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HomeMy WebLinkAbout01.22.21 Work Session Packet CITY OF Meeting Location: FARMINGTONFarmington City Hall ■� 430 Third Street Farmington, MN 55024 CITY COUNCIL WORK SESSION MEETING AGENDA January 22, 2021 8:45 AM 1. CALL TO ORDER 2. APPROVE AGENDA 3. DISCUSSION ITEMS (a) City Council Goal Setting 4. CITY ADMINISTRATOR UPDATE S. ADJOURN CITY OF O 43o Third St., Farmington, MN 55024 FARMINGTON © 651-28o-6800 i O Farmington M N.gov TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: City Council Goal Setting DATE: January 22, 2021 INTRODUCTION Each year as a part of the city council goal setting work session I ask department heads to include their priorities for the year to help the city council with your goal setting. DISCUSSION Department heads and leadership staff have developed priorities for 2021. Based off of discussions with some of you in late 2020, department heads have listed their top four priorities and a fifth, stretch, priority. Staff members can review these issues with the city council at the work session if that is the wish of the city council. BUDGET IMPACT NA ACTION REQUESTED Review the priorities of department heads and provide and feedback as appropriate. ATTACHMENTS: Type Description D Cover Memo 2021 Department Priorities CITY OF O 430 Third St., Farmington, MN 55024 FARMINGTON © 651-280-6800 FarmingtonMN.gov �p Date: January 12, 2021 To: Farmington City Council From: David McKnight, City Administrator RE: 2021 Department Priorities/Goals Each year department heads develop priorities/goals for the upcoming year. For 2021, after discussions with a few of you, I asked staff to develop four priorities/goals with the instruction for these to be visions and not tasks (as much as possible) and one stretch priority. The priorities/goals for each of the department are listed below. I made adjustments for wording, brevity and format. Each individual staff member can share specifics on their priorities. The stretch goal is item number five in italics under each department. Administration 1. Conduct an organizational structure review, including the potential need of an assistant city administrator position in 2022. This item will also include the recruitment of the new Parks and Recreation Director and Municipal Services Director. 2. Emphasis with city staff on professional development throughout the organization for all staff. Set the example for city staff including starting the process of attaining credentialed manager status through ICMA. 3. Complete review of liquor operations including staffing, locations, financial health and more. 4. In-depth review of 5/10 year financial plan and infrastructure plans with the city council with the intent of obtaining full support for both. 5. Review of social media use and goals with the city council, communications and city leadership staff to improve Farmington's image in this area. Communications 1. Refresh and organize the city intranet page including highlighting new hires, retirements and staff milestones. 2. Emphasize the work city staff is doing in city communication materials 3. Develop opportunities to highlight the Farmington business community. 4. Create more engaging marketing materials for various departments and boards/commissions. -1- 5. Engage more artists in our community so we can share their work and encourage partnerships. Community Development 1. Remove all unnecessary barriers to development in Farmington. 2. Promote downtown reinvestment and revitalization. 3. Identify emerging development and redevelopment opportunities. 4. Increase communication and information related to development. 5. Create a direct touch with every Farmington business. Finance 1. Ensure that all actions taken by the city either maintain or improve the city bond rating. 2. Completion of a successful 2020 audit process with the addition of the CARES Act audit. 3. Continue to improve the budget process for 2022. 4. Maintain a laddered investment portfolio for the city to maximize returns. 5. Work to expand the city's acceptance of electronic payments. Fire 1. Research new technology and implement necessary procedures to prevent firefighter cardiac and cancer issues and provide emotional wellness. 2. Enhance community outreach and communication efforts. 3. Review organizational structure including staffing needs and paid on-call compensation. 4. Evaluation of current certifications,training requirements and training facility needs. 5. Develop current and future station needs and location assessment. Human Resources 1. Make employee experience and organizational priorities. 2. Ensure our performance management system works well. 3. Complete onboarding project in 2021. 4. Successfully complete union contract negotiations for all four contracts in 2021. 5. Evaluate the efficiency of our current recruiting system and compare to other potential vendors. IT 1. Develop an IT Strategic Plan along with IT policies for the city. 2. Provide modern remote work options for staff that promote communication, collaboration and security. 3. Work towards a lean IT budget accurately accounting for both reoccurring and future software, hardware and projects. 4. Ongoing documentation of the city's IT infrastructure and systems. 5. Seek out opportunities for expansion of Farmington's fiber network. CITY OF O 43o Third St., Farmington, MN 55024 FARMINGTON 0 651-28o-6800 FarmingtonMN.gov Liquor Operations 1. LED sign on Elm Street if we stay in current location. 2. Open both stores full-time. 3. Shelving for office at Pilot Knob store. 4. Look into new downtown location. S. Shelving for wall at Pilot Knob store. Municipal Services 1. Evaluation of fleet and equipment for departmental efficiencies. 2. Pursue cross training opportunities to ensure multifunctional staff. 3. Evaluate and revise snowplow strategy to expedite clearing of streets and downtown. 4. Review the new Well #9 structure. 5. Evaluate the viability of securing a water filling station for contractors. Parks 1. Provide and maintain city parks, trails and facilities at the highest level possible in order the meet resident expectations. 2. Ensure equipment, vehicles and technology are maintained and/or replaced in a timely manner in order to achieve increased efficiencies in the department. 3. Deliver great recreational programs and events that continue to build a sense of community. 4. Engage the community in parks and recreation department activities and planning with tools such as surveys, social media, city website and city publications. 5. Include funding in the 2022 budget to increase staffing in the department so it can more proactively respond to daily operations, maintenance and programming needs. Police 1. Continue the work on success planning for the significant leadership turnover that will occur in 2024. 2. Maintain the focus on overall department wellness program. 3. Continue to raise the general level of professionalism throughout the department. This is not about department conduct, but rather updating the department mission, vision and value statement to more accurately reflect who we are as a police department. 4. Preparation for spring social justice issues. -3- S. Conduct a supervisory retreat for the department, including the development of future police department leaders. This will become an annual event but is dependent on a number of issues in 2021. Public Works 1. Policy and operational efficiencies across the entire department. 2. Continue to develop a strategic approach to asset management including fleet, projects, streets and more. 3. Support development in the community through plan review, code update, infrastructure development (water tower) and advocating our needs with our government partners. 4. Annually review and update capital equipment program and financing opportunities. 5. Expand our communication and education efforts in the community.