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Home My WebLink About04 25 2016 Personnel Plan and 2030 Comp Plan Report Phone 952.447.9800 / Fax 952.447.4245 / www.cityofpriorlake.com 4646 Dakota Street SE Prior Lake, MN 55372 CITY COUNCIL WORK SESSION REPORT MEETING DATE: APRIL 25, 2016 AGENDA #: 1 AND 2 PREPARED BY: FRANK BOYLES, CITY MANAGER PRESENTED BY: FRANK BOYLES AGENDA ITEM: 1. PERSONNEL PLAN 2. 2030 COMPREHENSIVE PLAN FORECAST ADJUSTMENTS (SMSC) INTRODUCTION: The purpose of the report is to provide background information on each of the work session agenda items for April 25th. Agenda Item 1 – Personnel Plan The 2040 Vision and Strategic Plan under the “Effective City Resources” vision element states “Prepare and receive approval for a personnel plan which promotes recruitment and retention of highly capable, productive and customer oriented staff throughout the organization.” As council is aware this has been an objective for more than a year. Under the leadership of Lori Olson and with the assistance of each department head, the personnel plan has been prepared for your review and input. In the next five years, the plan focus is to accomplish the following:  Identify forces which influence the number of personnel needed to deliver existing service levels.  Articulate the range of services delivered by each department.  Enumerate the current status of service delivery by department.  Predict future changes in service types and service levels.  State the number and classification of personnel needed to address service levels over the next five years.  Discuss recruitment and succession challenges. Of course this is our first effort as such a plan. W hile we did reach out to other cities through League of Minnesota Cities and search the internet, we found very few examples of this sort of comprehensive planning that links personnel to city service delivery. The staff would appreciate City Council feedback in at least the following areas:  Considering the entire document, is this what you expected?  Is there anything missing from the document that you expected to see? 2  Is there anything contained in the document which is not helpful? Lori Olson will present a PowerPoint on this subject. Following that, staff would appreciate feedback on the above questions. We are confident that this is a good first draft which can become even better over time. The City Council can help us toward this goal by providing their observations. Agenda Item 2: 2030 Comprehensive Plan Forecast Adjustments – SMSC The City Council previously directed that the city staff submit an amendment to the city’s comprehensive plan to delete the land, population and employees associated with the SMSC communities and its various commercial entities. The reason for the deletion is that federal law precludes the city from exercising zoning control over SMSC property placed into trust. In accordance with council direction we contacted the Metropolitan Council regarding this proposition. They initially suggested that we include any amendment in our 2040 comprehensive plan update. More recently at a meeting involving Shakopee, SMSC and Prior Lake staff, we talked about this effort. We learned that Shakopee intended to take the same action and spoke to the Metropolitan Council as well. Later the SMSC contacted the Metropolitan Council. One of their objectives was to advise the council that they support being removed from each communities comprehensive plan. They also clarified that whenever they purchase land in fee that they intend to place it in trust. This explanation helped Metropolitan Council staff to understand our claim that any SMSC land in fee or trust be removed from the city’s comprehensive plans. After numerous meetings between the three parties, we have agreed to an approach and specific numbers by which the Prior Lake and Shakopee comprehensive plans should be reduced. Dan Rogness has prepared information he will share with you at the work session illuminating both the methodology and the numbers and how both will affect our comprehensive plan. As a result of these changes, the SMSC Properties are treated more as a city than it has heretofore have been. This was another great example of cooperation between the SMSC, Shakopee, Prior Lake and the Metropolitan Council. Making comprehensive plan changes in this fashion saved each of the entities time and money. At the same time it facilitated agreement rather than discord as the Metropolitan Council worked hard to hear city perspectives and reflect them in their numbers. Personnel Plan 2016—2021 April 25, 2016 Personnel Plan | 1 TABLE OF CONTENTS Introduction ………………………………….................................................................................................. 2 Values ………………………………………………………………………………………………………………………………………… 3 Methodology ……………………………………………………………………………………………………………………………… 4 Overview of Current Staffing ……………………………………………………………………………………………………… 5 Organizational Chart ………………………………………………………………………………………………………………….. 7 Department Profiles: Public Works ……………………………………………………………………………………………………………………….. 8 Police …………………………………………………………………………………………………………………………………… 14 Fire ………………………………………………………………………………………………………………………………………. 17 Engineering/Inspections ………………………………………………………………………..…………………………….. 20 Community Development …………………………………………………………………………………………………….. 24 Finance ………………………………………………………………………………………………………………………………… 26 Administration ……………………………………………………………………………………………………………………… 29 Retention and Recognition …………………………………………………………………………………………………………. 31 Conclusion ………………………………………………………………………………………………………………………………….. 31 Personnel Plan | 2 INTRODUCTION The personnel of the local government organization of the City of Prior Lake provide essential services to 25,325 residents over approximately 19 square miles in 2016. In addition, the inhabitants of Spring Lake Township to the south, Credit River Township to the southeast, and the Shakopee Sioux Mdewakanton Community (SMSC) receive select services from city staff. Prior Lake is a growing, desirable community comprised primarily of residential development and appealing natural resources. The Metropolitan Council forecasts that Prior Lake will grow from 22,700 to 40,000 people and from 5,645 to 16,000 households between 2010 and 2030. But cities do not grow solely in terms of population or households. Instead, they concurrently expand upon multiple axes. Among them are: streets, sewer, water, parks, trails, sidewalks and municipal buildings, to name a few. This amalgamation of people and commodities are served by municipal employees together with equipment, supplies and training. The fact that the general fund budget is dominated by personnel costs, growing from 50% to 70% of the total budget in recent years, confirms planning for personnel is critical as the city grows. The population of Prior Lake is expected to grow by approximately 7% over the next five years. This personnel plan is designed to identify what functions the city currently performs (both direct service to residents and the administrative functions that support those direct services) and to address the personnel needs required to meet the anticipated growth. This plan projects the staffing needs and anticipated service levels through 2021 and will be revisited annually to adapt to the evolving needs and expectations of the community. 25,325 25,715 26,170 26,625 27,145 0 5000 10000 15000 20000 25000 30000 Population in Thousands Ye a r Population Projections 2020 2019 2018 2017 2016 Personnel Plan | 3 The objectives of the plan include:  Informing annual budgetary discussions and decisions  Forecasting future demands for service;  Identifying the resources required to perform functions in the future;  Providing metrics to analyze the cost-benefit of staffing levels; and  Addressing succession planning and retention programs. The preparation of this plan is mandated in the 2040 Vision and Strategic Plan in recognition that it is only through city staff that the majority of the city’s responsibilities are accomplished. This five-year document is to be incorporated into the city’s capital improvement program. It will updated each year contemporaneously with that document and will inform the preparation of the operating budget and related documents. VALUES Values represent the core priorities and help intentionally guide the culture of an organization. This personnel plan was crafted with five values in mind to drive our priorities and decision-making. The framework for the personnel plan are based on the values below: Data-Driven Personnel decisions will be based on transparent metrics and defined needs for services. Innovative Employees will seek creative solutions for providing services that are cost-effective. Efficient The City will leverage every opportunity to provide efficient services at a good value for tax dollars. Customer-Oriented Interactions with the public will be “can do,” respectful, solution- focused and timely. Excellence Employees will uphold the highest standards of integrity and provide high quality city services. Personnel Plan | 4 METHODOLOGY The most important principle behind the methodology of this personnel plan is data. Rather than provide anecdotal evidence as justification for staffing increases, we purposefully examined several data points to develop quantifiable metrics to support our requests. Linking services levels with staff production and output is critical for accountability and the appropriate use of tax dollars. As such, the items laid out in this plan are not a “wish list” but, rather, a thoughtful, data-driven approach to staffing resource needs. As this plan is reviewed annually, the metrics will be evaluated to assess our progress toward performance and service expectations. This document is also based upon an assessment of our strength, weaknesses opportunities and threats (SWOT), a common strategic planning tool that evaluates an organization’s current situation and ability to effectively address changes in the environment. Examining the city’s external and internal contexts helped inform the strategies and personnel requests outlined in this plan. Below are the factors we identified for each element of the personnel plan’s SWOT analysis: Strengths Weaknesses  Tenure of workforce  High retention rate  Balanced age spread of workforce  Culture of teamwork  Loyal, customer-service oriented employees  Pay and benefits on par with other cities  Desirable community  Pride in services delivered  Solution orientated  Tight job market for recruitment  Increased demand for services within budget constraints  Few promotional opportunities  Lack of diversity  Dated or no technological systems  Inability to reward/recognize employees  Little funding/time allocated for employee training and staff development  Public’s lack of understanding of what local government does Opportunities Trends  New leadership brings experience and ideas from other municipalities  Workforce that wants to learn and be challenged  Collaboration with surround communities  Partnership with SMSC  Community volunteerism and strong neighborhoods  Social media  Growing demand for quick, digital information and interactions  Aging and diverse population  Technology, remote and mobile workforce  Polarized political climate  Millennials entering work force and adapting to their expectations  Increased emphasis on work/life balance  Employees changing jobs more often Personnel Plan | 5 OVERVIEW OF CURRENT STAFFING Over the years, the city of Prior Lake has had a conservation organizational philosophy that sought to minimize the growth of staffing levels. This fact is confirmed by comparing Prior Lake staffing levels to comparable cities (e.g., Savage has a 2016 headcount of 118 employees and White Bear Lake has 126 FTEs). The city uses the strengths of its staff across organizational boundaries by job-sharing and cross- training to ensure an efficient, lean workforce. Other techniques like seasonal employees, part-time FTEs and consultants have been adopted to address the workload while moderating total FTE levels. However, like many municipalities during the great recession (2008), the city was forced to reduce staffing by eliminating positions and implementing hiring freezes while the economy slowly worked itself out. Subsequent years have seen a modest uptick in staffing levels, but the pace of that hiring has not kept up with Prior Lake’s growth. The chart below demonstrates the disparity. The impact of this inequity has now put the City in the difficult positon of limiting services, deferring maintenance and over-taxing current staff. The next five years will be critical in defining the future of government services for the residents of Prior Lake. Over the last 8 years, the city’s population has grown by 10.5% and staffing levels by 3.2%. The city of Prior Lake as an organization is in a unique situation. Unlike other municipalities, we do not face a mass exodus of baby boomers. In fact, the age of our workforce is rather evenly spread, which will 25,325 24,911 23,754 22,796 22,917 90.6 89.1 87.4 82.4 87.8 82.0 84.0 86.0 88.0 90.0 92.0 94.0 96.0 98.0 100.0 21,500 22,000 22,500 23,000 23,500 24,000 24,500 25,000 25,500 26,000 # o f F T E ' s Po p u l a t i o n 2016 2014 2012 2010 2008 Population and Staffing Personnel Plan | 6 help with turn-over rates and maintain experience and historical knowledge in the near future. The Police Department experienced a series of retirements in 2014 and 2015, almost 1/3 of their resources, but is now fully staffed. Having noted that, the city does face retirements in several key, department head positions in the next five years. Succession planning, organizational structure discussions and other analysis will be critical in the next two years to plan for the future of the city and meet the demands of growth. The current organizational chart is attached. By 2021, the City’s workforce will be evenly spread, with the majority of employees aged 40-59. The current city staff organizational chart is on the next page. 35% 50-59 27% 40-49 19% 25-39 11% 60-67 8% 67+ Age of Workforce by 2021 50-59 40-49 25-39 60-67 67+ City Manager Frank Boyles Accountant Catherine Amus Captains FS 1 J. Gibbish J. Machal R. Prekker Captains FS 2 M. Kilanowski J. Zieska Firefighters FS 1 D. Ahmann M. Banyal T. Barta J. Beck C. Blade S. Burfeind L. Choudek T. Fink M. Friedrich T. Joachim B. Kraus J. Kruse M. McLarty D. Nelson R. Saatoff L. Schommer D. Seery K. Sowieja N. Truso A. Wolfram E. Zimmerman G. Zuspann Fire Chief Doug Hartman Patrol Officers Conrad Adelman Lyndsey Ayers Rick Denmark Rob Freiberg Duane Goldammer Craig Johnson Scott Johnson Chad Mager Dan Olson Chris Schaefer Jake Snyder Nick Elenz Jonathan Cassman Rebecca Evers Ben Erickson SMSC Liaison Steve Griffin ISD 719 Liaison Matt Nardo* Sergeants Tom Kahlert John Stanger Brad Cragoe Darcy White Community Service Officers Vacant* Police Chief Mark Elliott Records Clerks Jacinta Heinzmann* Kathy Olson Cheryl Ostlie Diana Schultz* Records Supervisor Cindy Kline Detectives Josh Rozga Adam Boser Community/Economic Development Director Dan Rogness Finance Director Don Uram Firefighters FS 2 M. Adams S. Bachmann J. Bischoff T. Braatz D. Chard M. Crowley C. James R. Kathan K. Lofald D. Misgen M. Pribble R. Van Curler M. Wiskow P. Yttreness J. Zieska Community Development Casey McCabe Development Services Assistant Sandy Woods Code Enforcement Officer Dale Stefanisko Facilities Maintenance Jamie Mayer Planner Jeff Matzke Engineering/Inspections Director Larry Poppler Building Inspector Paul Bumgartner Dale Chard Building Official Bob Hutchins Assistant City Manager Lori Olson Communications Coordinator Dave Elbon IT Coordinator Kevin Roach Public Works/Natural Resource Director Katy Gehler Info Systems Coordinator Brian Welch Mechanic Chad Shimota Chris Zweber Seasonal (year round) Utility Billing Mary Ann Olson Gina Wilson* Accounting Manager Cathy Erickson Account Specialist Janet Ringberg Assistant Chiefs 1st J. Kline 2nd J. Ruzicka 3rd K. Chelgren City of Prior Lake Staff Organizational Chart Updated: 4/2016 Water Res Engineer Peter Young Recreation Coordinator Angela Barstad City Attorney (Contract) Project Engineer Seng Thongvanh Engineer Tech 4 Kevin Kleist Engineer Tech 2 Nate Briese Development Services Assistant Lynda Allen Susan Zick*l Public Works Tech Nick Zurbey Parks Foreman Greg Skluzacek Water Foreman Andy Stephes Streets Foreman Jim Larson PW Maintenance V Mike Buesgens Jeremy Coy Tom Hein Scott Johnson Lee Karow Chad Maata 20 -25 seasonals PW Maintenance V Dan Blakeborough Alex Breeggmann Bruce Friedges Jake Hartman Dan Meger Bob Mesenbrink Bruce Meuleners Sam Olson Bryce Pap Tom Schroers Justin Skluzacek Eric Whitmer Vacant* 7-8 seasonals Maintenance Superintendent Jake Theisen Public Works Assistant Barb Thompson Recreations Programs Assistant Kelsey Kes Senior Programmer Debbie Carlberg* Lieutenant Randy Hofstad * part-time employees Receptionist Lori Folie Executive Assistant Ann Schroeder 10 -15 Seasonals Personnel Plan | 8 PUBLIC WORKS & NATURAL RESOURCES The Public Works & Natural Resources Department is responsible for all public infrastructure, rolling stock and property within the city. The Department is comprised of seven divisions including Streets, Parks, Water, Sanitary Sewer, Storm Water, Facilities and Fleet. Over the last ten years the city has seen the addition of infrastructure including 19.0 miles of streets, 32.3 miles of water main, 28.7 miles of sanitary sewer, and 12 neighborhood parks. In addition, the Water Treatment Facility (WTF) was constructed and began operation in March 2009. This $14 million facility removes iron and manganese from the city’s water supply, treats up to 7.0 million gallons of drinking water a day and eliminated brown water complaints. In 2011, facilities management became a higher priority with over 158,000 square feet of building space to manage. Facilities management responsibilities were transferred to the Public Works Department at that time. Prior to 2011, facilities management was completed by the Building Department as time allowed. Additionally, the city implemented Cartegraph to a higher degree to manage $500 million in city assets. This system grants the ability to track resource use (staff, materials, equipment), inventory assets and develop reports. Below is a table showing the growth in the 13 year period from 2003-2015. Miles of Streets Added 19.0 21% Miles of Sanitary Sewer Added 28.7 32% Miles of Watermain Added 32.3 33% Miles of Storm Sewer Added 5.9 7% Acres of Parkland Added 193.2 23% Neighborhood Parks 12 32% New Lift Stations 5.0 11% Miles of Trail 11.7 30% Miles of Sidewalk 13.8 49% Key Services Administration  Department management and purchasing  GIS/Mapping for entire City  Asset and data information management  Public outreach and community meeting planning Streets  Year round maintenance and repair of 112+ miles of City streets  Pavement management Personnel Plan | 9  Street sweeping program  Complete winter maintenance including pre-treating, snow plowing and snow removal  Maintain city street lighting system  Maintain city street signs Water  Maintenance and repair of water infrastructure, including the Water Treatment Facility (WTF)  Monitor city drinking water against drinking water standards  Long-term planning of water infrastructure replacements  Manage required permitting for water system  Complete utility locates for the city’s underground infrastructure  Maintain, repair and new installation of water meters and meter reading system Sanitary Sewer  Maintenance and repair sanitary sewer infrastructure, including 125 miles of sewer collection line and 43 lift stations  City inflow and infiltration (I/I) reduction program  Long-term planning of sanitary sewer infrastructure replacements  Manages required permitting for sewer systems Storm Water  Maintenance and repair of storm water infrastructure including 88 miles of storm sewer lines, 142 treatment ponds, 66 BMPs and 91 acres of other natural wetland areas  Implement city’s MS4 SWPPP as required by Federal NPDES Phase II rules  Review and inspect all new development and redevelopment projects to ensure compliance with City and PLSLWD requirements relating to hydrology and water quality  Local Government Unit (LGU) for Wetland Conservation Act (WCA)  Manage/monitor city water resources and infrastructure (lakes, wetlands, BMPs, ponds, storm sewer) Parks & Natural Resources  Maintains city park system (i.e. mowing, structure maintenance, trail maintenance and repair, ballfield maintenance  Contract work for athletic associations and community events (i.e. striping, Lakefront Days, Music Fest)  Construct/oversee new park development  Maintain all city facility landscaping  Maintain all natural areas and water quality features (i.e. rain gardens)  Mow and maintain all county and city street boulevards  Manage city tree resources Personnel Plan | 10  Maintain and update city park replacement matrix  Snow removal at city facilities, trails and sidewalks, downtown  Parks and trail planning Fleet  Maintenance and replacement of 125+ vehicles and major pieces of equipment  Preventative maintenance of all large and small equipment  Repair large and small equipment  Manage equipment replacement program  Fuel management and purchasing Facilities  Maintenance and repair of 158,400 square feet of city buildings including City Hall, Police Station, Maintenance Center, Library, Fire Station #1, Fire Station #2, Flowers Naturally, Main Avenue building, Dakota Ave property, Colorado St property, Lakefront Park Pavilion, Kinney House, Lakefront Storage Shed, Water Treatment Facility  Monitor contracts for annual maintenance of facilities (e.g. HVAC, elevators)  Investigate immediate and emergency issues and arrange for repairs (e.g. leaks)  Evaluate and manage long-term facility needs  Bid and manage large scale improvement and repair projects Anticipated Growth in Services In practice, municipalities that manage infrastructure complete regular operations and maintenance to ensure safe and efficient delivery of services to the public. Although the department added an additional Maintenance Worker V through the 2016 budget process, operations remain more reactive in nature because staffing levels have not kept pace with the growth of the city. Problems and maintenance activities are addressed when they arise rather than forestalled through preventative maintenance. Below is a list of some of the tasks we should be performing or completing more regularly to achieve proactive operations. 1. Daily inspection and analysis should be completed on the chemical feed systems including pumps, injectors, tanks and feed lines. This should include daily lab work (~1 hr per day) ensuring adequacy of the chemical and feed rates. Currently visual inspections are being completed as work occurs in the building. Due to the corrosive nature of the chemicals we have started to see more issues with these systems causing more frequent after hours call-ins and overtime. 2. We should be completing maintenance on the treatment equipment based on the manufacturerer’s recommendations. For example, the aerators should be inspected and power washed on a regular basis. We have been completing inspections, but time has not allowed to power wash the units. Preventative maintenance will maximize the life of the equipment and ensure warranty coverage. Personnel Plan | 11 3. Increasingly, failed curb boxes (a valve attached to the water line between a water main and a property owner’s building) are becoming a concern. The city has identified several failed curb boxes, and we currently have a backlog of 200+ repairs. 4. Regular valve exercising to ensure proper operation is standard practice for municipal water suppliers to complete. Without exercising, valves can seize up and become inoperable. We have some larger valves in our system that would cause a large area of impact if they are inoperable during a repair situation. In addition, a larger repair could cause the isolated portion of the system to be down for several days. 5. The city has started a baseline televising program of all sanitary sewer lines. The intent of the program is to identify areas where groundwater is entering the sanitary sewers and ultimately being added to the city’s cost of treatment without a corresponding metered revenue. To manage inflow and infiltration (I/I) at a higher level, regular inspections should be completed to identify projects and prioritize repairs. We are having difficulty keeping up with the need for these inspections. 6. Sign management should be completed to a higher level to comply with the intent of the federal requirement to inventory and have a replacement program for retro-reflectivity. To address some of the department needs, the city brought back a Water Operator position in 2014 that had previously been eliminated in 2012 and converted a seasonal facilities position to a full-time Facilities Technician in 2015. Although these positions relieved some of the pressures staff have been experiencing, they do not address all of the needs. Outside of general growth cited above the Public Works Department has also experienced additional pressures in the following areas: 1. Over the last 15 years there has been an industry shift acknowledging the impacts urbanization has on water quality and the importance of managing storm water runoff to a higher level. Within this 15 year period we have seen the addition of federal regulations most notably the MS4 and Total Maximum Daily Load (TMDL) programs. With these programs the city has had to focus not only on conveying storm water appropriately but, also, adding treatment or infiltration Best Management Practices (BMPs). These measures generally have a higher degree of maintenance than traditional storm water infrastructure. For example, a rain garden generally takes five years to establish to a low maintenance condition. Within that time period, regular weeding and cleaning have to occur to allow the rain garden vegetation to establish. The city has added over 60 of these BMPs over the last 10 years. All maintenance related to BMPs is generally completed by the parks staff. 2. Emerald Ash Borer (EAB) was discovered in Prior Lake in the fall of 2015. Over the next 10 years EAB is expected to impact every ash tree within the city requiring either treatment or removal. Managing the impacts of this disease, even at minimal levels, will have a significant impact on the Personnel Plan | 12 workload of parks staff specifically starting in 2018 when tree mortality is projected to increase more dramatically. 3. The city has been contemplating the replacement of the 14 year old meter reading system due to “permanent” battery failure. The system is anticipated to begin to have battery failures starting at year 15 with more significant failures through year 20. Staff has been exploring options for replacement that include both in-house and vendor installation. If the installations are completed in- house, additional resources will be needed to manage the volume over a five year period. 4. Below is a chart that outlines the anticipated growth of several key public work measures through 2021: Year Miles of Streets Sanitary Sewer Watermain Storm Sewer Acres of Parkland 2015 Annual Cumulative Annual Cumulative Annual Cumulative Annual Cumulative Annual Cumulative 2016 1.00 1.00 1.38 1.38 1.55 1.55 0.29 0.29 8.04 8.04 2017 1.21 2.21 1.65 3.03 1.86 3.42 0.34 0.63 9.64 17.68 2018 1.41 3.62 1.93 4.96 2.17 5.59 0.40 1.03 11.25 28.93 2019 1.41 5.02 1.93 6.89 2.17 7.76 0.40 1.43 11.25 40.18 2020 1.61 6.63 2.21 9.10 2.48 10.25 0.46 1.89 12.86 53.04 2021 1.61 8.24 2.21 11.30 2.48 12.73 0.46 2.34 12.86 65.89 Staff Outlook Public Works seeks to add two positions in 2017. The first is a Parks Maintenance Worker V. There is a deficiency in the amount of staffing in the parks division due to prior staffing cuts as a result of the recession. At the same time, the city has seen increased workload because of new federal and state regulations around storm water management, including the installation of storm water BMPs. This position would ensure we are in compliance with these regulations and would manage the maintenance, development of storm water BMPs. In addition, the looming impacts of EAB require immediate attention. This position also would be dedicated to addressing the impacts of EAB, including inspections, treatment options and public outreach. The second position is a Streets & Utilities Maintenance V to support the replacement of the water meter reading system, which includes approximately 9,000 water reading units. There will be two options for completing the work, through a vendor or in-house. Staff is completing a cost analysis of the options to develop a recommendation. If the in-house option is selected there will be enough workload Personnel Plan | 13 for an additional Streets & Utilities Maintenance V staff person. The work on the installation is expected to take six years. This position would also support gaps in current services as needed. By the end of this project, there will be a need for additional staffing due to growth. Upon completion of the water meter project, this position would be converted to meet the increased service level demands we anticipate by 2021. (Public Works considers adding staff resources in the streets and utility divisions when the length of added infrastructure equals the length of an average plow route. The city’s average plow route is about 13.5 miles considering only the long line routes. We currently are understaffed about 0.4 plow routes after adding staffing in 2016.) Public Works – Anticipated Staffing Needs Current 2017 2018 2019 2020 2021 Administration Director Maintenance Superintendent PW Assistant PW Technician Information Systems Coordinator 1 1 1 1 1 Streets Streets and Sewer Foreman Maintenance V 1 3.5 Water Water Foreman Water Operator Streets & Utilities Maintenance V 1 1 3 1 Sanitary Sewer Maintenance V 4.5 Storm Water* Water Resources Engineer Maintenance V 1 1 Parks & Natural Resources Parks Foreman Maintenance V 1 6 1 Fleet Mechanics 2 Facilities Facilities Technician 1 TOTAL: 32 34 34 34 34 34 Seasonal Parks & Natural Resources Storm Water interns Fleet 20-25 2 1 Personnel Plan | 14 POLICE DEPARTMENT The Police Department provides Law Enforcement services to the City of Prior Lake, including all SMSC lands within the city boundaries. Service is delivered 24 hours a day every day of the year including weekends and holidays for the entire 18.33 square miles area, 25,000+ residents and the estimated 10,000-15,000 patrons of the SMSC casinos and related businesses. The Police Department is one of eight law enforcement agencies in Scott county and works collaboratively on regional police services, which includes the Tri-city SWAT team, Southwest Metro Drug Task Force, SCALE Training Center, as well as numerous collaborative efforts on a routine operating basis. Key Services 911 call response to crimes, fires, mental health crisis, and emergency medical needs. Law enforcement and investigative services, traffic enforcement, dispute resolution, background checks for city employees, permit requests and licensing. Proactive police services such as neighborhood watch, crime free multi-housing, block captains, and compliance checks for alcohol and tobacco sales. Anticipated Growth in Services From 2010 to 2015, there has been a 22% increase in calls for police service that has occurred during an increase in population of 11%. During this time, staffing increased 4%. Compared to 52 other cities of comparable size in Minnesota, our staffing is 23% less than the average of those cities. Prior Lake’s projected 6.4% population growth through 2021 and the agreement to extend utility services to the annexation area will increase the demand for police services. A workforce that is already lower than average for Minnesota cities our size coupled with the expected growth rate means staffing levels of the police department must be addressed in order to deliver adequate services and protect the population. Over the past five years, calls for service have increased by 22% but staffing has grown by only 4%. 11,810 11,198 11,178 10,978 10,412 25 24 24 24 23 20 25 30 35 40 45 9,500 10,000 10,500 11,000 11,500 12,000 Ca l l s f o r S e r v i c e 2015 2014 2013 2012 2011 Calls for Service and # of Sworn Officers Number of Officers Personnel Plan | 15 The Importance of Prevention One of the impacts of flat staffing is the lack of resources to conduct preventive activities, which are crucial for a safe community. Proactive prevention techniques include: neighborhood watch, proactive patrols, community education, etc. Increases in calls for service without additional staff turns the department into one that is reactive, with a primary focus on response. The Prior Lake Police Department attempts to do as much prevention as time and staffing permits. However, as Prior Lake grows and staffing remains stagnant, this will become increasingly difficult. Although prevention is difficult to quantify, the chart below demonstrates graphically the impact staffing has on proactive policing in Prior Lake. As the graph shows, there is a correlation between prevention and service activity. Burglary, robbery and theft have all increased while DWI and traffic stops have decreased. What do they have in common? Prevention. Preventing burglary involves ‘eyes on the street’ and patrols of impacted neighborhoods. Police presence deters potential burglars as does neighborhood traffic enforcement and other prevention tactics. As for DWI and traffic stops, enforcing dangerous and distracted driving laws are preventative and ensure safety. Limited resources require police to be in response mode which inhibits officers from purposeful crime prevention activities. A reduction in police prevention techniques impacts crime rates. Burglaries and thefts have increased while DWI and traffic stops have decreased. All require an emphasis on prevention , which becomes a challenge as population grows but staffing does not. 31% 60% 164% -27% -16% Theft Robbery Burglary DWI Traffic Stops Services Level Change from 2014 to 2015 Personnel Plan | 16 Staff Outlook To keep pace with increasing calls for service and to ensure appropriate preventive activities to keep crime down, the police department seeks the addition of one police officer and one detective in 2017. Additional officers are requested each subsequent year to adequately support the estimated growth in population and related public safety issues. In addition, current first line supervision is only in place 2/3 of the time. Additional sergeant positions are needed to provide direction of resources and supervision for officers 24 hours a day. We currently provide sergeant coverage an average of only 16 hours per day. Detective resources also are needed to investigate crimes. Several years ago there was a third detective position, but it was cut in order to provide patrol response. Now, officers investigate most of their cases, which takes them away from patrol duties. Today, many crimes involve technology and increasingly complex strategies that require special training. It would not be efficient nor cost-effective to train all officers on these techniques so an additional detective would provide standard, effective investigation. Police Department - Anticipated Staffing Needs Current 2017 2018 2019 2020 2021 Chief 1 Lieutenant 1 Sergeant 4 1 Detective 2 1 1 Police Officer 17 1 2 1 1 1 CSO 1* Part-time 1* Part-time Records Supervisor 1 Records Clerk 4* *2 part-time 1 TOTAL: 29.8 31.8 34.8 36.8 39.4 40.4 Personnel Plan | 17 FIRE DEPARTMENT The Prior Lake Fire Department is a paid on-call department consisting of 45 members and 1 full-time Fire Chief operating out of 2 fire stations. The service area covered includes the City of Prior Lake, Credit River Township and Spring Lake Township serving a 74 square mile area and approximately 35,000 residents. Key Services The department responds to a variety of emergency calls including:  Fire suppression on structure, wildland and vehicle fires including mutual aid to neighboring communities  Hazardous material response including chemical, natural gas leaks and carbon monoxide events  Rescue response for motor vehicle accidents, off road recreational vehicle accidents, water rescue, horseback riding accidents, vulnerable or lost person searches, life threatening medical response  Good intent calls and fire, smoke, carbon monoxide alarms 50 42 84 44 91 32 53 87 40 97 64 48 84 41 113 FIRE MEDICAL ACCIDENTS HAZMAT FALSE ALARMS # o f C a l l s Type of Call Fire Calls by Type 2015 2014 2013 Personnel Plan | 18 Anticipated Growth in Services Historically, the department experienced dramatic increases in call volume over several years peaking at 1,100 annually. Changes in response criteria (we are no longer the primary ambulance provider), improvements in building codes/inspections, improved alarm systems and fire prevention education have reduced and stabilized call numbers. The anticipated population growth of the area suggests a steady increase in call volume of 3-5% annually totaling approximately 500 calls annually. Fire calls have remained generally consistent over the past five years. Staff Outlook The Fire Department currently has one full-time employee, the Fire Chief. In 2018, the department seeks to add one additional full-time staff person, an Assistant Fire Chief. Currently the Fire Chief has some involvement in all aspects shown above and more that have not been listed. This is because volunteer staff are not available at times to complete projects from start to finish. The Fire Chief is available to conduct business during regular work hours. The Fire Chief routinely works 50+ hour weeks with numerous interruptions for emergency response. Adding a second full-time employee and delegating some responsibilities would provide some relief to both the full-time Chief and the volunteer Assistant Chiefs. The Assistant Chief would play a critical role in two areas: life safety inspections and training. Proactive life safety inspections of high-density housing, elderly living facilities and other City-licensed facilities are not currently happening as regularly nor as often as necessary. These inspections only recently started and are being conducted through the Building Department but only as time permits. This model will not keep up to the demand for these inspections. As such, the proposed Assistant Chief would assume the 454 404 451 478 443 0 100 200 300 400 500 600 # o f C a l l s 2015 2014 2013 2012 2011 Fire Call Summary Personnel Plan | 19 duties of a “Fire Marshall” to ensure the safety of city structures. This position would also allow the city to prepare for the retirement of its current Fire Chief. This position would have time to learn on the job and eventually assume the position. In addition to developing trainings, drills and other crucial preparedness activities, the Assistant Chief would also:  Assume the duties and responsibilities as directed by, or in the absence of the Fire Chief  Assist the Fire Chief in daily operations including emergency response, acting in a Command Position, leading fire suppression activities and investigations  Assist the Fire Chief with administrative details including budgeting, reporting, personnel policy and procedures, maintaining attendance records, new personnel directives  Coordinate equipment maintenance and repair  Coordinate fire prevention and public education  Manage future duty crew scheduling By 2021, we may consider establishing duty crew shifts. There is a trend occurring in the Minnesota fire service where volunteer/POC departments are establishing duty crew shifts, which can target specific periods (days, nights or weekends) where response times need improvement. There will be cost implications to establishing a duty crew. This can change response criteria for staff from paged calls to scheduled shifts and will be analyzed in more depth in coming years. Fire Department - Anticipated Staffing Needs Regular Full-time Current 2017 2018 2019 2020 2021 Chief 1 Assistant Chief 1 TOTAL: 1 1 2 2 2 2 Volunteer Firefighters Current 2017 2018 2019 2020 2021 Volunteer Asst Chief 3 Volunteer Captains 5 Volunteer Firefighters 37 TOTAL: 45 45 45 45 45 45 Personnel Plan | 20 ENGINEERING/INSPECTIONS The Engineering and Inspections Department is comprised of two divisions with distinct functions. The Engineering Department plans, designs, reviews, permits, and inspects the installation of city infrastructure (water main, sanitary sewer, storm sewer, water quality features, sidewalks, trails, and street improvements). The Engineering Department also manages the city’s State Aid roadway system, reviews and inspects development projects, archives city infrastructure improvements, manages city standards for public improvements, and coordinates highway improvements with other government agencies. The Building Department serves a life/safety purpose for the community by providing plan review and inspection for new construction projects and code enforcement. These activities assure construction meets the building code and city ordinances. Code Enforcement plays a vital role in the safety and livability of Prior Lake by ensuring city codes are properly followed. Key Services Engineering  Design and project management of city infrastructure construction and reconstruction.  Review and inspect new development projects  Coordinate and prepare annual Capital Improvement Program / Transportation Plan  Manage Municipal State Aid Street Program  Coordinate city-related aspects of county and state roadway projects  Permitting for right-of-way, driveway, excavating and grading  Coordinates traffic safety committee activities  Manage city standards and final project documentation for as-builts Building Inspections  All aspects of building permit review, inspections and enforcement, including structural, plumbing, mechanical, sewer and water connections, and demolition  Issuance of building permits  Perform inspections on all building components, including structural, plumbing, mechanical, grading and erosion control, and life safety  Maintain property records for over 10,680 properties within the city limits Code enforcement  Investigate city code complaints to determine whether or not violations exist  Where violations exist, contact property owner or other appropriate individuals, follow-up letters and inspections, other steps to gain compliance or take appropriate enforcement action Personnel Plan | 21 Anticipated Growth in Services Engineering The city has also been active in city or county projects that require study, design, and inspection. The city utilizes both staff and consultants to handle the workload. The trend of city projects can be portrayed based on the projected project costs of both city and county projects. The dashed trend line on the graph below shows that city CIP expenditures and corresponding work to deliver these projects has steadily grown. The spike in 2015 is due to delays on some 2014 as a result of flooding and the completion of several partnership projects. Three projects were cancelled for 2016. Future estimates rely on Council deliberations around potential debt, necessity and scale of the projects. Current staff is able to handle one typical 1.5 mile standard neighborhood city street reconstruction project ($4,000,000). When a project involves a first time improvement to city utilities or street, the more complicated project reduces the amount of mileage able to be completed in-house or delays the bid opening. When city projects involve multiple neighborhoods, mileage able to be completed in- house is reduced because separate designs, surveys, budgets, 429 processes, notices, and management is needed to deliver these projects. Although many studies are led by consultants, a great deal of staff input is necessary. Considering the controversial nature of some of these studies, staff time is critical in steering the study toward a conclusion and facilitating public involvement. Staff time is also needed for county or state roadway or signal projects. The more transportation projects within the Transportation Plan, the more engineering which is needed. If the City Council consistently programs 2 miles of street reconstruction per year, it will be necessary to either hire another engineer FTE or add consulting services. $1.46 $2.07 $3.32 $2.72 $5.68 $8.24 $2.32 $13.05 $5.00 $7.70 $11.90 $8.70 $0.00 $2.00 $4.00 $6.00 $8.00 $10.00 $12.00 $14.00 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 TI P E X P E N D I T U R E S I N M I L L I O N S YEAR Historic and Projected Transportation Expenditures Personnel Plan | 22 Other work that needs to be addressed includes the Public Works Design Manual and City Specifications, which have not been updated since 2007, and the city as-built drawings are several years behind. A number of city ordinances could also be improved if more resources were available. The Engineering Department is mostly funded by the projects which are undertaken. Building Inspections Considering the available land for development, approximately 1,300 new lots could potentially be created within the existing city limits. As the Stemmer Ridge project moves forward, the annexation area can begin to develop which will open up additional area for building activity. However, the number of housing starts has remained steady at approximately 120 per year over the past two years. Large multi-family construction projects cannot be predicted and adds to the work load. Consultants or seasonal assistance may be necessary to handle these infrequent occurrences. As mentioned, the number of parcels within the city is over 10,000. While new housing starts is an indicator, the total number of building permits is also dependent on the number of parcels within the city. Accordingly, building permits now consistently exceed 2,000 permits per year. Permit valuations are also an indicator of building permit activity and have been around $50 million in recent years. The Building Department is fully funded by the fees collected for the building permits. As the community grows, so will the need for code enforcement. More people, properties and complaints should increase the code compliance officer’s workload. Code enforcement complaints rose 14% between 2013 and 2015. 1965 1889 1472 1400 1624 1884 2291 2292 2066 2195 0 500 1000 1500 2000 2500 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Total Number Building Permits Personnel Plan | 23 Staff Outlook The staff outlook for Engineering is dependent on the rate of street replacement or other transportation construction. If the transportation plan consistently includes over two miles of street reconstruction per year, it may be appropriate to hire another full-time employee. A full-time employee would provide better value if the city consistently reconstructs two miles of street per year. Otherwise consultant assistance will be needed. The staff outlook for Inspections is highly dependent on the rate of permits and number of city parcels. Staff will be mindful of the impact of the Stemmer Ridge project on the annexation area and determine appropriate resources (consultants vs. new staff) as appropriate. Efficiencies realized from the new permitting software will allow the department to eliminate one part-time development services assistant position for a period of time or reassign this employee to other work. Between the Building Official and Inspectors, the city can handle approximately 800 permits for each position or around 2,400 permits per year utilizing current staff. If the building permit trend continues, a seasonal inspector or a consultant may need to be hired to assist in the volume during peak times. If the annual number of building permits exceed 2,800, a full-time inspector will need to be considered. Of note, the Building Department will be faced with the retirements of two of the three inspector positions over the next five years. The loss of these experienced professionals and challenging job market to find qualified replacements will make these retirements a challenge and could require temporary out- sourcing of those duties. The department will need to monitor growth within Code Enforcement and hire seasonal assistance. Engineering/Inspections - Anticipated Staffing Needs Current 2017 2018 2019 2020 2021 Director 1 Project Engineer 1 Engineer Tech 2 Code Enforcement Officer 1 .5 Building Official 1 Building Inspector 2 .5 Development Services Assistant 1.5* *1 part-time 1 TOTAL: 9.5 9.5 9 9 9.5 10 Personnel Plan | 24 COMMUNITY DEVELOPMENT The Community & Economic Development Department is responsible for the review and management of development and redevelopment activities within the city. The department develops plans to guide the city’s growth, and it regulates zoning standards that help to ensure an attractive and livable community. The department’s economic development functions foster a supportive environment for business in order to attract new employers, retain existing businesses, promote job growth and expand the tax base. This department serves as a key point of contact for businesses looking for assistance to locate or expand in the city. Key Services  Interpret, enforce and update the city’s comprehensive plan, zoning, subdivision and other related ordinances  Process applications for conditional uses, rezoning, plats, variances, etc. through the city’s review process, including the Planning Commission and City Council  Promote economic development by working directly with businesses, and with city committees including the EDA, EDAC and TVBOD  Manage new development and redevelopment in the city by working directly with developers, providing financial assistance as needed, and helping people secure necessary permits  Coordinate and cooperate with other government jurisdictions related to matters such as annexation, joint zoning review, SCALE initiatives, SMSC activities, and county-wide comprehensive planning Anticipated Growth in Services Three key areas are identified below that will impact the operations of this department over the next five years: 1. Opening up the Orderly Annexation Area (OAA) by connecting sewer/water through Stemmer Ridge, which then allows land owners/developers to consider urban residential development. 2. Facilitating and completing the 2040 Comprehensive Plan update process during a 3-year period of 2016, 2017 and 2018. 3. Developing nearly 500 acres of existing farmland owned by the Vierling’s located within the city limits of Prior Lake. 4. Intensification of Economic Development Authority activities (EDA). Personnel Plan | 25 Staff Outlook During the 5-year period of 2017-2021, the current 4-person staff for this department will be stretched thin if all three of the “Anticipated Growth of Services” comes about during that time. Consulting services coupled with collaboration with the Scott County and other county cities through Scale are already anticipated for the Comprehensive Plan update process. If growth begins to approach a pace of 200+ housing units per year (single family and townhomes), then our normal operations will either need help or we will need to shift most staff work hours to processing development applications (versus economic development activities). If residential development remains closer to 150 units per year, then existing staff will suffice over the next five years. An area that will be important is developing a succession plan for the Community Development Director, who will retire in the next five years. The city’s Economic Development Authority (EDA) was reorganized and has made a good start in revitalizing economic development and redevelopment. However, if the city actually intends to recruit businesses into the community then a community development manager position solely responsible for actively marketing the city will be necessary. This addition would allow the director position to give greater focus to current development and management of the department. Community Development - Anticipated Staffing Needs Current 2017+ 2018+ 2019 2020 2021 Community/Economic Development Director 1 Planner 1 Community Development Specialist 1 Development Services Assistant* 1 1 TOTAL: 4 4 4 5 5 5 + Indicates Metropolitan Council comprehensive plan years, which require consultant support. * Development Services Assistant also supports customer counter and is cross-trained to back-up engineering assistants. Personnel Plan | 26 FINANCE The Finance Department is responsible for the city’s financial management and oversees all financial activity. This includes the day to day accounting and internal control of the city’s financial transactions including revenue collections, disbursements, cash management and investments, reporting and payroll. The Finance Department is also responsible for administration of elections and licensing which are duties that typically fall under a City Clerk position. Finance is also responsible for Standard & Poor’s and Moody’s debt credit rating, which have a significant impact on the city’s credit rating and ability to borrow money at a low interest rate. Key Services  Accounting  Accounts Payable  Administration of city’s financial policies  Budget and CIP compilation  Debt Management  Election Administration  Financial Reporting (interim, annual, audit prep)  Licensing (liquor, solicitor permits, outdoor concert permits, refuse hauler licensing)  Payroll  Revenue collection  Risk Management/Insurance  Tax compliance (Withholding, Sales, Fuel)  Treasury Management  Utility Billing (Water, Sewer and Storm Water) Anticipated Growth in Services 1. Finance staff will support the planned implementation of the new building permitting software which will allow customers online permit application, enhanced reporting, interface with Finance software, etc. 2. Residents and customers have requested the ability to accept credit card payments for city services at City Hall. We anticipate a staggered roll out to the Building, Recreation, Utility Billing and Finance departments. 3. Finance staff will support the planned implementation of a new water and sewer meter reading system. 4. Finance staff will implement a new utility billing system within the next five years. Personnel Plan | 27 5. Additional residential development in the Orderly Annexation Area (OAA) will impact future infrastructure plans with debt service needs, additional utility billing, and election administration with the potential of adding additional precinct(s). 6. Enhancing the city’s financial reporting and budget presentation. The chart below highlights the expected increase in demand for Finance department services and transactions: 2016 2017 2018 2019 2020 2021 Utility Billing Accounts 8,888 9,038 9,188 9,338 9,488 9,638 Renter Changeovers 306 311 316 322 327 332 Electronic payment of Utility Bills 5,172 5,431 5,702 5,988 6,287 6,601 Accounts certified 85 87 88 90 91 92 Dollars certified $35,608 $36,209 $36,810 $37,411 $38,012 $38,612 Number of vendor payments issued 3,500 3,500 3,500 3,500 3,500 3,500 Number of election precincts 8 8 9 9 9 9 Number of registered voters 15,832 16,132 16,432 16,732 17,032 17,332 Staff Outlook The implementation of the building permit software and credit card payments should occur in 2016/2017. The remaining four areas are dependent on system implementations and city growth. To support the anticipated growth in service we propose increasing the part-time Utility Billing Clerk position from .8 to 1 FTE in 2017. This added day per week will support the implementation of the new meter reading system, new utility billing system, provide coverage for the city receptionist, support election administration, and allow us to cross-train on various accounting duties. Finance is another department that will lose its director in the upcoming five years so an analysis of that position and other administrative functions and how they fit within the current organizational structure will be necessary. Personnel Plan | 28 Finance - Anticipated Staffing Needs Current 2017 2018 2019 2020 2021 Director 1 Accounting Manager 1 Accountant 1 Account Specialist 1 Utility Billing Clerk 1.8* *1 part-time .2 TOTAL: 5.8 6.0 6.0 6.0 6.0 6.0 Personnel Plan | 29 ADMINISTRATION The City Manager provides guidance and advice to the City Council on city-wide issues, implements policy decisions, enacts the city code, conducts long-range strategic planning, coordinates the work of City divisions, and evaluates how well the city provides services. The Administration Department is housed within the City Manager’s area and oversees the day-to-day operations of the city. Administration’s specific functions include human resources, information technology, communications, city clerk duties and multi-departmental cooperative initiatives. The recreation program also reports into Administration. Key Services  Lead strategic planning efforts in conjunction with the City Council and set long-range goals for the organization  Support the Mayor and City Council in the execution of city policies  Prepare and review City Council work session and meeting agenda items  Oversee city budgetary activities, including CIP, and serve as chief purchasing agent  Analyze internal processes and recommend and implement procedural changes to improve operations efficiency and effectiveness  Ensure compliance with all legal requirements and state mandated reporting  Maintain records in accordance to state retention laws and respond to Minnesota Data Government Practices requests  Provide timely and relevant communications to the general public  Support the IT needs of city departments  Manage all aspects of human resources  Lead city safety programs to ensure compliance with OSHA and limit workers compensation claims  Develop and administer recreational programming Anticipated Growth in Services As the community grows, the need for operational support will increase. The City Manager and Administration support the service departments and City Council; as demand grows, these areas will be expected to provide human resources, technology, communications and strategic guidance to keep Prior Lake competitive as both an employer and as a desirable place to live. Keeping current on technology trends and changes will continue to be a priority, especially around service delivery expectations from our customers. Annual performance management and reporting are initiatives the City Manager would like to develop and link to the budget. Other areas in which Administration wants to bolster its efforts include proactive community engagement, targeted social media, and volunteer programs. For recreation, monitoring demographic trends will inform programming decisions (senior citizen programming). Personnel Plan | 30 Staff Outlook Administration needs a full-time City Clerk to fulfill the statutory obligations of the City Council, including attending meetings, posting meeting notices, maintaining official city records and public documents (Laserfiche), responding to Minnesota Government Data Practice requests, and ensuring compliance with applicable state laws. This position would manage municipal elections and licensing activity (liquor, business, and cigarette), which are currently handled by the Account Specialist in the Finance Department. This would allow Finance staffing to remain static as the workload of the Account Specialist increases. The Executive Assistant, who now serves informally as the City Clerk, would be redeployed to support human resources, communications and potential volunteer coordination. For some time the city employed a second assistant city manager position that administered the city’s transit program, which was transitioned to the Minnesota Valley Transit Authority (MTVA). This position took proactive steps to research, apply for and monitor the deliverable of state and federal grants. During this time, the city received $3 million in grant funding. The grants function could be consolidated into an existing employee as we make efficiency adjustments over time. The most significant challenge for the City Council in the Administration Department will be the change in leadership at the City Manager level. Administration - Anticipated Staffing Needs Current 2017 2018 2019 2020 2021 City Manager 1 Asst City Manager 1 Executive Assistant 1 Receptionist 1 Communications Coordinator 1 IT Coordinator 1 Rec Coordinator 1 Rec Programs Asst 1 Rec Senior Programs .5 City Clerk 1 TOTAL: 8.5 8.5 8.5 9.5 9.5 9.5 Personnel Plan | 31 RETENTION AND RECOGNITION Retention and recognition of current employees is an essential part of any successful organization. The city is fortunate to have a committed, hard-working staff who care deeply about the community. To keep the city a competitive employer, we will need to identify ways to recognize and reward our employees above and beyond the benefits provided. Because of Internal Revenue Service (IRS) and State ethics laws, finding methods to recognize public employees is very challenging, and we are working on recommendations to bring forward for City Council consideration. Because the city is a small organization, promotional opportunities are infrequent and strategies (e.g., flexible work schedules) to retain good employees need to be developed. Also, in tight budget times, training and professional development line items were cut. These funds should be restored over time to ensure strong supervisors, continuing education and engaged employees. As this personnel plan develops, the retention and recognition section will grow and become more defined. CONCLUSION The city is at a crossroads where current staffing levels are no longer sufficient to maintain the level of service expected by the residents of Prior Lake. The analysis provided by this personnel plan has identified an immediate need to add 4.2 FTEs in 2017, two each in Public Work and Police and converting a part-time Utility Billing Clerk to full-time. These additional FTEs are not being requested to enhance or grow services; rather, they are necessary to make-up for the flat staffing as a result of the great recession. Subsequent years seek further staff additions to meet the anticipated rise in demand for municipal services. The City Council will determine the timing of and whether or not these staffing additions will be made. The other significant undertaking over the next five years will be the succession planning for the department head positions that will become vacant due to retirements. This will provide the opportunity to reevaluate the city’s organizational structure and services, plan for the amount of time it will take to find qualified replacements, and identify future leaders and prepare them with the skills to succeed. Requests for personnel will be included in the annual budget process for deeper discussion, including funding sources for new staff and related equipment costs, so policy makers can consider the cost- benefit of any additional staff. These will likely be difficult discussions that could lead to redefining our services, if not the eliminating certain services all together, if staffing remains flat. Personnel Plan | 32 Below is a chart showing personnel projections for all departments for the next five years: Anticipated Cumulative Staffing Needs Current 2017 2018 2019 2020 2021 # of FTE’s Public Works 32 34 34 34 34 34 Police 29.8 31.8 34.8 36.8 39.4 40.4 Fire 1 1 2 2 2 2 Engineering/Inspections 9.5 9.5 9 9 9.5 10 Community Development 4 4 4 5 5 5 Finance 5.8 6 6 6 6 6 Administration 8.5 8.5 9.5 9.5 9.5 9.5 TOTAL: 90.6 94.8 98.3 102.3 105.4 106.9 Volunteer Firefighters 45 45 45 45 45 45 Since this is the first year of the personnel plan, the greatest and most detailed focus is on the year 2017. The remaining four years are somewhat more difficult to predict. As we develop greater experience with this document, refine performance metrics data, and solidify development projections, we expect our long-term planning acumen to become more acute.