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HomeMy WebLinkAbout12 05 11 City Council Work Session MetricsExhibit A 2012 BUDGET INNOVATION, COLLABORATION, PRIMARY SERVICES & PERFORMANCE MEASURES Department Primary Services Performance Metrics Performance Metrics Dept Goals Potential Opportunities for Potential Opportunities for (City) (Internal) Innovation or Creativity Collaboration Administration     Recommend organizational S tatus in achieving 2030 Vision goals Electronic City Council agenda pac k- Water management consolidation goals and implement in acco r- and objectives and City Council dire c- ets  IT consolidation dance with policy direction of tives annually  Kaizen events on hiring of seasonal City Council employees  Provide supervision and decision making in implementation of day - to - day operations. Building Inspe c-       Building inspections Number of residential home permits Cartegraph Timesheet info r- Perform all building inspections Laptops for field personnel Collaborate with county assessor to  issued mation within 24 hours of request  assist with inspections. Plan review Changeover to Cartegraph tim e- tion/Code E n-      Number of commercial permits issued Average response time to Perform plan review per esta b- sheets Mutual aid agreement with Scott Code enforcement inspections forcement  perform building permit i n- lished department guidelines County, New Prague, and Savage for Number of renovation permits issued spections and plan review  building / electrical inspection.  Code enforcement inspections Number of code enforcement co m-  Number of code enforc e- of all complaints within 48 hours plaints /resolution ment viola tions by type of initial complaint  Dollar value of permits issued  Archiving and closing out  Platted l ot inventory projects with in one year of  Number of erosion control inspections completion. Central Garage     Provide maintenance of all v e- Annual maintenance cost per vehicle The fleet departments Scott Co., S a- Continue to evaluate joint purchasing hicles and equipment in the City type. vage, Shakopee, and Prior Lake uti l- of equipment with neighboring fleet  ize many parts that are the same. communities. Work with Savage to Annual usage in miles.  Working with these entities, the determine the feasibility of providing Purchase of new / replacement  Gallons of fuel consumed. fleet department will explore a ce n- police vehicle set - ups. vehicles and equipment tralized purchasing concept to take  Refurbishing equipment advantage of volume and reduced  New vehicle set - up prices. Communications     Website, web streaming, ele c- Track website using Google analytics Work with Finance Department to Explore a joint powers agreement tronic newsletters and other o n- benchmarking (number of si te visits, integrate online eBill or EPayments with Burnsville, Savage, Shakopee line communications tools number of hits) system with the City website for uti l- and other Scott County cities that   ity payments. This may lead to co l- would allow communicators to help Print media, publications, ph o- Include a customer survey with Wav e- lection of additional fees online for each other during crisis, illness or e x- tography and advertising length in 2012 and assess feedback licensing, recreation and more. tended vacations   Media relations, public rel a- Track number of users, costs and time   Implement a new auto email notif i- Work w ith other cities/county to e x- tions, social media and marke t- associates with social media sites like cation system using a “Cron” job, a plore how to develop “apps” as ing Facebook and Twitter pre - canned email that would let the communications tool   Cable Channel (PLTV - 8 ) pr o- Seek out view er information related to subscriber know when the City of gramming and production PLTV - 8 use, demograph ics, users from Prior Lake video web page has been Mediacom and Integra updated. It’s inexpensive and “hands off”  Research the potential for creating an ipod/ipad/android app for City news and announcement. 1 Department Primary Services Performance Metrics Performance Metrics Dept Goals Potential Opportunities for Potential Opportunities for (City) (Internal) Innovation or Creativity Collaboration Community       Review all land use develo p- Number of development applications Response t ime to inform a- Provide initial review comments Utilize the website to provide i n- Work with City Attorney, Finance D e- ment applications (total and by category) tion requests on all complete land use deve l- formational handouts on zoning partment and Engineering to develop Development    opment applications within 10 questions. This will enable us to an up - to - date lett er of credit format Promote and guide develo p- Number of new lots created through Processing time for deve l- business days provide more timely information to for use in developments. The current ment within the City in co m- platting process opment applications  customers. format does not seem to comply with pliance with the Comprehensive   I dentify top 3 potential co m- Number of vacant, buildable re side n- Positive customer satisfa c- current banking practices. Plan and the 2030 Vision & Str a- mercial and industrial develo p- tial lots tion results  Time track on cartegraph to dete r- tegic Plan ment sites ; determine steps to  make these sites shovel ready mine actual time spent on applic a- Upgrade City Ordinances to r e-  tions to determine appropriate e s- Respond to all requests for i n- flect current industry standards crow amounts. and state statutes formation within 24 hours of r e- ceipt of request  Update Comprehensive Plan as necessary to comply with r e- vised Met Coun cil System Statements Economic       Implement goals & objectives Number of business expansions and/or 20% success rate for business Assist at least 3 businesses to High speed bandwidth to support Work with SCALE, Dakota - Scott WIB, for economic development in new development expansion and development expand or develop in PL economic development higher education, telephone and c a- Development the 2030 Vision & Strategic Plan  (based on list of inquiries)   ble service providers, SMSC and ot h- Number of jobs created and/or r e- Assist at least 30 jobs to be City viewed as center of small bus i-  ers to achieve ED objectives tained Living wage jobs created or created and/or retained ness incubation and high technology  retained for each business  Number of businesses / residents Secure business incubator space expansion/development served by fiber network.  Begin deployment of a fiber   Begin to incubate new bus i- Number of businesses participating in network system ness growth incubator. Emergency       Emergency preparedness Number of EOC members with NIMS Cost of siren maintenance Be prepared for manmade or Upgrade of siren system to acco m- Working with other m unicipalities training.  natural disasters which are modate available band width. and County to provide training. Effectiveness of EOC tools Management  most likely. Number of Table Tops offered. in emergency. Engineering       Reconstruction project planning, Number of excavation permits issued Cartegraph timesheet info r- With one year under our belt In 2012 we will begin to use the Combining Engineering and Inspe c- design, and construction  mation with AutoCad 3D software we Cartegraph time sheet data to make tions departments . Will put erosion Number of Right of Way permits i s-  should be able to deliver the d e- better decisions. The data will pr o- control under one roof and should Engineering review of new d e- sued sign by April 1, 2012 vide insight that can be used to find improve erosion control effectiv e- velopment proposals  Number of driveway permits issued  areas where we can become more ness.  Meet the plan review deadlines Transportation planning  Number of traffic safety requests efficient. as set by Planning  Permitting  Number of additional lots created by  Lapto ps for field personnel.  Work to enhance the TIP to o f- platting fer better data for city council  Number of miles of street constructed members to make more i n- or reconstructed formed decisions  Dollar amount of projects led by Eng i-  Two day turnaround on permit neering Department requests Finance       Long - range financial planning Number of utility customers Number of electronic tran s- Implement investment software Automate processes for Staff such Utility Billing and Public Works staffs   actions  as Accounts Payable, Benefits, etc. meet each month to review internal Budget Development Per - capita data comparisons (Property Implement 8 ½ x 11 utility bills,  Implement online statements and communications and customer se r-  taxes, Programs, Debt, etc.) ACH payments (Vendor and e - statements and online pa y- Annual Financial Audit payments for Utility Billing. vice needs. CURRENT METRICS: Utility Billing) ments  Investment Management    Plan to meet with City Staff to discuss Aa2 Bond Rating E - Statements (Utility Billing)  Debt Management and gather feedback on the selection  45% General Fund Reserve Balance  Utility Billing and implementation plans of a new  Lowest City Property Tax Rank in Scott  Licensing financial system. County  Elections  Plan to meet with staff f rom Scott  100% Funded Fire Relief Association  Purchasing Policies County and neighboring cities to co n- Pension sider additional options associated  97% Investment Position of All City with a new financial system. Funds  60/40 Percent Property Tax Ratio 2 Department Primary Services Performance Metrics Performance Metrics Dept Goals Potential Opportunities for Potential Opportunities for (City) (Internal) Innovation or Creativity Collaboration Fire       Fire prevention ISO Fire Ranking Number of firefighters Evaluate ISO Report upon co m- Develop a time/attendance profile Meet with Adm inistration, Police ,    pletion to obtain lower insu r- on each firefighter from emergency Building Official/Department to di s- Fire suppression Number and type of fire calls Number of pieces of equi p- ance rates for Residents and run and training sheets to be used cuss development of a Fire Inspe c-   ment by type. Rescue Average response time Business. for performance evaluations and tion program.  budgetary information.  Monitor and evaluate response Working with SCALE and Scott Cou n-  times for efficiencies Evaluate Equipment Replacement ty Fire Chiefs to investigate shared  vs. Refurbishment for 2013. services and Equipment and Joint Track Emergency Response by Purchasing possibilities. category for City Council R e- ports and other reports as needed. Grants       Search for grant opportunities Number of grant applications per year Number of grant applications Find and write at least one Establish time tracking system using Work with SCALE to identify potential to support city goals and obje c-  for each department grant application to assist Cartegraph to track amount of time grant applications to further SCALE Dollars received via grants tives, and in providing services Recreation in delivering a se r- spent on grant writing, management goals  Program enhancements occa sioned by  vice, either to Club Prior or administration, etc. Write grant applications for all grants. youth projects city departments  Manage and track grant applic a- tions Natural R e-     Forestry Public trees planted Funding of natural resources The city continued efforts to collab o-   projects is fairly dependent on grant rate with the SMSC on the compost Natural area planning Diseased trees removed sources funding , “ Shovel Ready” projects program and Pike Lake Park.   Management of native and i n- Vehicles using compost drop - off will be developed in 2012 that will vasive species make applicat ions more compet i-  Shoreline/Wetland Manag e- tive. ment Parks      Maintenance of all park facilities Acres of parks Number of Parks (by type) The Parks division is going to start The City began the facilitation of a    applying Round – Up to all fence group to evaluate the use of athletic Trail and Sidewalk maintenance Miles of Trails and Sidewalks Miles of Trails lines, monuments and wood chip facilities in Prior Lake and Savage and    Tree Program Average Trail Condition Index (Future Miles of Sidewalks beds where applicable which will determine potential future needs. with Cartegraph Implementation)  Number of trees planted significantly reduce the amount of The City will also be working with the time spent weed whipping these Wensman Home Ow ners Association areas. for maintenance of boulevards and  island in the Jeffers Pond area. The Parks Utilization Study will also  be completed in 2012. Modific a- Joint efforts with County and Three tions to the Parks Equipment R e- Rivers Parks District on County parks. placement Plan will be ma de to be t- ter align with the needs of the community. Personnel     Personnel recruitment Personnel recruitment (turn - over The Health Task Force (or Labor The Health Insurance Task Force will take on a new objective to look at options to further refine our  rates, reason for separation) Management Committee) is an exe r- Contract negotiations health plan structure and ultimately transition to a  cise in facilitation and collaboration  Contract negotiations (labor peace – Salary and benefits manag e- defined contribution plan. We will also look into p o- across employee groups within the length of contracts, # of grievances ment tential incentives for converting to higher - deductible City. There is employee represent a- annually, # of mediation/arbitration  Organizational structure and plans, such as using buy down of sick leave to provide tion from nearly every employee required employee development start up funds for individual HSA or VEBA accounts. group. It is providing value in educa t-  Sa lary and benefits management (pu b-  Employee orientation This part of the incentive discussion will include the ing employees about their health i n- lic and private market comparisons) potential for converting from traditional sick / vac a- surance and identifying more cost -  Organizational structure and deve l- tion leave to PTO. The goal would be to reduce the effective plan options. opment (#of personnel compared to severance compensation liability, reduce o verall a c- other similar service providers; turn o- crual levels, streamline administration and ver rates) sick/vacation, and direct the City’s limited benefit do l- lars to the benefits that employees find most valuable (health insurance). Any new plan will have to be n e- gotiated with employee groups in the 201 2 contracts. 3 Department Primary Services Performance Metrics Performance Metrics Dept Goals Potential Opportunities for Potential Opportunities for (City) (Internal) Innovation or Creativity Collaboration Police      Enforce state/local laws Uniform Crime Report Part I and Part II Provide a regular Police activity The Police Department has always The Police Department will explore  Crimes report to the City Council. been and will continue to identify assigning a specific officer to work Crime prevention  processes and/or programs that i m- more closely with the code enforc e-  Calls for service/ICRs Traffic safety prove service delivery or continue ment officer for the City. We should  Arrests/number of case filed opened  Respond to citizen calls for se r- the services at a reduced cost to the be able to improve the efforts of the by Scott Joint Prosecution vice citizens of Prior Lake. In 2012 we code enforcemen t officer by having a   Traffic citations Assist in the prosecution of v i- will be focusing our efforts on i m- police officer follow up on addresses  Reported accidents olators proving our levels of traffic law e n- identified by code enforcement and   Park Patrol Inspections of City properties forcement. We will be using more have them work together for speedy directed patrol assignment, specif i- resolution. cally on over - lap days. We will also be redesigning the layout of one of our squads and have a true “Class B” vehicle for officer’s use (we will be removing the light bar and push bumper from one of the Dodge Chargers). Recreation     Affordable and organized Track revenues and expenses by pr o- Seek out more sponsorships to pay Since the Teen Hangout program is recreation programs for all ages gram with a goal to have programs for bands for Concerts in the Park growing, and Club Prior does not that encourage residents to get 75% funded by revenues. series, or to sponsor other pr o- provide gym space, the City will be out and use the parks and other  grams. Explore the prospect of sel l- working with Community Ed ucation Assess number of participants (often recreation facilities within the ing advertising in Wavelength and and the YMCA to create “Middle these events are free to the public so City. /or website to fund community School Mania” utilizing the YMCA participation is based upon esti mates.)  events and various summer pr o- space. The YMCA will let the City use Community event that foster a  Provide statistics on field grams. their facility and some staff, free of sense of community engag e- usage/availability. charge, every Friday from 2:30 pm - ment, pride and small - town feel.  Assess number of participants using 5:30 pm during the school year. The  Par k facility and athletic field facilities compared to the supply and City will provide one way transport a- scheduling and coordination of staff expenses. tion and Community Education will services with Maintenance. supply additional staff, registration  Oversight of beach , skate park, and a small fee that will help with community gardens and war m- staffing and supply expenses. The ing house. City will also be looking into grant opportunities to cover the busing e x- penses. Busing will only be $2.25 per participant. We think this is a great way to collaborate to utilize existing resources and expand a program that gives middle school students a s u- pervised, constructive and fun way to spend after school time. Streets      street sweeping Miles of Streets Number of full scale plowing In 2012 the Street Division will utilize The Street Division collaborated with   events its existing winter de - icing applicators the City of Savage in 2011 with some snow and ice control Average Pavement Condition Index  to apply dust control to the 2.5 miles minor street repairs. In 2012 we plan Cost of snowplowing / mile  asphalt overlays of existing gravel roads. This will r e- to expand these efforts with the use   Tons of salt used seal coating duce costs by eliminating the use of a of Prior Lakes asphalt mill and ta n-   Gallons of anti - icing product crack sealing sub - contractor and existing equi p- dem trucks and Savages asphalt pa v- used  sidewalk repair, ment. The y will continue to evaluate er and large pneumatic steel drum  Number of signs maintained  street light repair, and adjust application of ice control pavement roller.  Miles of streets overlaid  street sign inventory, install a- products to minimize usage t hus r e-  Miles of street preventative tion and maintenance. ducing costs and minimizing impacts maintenance to surrounding water bodies.  Number of signs maintained 4 Department Primary Services Performance Metrics Performance Metrics Dept Goals Potential Opportunities for Potential Opportunities for (City) (Internal) Innovation or Creativity Collaboration Technology     Hardware and software acquis i- Tech or consultant hours and number Upgrade and replacement of cu r- The City will collaborate with Scott tions and type of requests rent finance software with a new County to fully integrate our network   platform that integrates across all into the county system. The county Hardware and software support Maintenance and failure records of divisions will host all of our data, provide help  equipment Network management  desk support, provide all network Implement a mechanism to deliver management, on - site support, disa s- agenda and other materials ele c- ter recovery and backup. The City tronically to the City Council will convert to Microsoft Office e n-  Proceed with a full i ntegration of terprise licensing which will bring the City’s network into County system City technology to a level that has (cloud) been long - deferred organization - wide, and set us on a course to mai n- tain that level of serv ice. This coll a- boration utilizes the fiber interco n- nect and establishes a business mo d- el the county can use to offer similar services to other Scott County co m- munities. Further, the collaboration will allow both entities to manage the costs of future sof tware by utili z- ing platforms each already ha s in place and saving some development, licensing, and/or management costs. These could include Cartegraph, permitting software, VoIP alternative, and financing software. Transit     Provide express commuter se r- Number of express service riders Village Market presently provides a Work with Scott County and the City vice to downtown Minneapolis  weekly trip for seniors to the gr o- of Shakopee to develop a mainte n- Cost per rider  cery store. I intend to try to partner ance and use agreement for the new Provided summer local circul a-  Number of bus routes with Village Market in providing that Marshall Road Transit Station. tor service service. We have the buses, so we  Work with SCALE Partners on may be able to split the cost of the Unified Transportation, Land drivers with Village Market. This Use, and Economic Develo p- should drop cost s for both. ment Plan. Water      WTF operation The City has been working on two Work with SMS C to evaluate pote n- Gallons of potable water produced Gallons of raw water  pumped  initiatives to better manage the w a- tial shared source, treatment and Miles of Watermain Distribution system mainte n-  Number of water main ter system. Work will continue on storage of additional water supply. ance breaks repaired accounting of bulk water usage to  Locates  Number of locates co m- more accurately reflect potable w a-  Wellhead protection pleted ter usage and water loss calcul a- tions. Work will also continue on a new water metering system inclu d- ing 2 - way communication with users allowing for more management of water use on an individual basis. 5 Department Primary Services Performance Metrics Performance Metrics Dept Goals Potential Opportunities for Potential Opportunities for (City) (Internal) Innovation or Creativity Collaboration Sewer      In 2012 staff will evaluate the colle c- Work with surrounding entities to Maintenance of 40 lift stations Miles of sanitary sewer Miles of sewer cleaned    tion system for I/I to optimize the share r esources such as the Jet/Vac Maintenance of sewer colle c- Volume of waste discharged to Miles of sewer televised  tion system MCES use of funds set aside for reducing truck. Number of lift station  Number of Lift Stations alarms water inflows into the system. Water Quality      Infrastructure system optimization: P ond sediment phosphorus seque s- Maintain regulatory co m- Volume of ponding / # of ponds Water quality structures  pliance inspected 2012 staff effort will complete the tration: 2012 budget proposes to Number of water quality structures    Development Reviews $/lb of - Phosphorous R e- water quality utility mapping and study the potential methods to limit Miles of Storm Sewer  moval Support of engineering d e- asset tracking system . The first use anoxic phosphorus leaching in pond  signs $/Ton - sediment Removal of the system will be to plan the sediments by using aluminum, iron or  Flood protection 2013 water quality system mainte n- calcium based products to cap and  Inventory and Inspection ance and retrofit project. 2007 - inactivate phosphorus in pond sed i- of water quality stru c- 2011 operations and maintenance ments thus incr easing the total eff i- tures costs will be used to provide a track ciency of the existing pond system. record to project long term system This project would collaborate with operation and replacement costs. the PLSLWD, SWMO, UMN, and the City of Prior Lake Water Quality Util i- ty bring in grant funding and share results with other metro area cities. 6