make more efficient the maintenance of parks. b. Complete the bike pedestrian plan through a public input process. c. Work with the city council and city administrator on department staffing issues/requests. 3. Financial Planning a. Work with the PRAC and city council to develop long term funding solutions for the park improvement fund. b. Work with the PRAC and city council on possible future recreational facility referendum. c. Work with the city council on development and funding of the Rambling River Center Plaza. d. Update capital improvement plans. 4. Inclusion a. Analyze programs and events to ensure there are diverse offerings that are inclusive to all and meet the needs of the community. b. Evaluate inventory of programs and events to determine what will continue to be offered and what will no longer be offered. c. Utilize the city's various social media tools to publicize programs and events. d. Work with the city council on developing partnerships for the construction of the Rambling River Center Plaza. 2018 2018 Priorities 9 • Public Works The Public Works Department is comprised of two main ! '"� `' divisions, Municipal Services and Engineering. Municipal "fti , Services focuses on the day to day operations and =' maintenance of the city's infrastructure including streets, water,sanitary sewer,storm water, solid waste,fleet and natural resources. Engineering supports these operations with planning and construction of capital projects along with supporting the Community Development Department in the review of new infrastructure that is part of the development. The following strategic priorities have been established for the department: 1. Policies and Operational Efficiencies-Much of the work completed by the department focuses on day to day operations and maintenance of the city's infrastructure systems and other related assets. Continue to stay informed on new issues, regulatory changes and operational and maintenance advancement that could impact operations. Specifically,for 2018 upcoming solid waste regulation changes will be implemented both where wastes must be hauled and items collected during clean up days. 2. Infrastructure Plans-Complete update to the infrastructure plans in conjunction with the 2040 Comprehensive Plan and begin a comprehensive review of the rates and fees established to support the capital projects identified in the plans. 3. Asset Management-Continue to develop a strategic approach to managing infrastructure assets. Continue to complete projects for pavement management and infrastructure repairs. Continue to perform regular preventative maintenance to maximize the life of assets. Focus on creating a set of guiding principles, metrics and best practice methods for resource allocation and utilization with the objective of better decision making based upon quality information and well defined objectives. 4. Long Term Financial Planning-Annually review and update the capital improvement program including pavement management,water system, sanitary sewer collection system, surface water management, fleet and solid waste. Perform an annual review of the rates imposed to support the city's enterprises to incorporate revisions to the CIP and other financial impacts to the operations. S. Capital Projects-In accordance with the CIP the following capital projects will be developed over the next two years: a. Develop plans and construct a new municipal well (2018-2019) b. Refurbish the Municipal Campus water tower(2019) c. Reconstruction of streets and utilities in the Westview Acres(2019) d. Construction of a new water tower(2019-2020) e. Reconstruction of the southern portion of the Prairie Waterway trail (2018) f. Fleet replacement including the rotation of the five-ton plow trucks at one per year for the next seven years and solid waste haulers 2018 2018 Priorities 10 Human Resources/IT r"---4ikklet/This diverse department has put the following priorities in place for 2018. 1. Human Resources a. Develop and implement a workforce oo 4J� plan. This plan is a comprehensive oiOgsT A PRO,- approach for the growth and development of the city's workforce;and includes employee data collection and analysis, core competencies,organizational growth, knowledge transfer, succession planning and professional development. b. Align compensation and benefits programs with relevant markets and promote understanding that the city's compensation and benefits package is a competitive tool that will drive organizational results. c. Continue to foster an organizational culture that values honesty, integrity, open communication and inclusiveness. d. Continue to leverage technology to improve HR programs and processes. 2. Information Technology a. Continue to look at outsourced IT functions to determine if it would be more cost effective and productive to bring those services back into the IT division. b. In conjunction with communication staff,transition the city's website and email addresses from ci.farmington.mn.us to farmingtonmn.gov. c. Research, recommend and implement IT solutions and changes. d. Maintain hardware, software, network and security standards to ensure a sustainable technology environment. e. Maintain the security of our systems and data. 3. Communications a. Work with the city council to update the city's brand. b. In conjunction with IT staff,transition the city's website and email addresses. c. Continue to work on the website to ensure the site remains relevant and functional. d. Continue to implement the city's intranet to provide city employees an easy use platform to access information specific to employees. e. In conjunction with the cable coordinator,continue to develop short videos to publish on the city's YouTube channel,to air on the city's cable channel and to share on social media. f. Evaluate current communication efforts for effectiveness, relevance, and cost; and make recommendation regarding what tools should be added, changed or eliminated. 2018 2018 Priorities 11 g. Actively promote communication standards to ensure city communications are cohesive and consistent with the city's brand. 4. Data Practices and Data Retention a. Provide guidance and advice to employees on handling data requests. b. Create easier access to public information by promoting paperless processes and deleting data past its retention date. 2018 2018 Priorities 12 Police The police department has the following priorities for 2018. ,4-*t& votICt 1. Personnel `• !J•' :tv a. Continue to work with the city council to implement staffing study recommendations. b. Develop five and ten year RMiNG : . ..... population projects and staffing M/NNESO'° needs. c. Work with the school district to determine potential SRO staffing needs. 2. Community Outreach a. Continue the work on communication notification plans using social media platforms. b. Develop ideas and plans allowing officers to be more involved in community programs c. Expand police/school relationship to continue developing a safe environment. 3. Facility Maintenance a. Continued identification of maintenance needs for the building. b. Examine current operating systems and determine cost effectiveness of upgrades. c. Develop a plan to increase security of building and grounds. 4. Technology a. Research new video evidence gathering technology. b. Research equipment allowing officers access to data in the field. c. Continued research on communications equipment replacement. d. Research evidence tracking programs. e. Develop an app allowing citizens an online reporting option. 2018 2018 Priorities 13 Administration The following priorities are in place for the Administration Department in 2018. ` -s°ad t 1. Strategic Planning-Ensure strategic ar< plans and priorities are updated and implemented. The plans should be realistic and in alignment with each other. Reporting back on progress of specific plans at city council �^* meetings is an important part of this priority. 2. 2030 Financial Plan-Approval and continued implementation of the 2030 Financial Plan and related capital improvement:plans. 3. Partnership Projects-Work with the city council and staff to move two partnership projects forward in 2018. These projects are the Rambling River Center Plaza and the two Schmitz/Maki Arena remodeling projects. 4. City Council Support-Work to implement the direction and goals set by the city council. In addition, researching and providing answer to group and individual city councilmember requests on an ongoing basis. 5. 2019 Budget-Work the city council and department heads to set the parameters of the 2019 city budget. The budget will take into account current and requested personnel costs, capital improvement plans, debt payments and other factors. 6. Organizational Culture-Continue to improve the culture of the organization. This will include work with the city council and Human Resources Manager looking at the different aspects of city as a place of employment. 7. Liquor Stores-Work with staff to prepare for future home of the downtown liquor store and efforts to increase per ticket sales and customer counts. 8. 2018 /ORM* City of Farmington 430 Third Street Farmington, Minnesota 651.280.6800 -Fax 651.280.6899 k...4 M,OSIwww cifarmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: City Administrator Annual Performance Review DATE: August 6, 2018 INTRODUCTION The annual performance evaluation of City Administrator David McKnight is traditionally held in August each year near his employment anniversary date of August 29, 2011. DISCUSSION Pursuant to Minnesota Statute 13D.05, Subd. 3A, the city council may go into closed session to conduct the performance evaluation of an individual subject to their authority. The city council must summarize the conclusion of the performance review at the next open meeting. The annual performance evaluation will be attended by all five city councilmembers, the city attorney and the city administrator. BUDGET IMPACT NA ACTION REQUESTED A motion should be made to go into closed session to conduct the annual performance evaluation of City Administrator David McKnight as authorized by Minnesota Statute 13D.05.