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HomeMy WebLinkAbout2022 Q1 Action Plan ReportCITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 2022-2023 ACTION PLAN QUARTER 1 2022 UPDATE CI T Y O F R O C H E S T E R CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 1 City Vision, Principles, and Priorities Quarter 1 2022 Update Strategic Priorities & Action Plan Background Affordable Living Economic Vibrancy Quality Services 2 3 4 5 9 13 TABLE OF CONTENTS CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/212 Action Plan Organizational Vision Foundational Principles Strategic Priorities City Vision - Environmental Stewardship - Fiscal Responsibility & Sustainability - Public Safety - Social Equity - Compassion A vibrant, compassionate, innovative team. - Affordable Living - Quality City Services for Quality Living - Economic Vibrancy and Growth Management Rochester is a city that cares. Where all people are treated with dignity and respect. Where residents, employees, and visitors enjoy high quality of life. Where business and industry thrive, and where the land and environment are renewed and sustained for the benefit of all. It is a welcome and diverse community. Renowned for it’s reputation as a center for growth and innovation. Characterized by its safe and friendly neighborhoods. Committed to health and wellness for its people. Connected both physically and socially. Dedicated to the sustainable and responsible use of public resources. In order to achieve these priorities, the Council has committed to a legislative and process structure that emphasizes Strategic Governance and Inclusive Decision-Making: • Service delivery models consider partnerships where City is not always the leader • Decision-making is informed by citywide communication and engagement strategy with Diversity/Equity/Inclusion (DEI) at the forefront • Teammates create action plans/annual commitments aligned with Foundational Principles and Strategic Priorities • Policy and operational actions reflect equitable community investment Strategic Priority: Affordable Living Strategic Priority: Economic Vibrancy and Growth Management Strategic Priority: Quality Services for Quality Living Areas of Focus • Housing variety and affordability • Transportation options and access • Equitable regulatory landscape and creative incentives • Access to opportunities and amenities Areas of Focus • Create clarity, alignment and unity with economic development partners in defining city leadership and community values • Establish competitive and sustainable approach to effectively allocate DMC resources, Legislative allocations, and city revenue • Develop implementation tools and strategies for Comprehensive Plan to ensure current decisions reflect future projections • Adopt design guidelines that better reflect Council and community values Areas of Focus • Cultural and Recreational opportunities that provide access and equity • The organization and Services reflect changing demographics and needs identified by community • Operations are sustainable, integrated, and easy to navigate • Service delivery is optimized, cost effective, and reflect our Foundational Principles Action Plans will be developed to identify goals, actions and performance indicators that help advance priorities. VISION, PRINCIPLES, AND PRIORITIES QUARTER 1 2022 UPDATE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 3 - Public Safety - Social Equity - Compassion QUARTER 1 2022 UPDATE The City adopted its first ever citywide Action Plan in the fall of 2021. The Quarter 1 update is the result of a lot of hard work and collaboration across the City. Some examples include: • The creation of the Data and Evidence Based Decision Making Impact Team. • RPU’s 10 megawatt solar farm project. • Every department creating specific DEI Action Plans. • The group effort between RPL and Parks and Recreation for BookBike programming. These examples are illustrative that progress toward our goals is taking place throughout the City. While this is the first quarter report, many of our Key Performance Indicators (KPIs) are still pending results or we are collecting and defining benchmarks for which we can utilize going forward. Notably, the Rochester National Community Survey data will be available in quarter 2 and the Rochester Teammate Engagement Survey will also kick off in quarter 2. Kudos to all the City teammates for your dedication and efforts as we strive toward the City’s strategic goals: Affordable Living, Quality Services for Quality Living, and Economic Vibrancy and Growth Management. Forward together! OFF TARGET DELAYED ON TARGET COMPLETE Status Icons: These icons indicate the current status of the goal. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/214 For each Strategic Priority, the Council has provided areas of focus that can help define the City’s role in carrying out these strategic priorities, either alone or with partners. These areas of focus, which are in bullet points below each priority, do not necessarily represent a financial commitment; they may also be an area of city regulation such as zoning and land use, or an opportunity for the city to provide legislative support in helping to implement the strategy, such as a major infrastructure project. For purposes of this work, the Council has defined strategies as: • Define long-term goals • Include plans for how to achieve them • Fit into the organization’s mission and vision STRATEGIC PRIORITIES BACKGROUND ACTION PLAN BACKGROUND The Council has also provided guidance and context for staff to develop an Action Plan that implements the strategy priorities. These are highlighted in the boxes below each strategy. For purposes of this work, the Council has defined tactics as: • More concrete and specific • Oriented toward smaller steps • Have a shorter time frame • Include things like high performance organization, best practices, specific plans and budgets Following the City Council’s adoption of the Strategic Priorities in June 2021, City Teammates began to develop their department Action Plans. Each department selected representative(s) to be on the Action Plan team. The representative were focused on the process and communication, with Action Plan development taking place at the Departmental Impact Team Level. A City wide teammate survey was distributed, providing teammates the opportunity to share their thoughts on goals and tactics for each Strategic Priority. Responses were reviewed by the Action Plan team and Impact Team for incorporation into the department Action Plans. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 5 AFFORDABLE LIVING AREAS OF FOCUS • Housing variety and affordability • Transportation options and access • Equitable regulatory landscape and creative incentives • Access to opportunities and amenities OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/216 GOAL 1 Promote an inclusive, clean, safe and healthy community. TACTICS KEY PERFORMANCE INDICATORS • Protect quality rental housing through rental housing inspections for compliance with the housing code (Community Development Goal 1) *Ongoing • West Transit Village: Secure development partner and establish stakeholder-supported vision (DMC Goal 3) *DMC teammates are working with a consulting team to identify key needs at the WTV, with an invited RFP process for potential developers. • % Violators in compliance after 1st notice. Number of days to complete service request. *13% • # of rehabbed properties (rental and single family dwelling) *2 rehab projects in process • National Community Survey measurement feeling of safety *In Progress GOAL 2 Continue to collaborate and build community partnerships. TACTICS • Collaborate with Olmsted County and Rochester Public Schools on the Tri Government Committee to identify areas where each entity best leads, supports, and influences on issues *In progress. Two Tri Government meetings have been held with focus areas being homelessness, mental health, and climate resiliency/adaptation, all using a DEI lens. • With the County and community partners clarify roles and coordinating response to people experiencing homelessness * An active working group to outline near and long term opportunities has been meeting. (Administration Goal 3) *Q1 2022 Update CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 7 GOAL 4 Reliable and sustainable public infrastructure to support a vibrant community TACTICS KEY PERFORMANCE INDICATOR • Continue to develop and implement infrastructure strategies through a targeted focus on equity, sustainability, and fiscal responsibility. * 1) Public Works is in the process of updating its Engineering standards and specifications guidance document to ensure infrastructure materials are sustainable and achieve our life expectancy goals. * 2) Due to the upcoming phase 2 liquids and solids treatment project at WRP, we are evaluating new technologies and implementing pilot studies such as hydrocyclone and rotary drum thickener to evaluate treatment effectiveness, ease of operation, and life cycle costs. • Completion of Phase 1 Administration and Phase 2 Treatment Works upgrades at WRP * Ongoing; continued focus on incorporating Complete Streets Policy on all designs, update of Active Transportation Master Plan. GOAL 3 Develop a transition plan for post-2030 power supply needs TACTICS KEY PERFORMANCE INDICATOR • Evaluate the current two options (gas peaking plant or battery storage) for a 100% renewable energy power supply after existing contract expires in 2030 * Board and Council resolution to proceed with first steps is planned for April/May • Cost impact to residential customer of the power supply plan is less than $5.00/month (indexed to 2020) *Current estimates show the gas peaking plant impact to be less than $5.00/month • Enhance City and neighborhood accessibility and mobility through a safe, efficient, convenient, and sustainable multi-modal transportation system * 1) Phase 1 Administration project is scheduled to wrap up in June 2022. We are over 90% complete. All team members will be moved in by May 1, 2022. * 2) For the Phase 2 upgrades, Brown and Caldwell was hired as the design consultant in January 2022 and weekly design meetings started in February 2022. (Public Works Goal 1) • Prepare long term financial plan for the power supply plan *Long term financial model is created and being reviewed (RPU Goal 6) CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/218 GOAL 5 Local Option Sales Tax TACTICS • Engage with community stakeholders, legislative delegation, and legislators on requests and coordinate legislative process *Bills introduced (HF 3822, Liebling/SF 3595, Nelson); included in House proposed tax bill (3 of 4 proposed projects); continued engagement with legislative champions; Presentations to over 10 community groups; Jenna and Chao presentation to Council on community engagement process (Legislative Policy Goal 2) GOAL 7 Enhance urban mobility with an emphasis on Rapid Transit TACTICS KEY PERFORMANCE INDICATOR • Rapid transit: Complete environmental analysis; complete 100% design; meet federal review process milestones *February 23, 2022 Council direction to delay Link RT opening to 2026. This will delay milestone until 2024. • Develop an active commuter plan and enact programs to expand alternative commuting (DMC Goal 1) • Reduce drive-alone mode share from 71% to 58% GOAL 6 Advance the City’s Foundational Principle of financial sustainability TACTICS • Leverage ARPA funds for ongoing collaboration and stewardship *Ongoing (Administration Goal 4) *Q1 2022 Update CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 9 GOAL 6 Advance the City’s Foundational Principle of financial sustainability ECONOMIC VIBRANCY AREAS OF FOCUS • Create clarity, alignment and unity with economic development partners in defining city leadership and community values • Establish competitive and sustainable approach to effectively allocate DMC resources, Legislative allocations, and city revenue • Develop implementation tools and strategies for Comprehensive Plan to ensure current decisions reflect future projections • Adopt design guidelines that better reflect Council and community values OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/2110 GOAL 2 Provide quality development review services through efficient and innovative review processes TACTICS KEY PERFORMANCE INDICATOR • Lead and facilitate development review collaboration through the creation of the Development Review Committee (DRC) *Weekly Development Review Committee has greatly improved coordination around identifying possible issues early in the development process and improving effectiveness of pre-development meetings. • Enhance operational efficiency and community awareness through proactive education around regulations and code enforcement *In progress (Community Development Goal 2) • Track building plan review time to ensure we’re meeting Council’s expectation of completing residential reviews in 2 weeks or less, and commercial reviews in 3 weeks or less. *This goal is being met for residential submittals; due to a large number and complexity of commercial plans, approximately 10% of commercial submittals are pushed out to <4 weeks GOAL 1 Develop economic/workforce development strategies TACTICS • Apply for Economic Development Grants with DEI Focus: Bloomberg Mayors Challenge, National League of Cities, McKnight *Completed. Recipient of the Bloomberg Mayors Challenge grant. • Develop programming to facilitate Higher Education completion of diverse communities *In progress • Develop paths to home ownership for diverse community members *In progress (DEI Goal 1) *Q1 2022 Update CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 11 GOAL 4 Facilitate private investment in the Destination Medical Center District TACTICS KEY PERFORMANCE INDICATOR • DMC Funding: Revise DMC Funding application process to allow for public infrastructure funding proposals by small and local businesses and property owners *In progress (DMC Goal 3) • More than $1 billion of new private development, consistent with development plan, underway *In progress *Q1 2022 Update GOAL 3 Invest in public realm to advance economic vibrancy, resident experience, visitor experience, and talent attraction TACTICS KEY PERFORMANCE INDICATORS • Chateau Theatre: Develop and execute Activation Strategy and ongoing capital maintenance *Continue work with Threshold Arts on a contract. Waiting response from ARPA grant before moving forward on bid for restroom upgrade. • Discovery Walk: Complete first phase (400-500 blocks) *Discovery Walk construction is set to begin in the 500 block starting April 11, 2022. Everything is set to begin on time. (DMC Goal 2) • Selection of operator for Chateau Theatre *In progress • Discovery Walk construction completed *In progress CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/2112 GOAL 5 Increase social equity in the construction industry TACTICS KEY PERFORMANCE INDICATORS • Implement Prevailing Wage, Targeted Business contracting and Workforce Participation goals on Destination Medical Center professional and construction projects. *Verified the correct Prevailing Wage table (Heavy Civil, 11-01-2022), Targeted Business contracting and Workforce Participation requirements were in bid documents. Obtained Targeted Business Progress reports, compiled workforce participation data for monthly reporting • Implement Prevailing Wage, Targeted Business contracting and Workforce Participation goals on City-only funded CIP projects valued at $3 million or more in 2022. *Evaluated Targeted Business Bidders Lists for 65th Street Reconstruction project and set-up project in LCP tracker for Prevailing Wage and Workforce Participation monthly reporting. (DMC Goal 6) • Project bids meet Targeted Business goals (4% on heavy civil projects and 7% on commercial construction projects) * Evaluated Targeted Business Bidders Lists for 1. DMC projects a. Riverfront Small Area Plan (professional services) b. Discovery Walk 32B Landscape Scope c. Downtown Sidewalks Enhancement projects. • Workforce Participation on DMC and City eligible projects: Women 8% and Minorities: 15% A. Received Workforce Participation Plan data for projects within ten days of bids. B. Published monthly report of Workforce Participation performance on Professional Services and Construction projects. C. When goals weren’t met, asked contractors (and their union representatives) what strategies they are implementing to meet increase participation of those underrepresented. GOAL 6 State bonding TACTICS KEY PERFORMANCE INDICATOR • Secure state bonding for District Energy System Rochester Bills introduced (HF 4470, Liebling; SF 3800, Senjem); met with MMB and Governor’s Office; included in Governor’s revised bonding bill at $15.8M in cash; continue to advocate for inclusion in House and Senate bonding bills. (Legislative Policy Goal 1) • Progress toward securing bonding requests Continued advocacy and engagement with key legislators occurring. 2. City Projects a. 65th Street Reconstruction CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 13 GOAL 5 Increase social equity in the construction industry GOAL 6 State bonding 2. City Projects a. 65th Street Reconstruction QUALITY SERVICES AREAS OF FOCUS • Cultural and Recreational opportunities that provide access and equity • The organization and Services reflect changing demographics and needs identified by community • Operations are sustainable, integrated, and easy to navigate • Service delivery is optimized, cost effective, and reflect our Foundational Principles OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/2114 GOAL 1 Align tools to unify and better meet customers needs TACTICS • Implement 311 system for receiving and tracking customer calls (Clerk Goal 3) Will take place after 311 Evaluation concludes (311 Eval kicking off Quarter 2 2022) • Evaluate options for Clerk’s office to operate as the front desk for all departments at City Hall (Clerk Goal 3) In progress • Develop and implement a customer experience survey tool for Community Development (DSI Goal 2) This work is anticipated to begin in Q2. • Evaluate and adjust the administrative fine schedule for licensing (Clerk Goal 2) Ongoing; initiated ordinance changes related to various fees (e.g. sidewalk cafes). • Evaluate options to more effectively bring code enforcement and quality of life issues to resolution (City Attorney Goal 4) In progress, working with Clerk’s office. • Conduct evaluations and benchmark: Fleet, Golf, Facilities, Public Safety, 311, Purchasing (Administration Goal 2) Golf Eval underway, projected end date Fall 2022; 311 Eval kicking off in Quarter 2. • Through ongoing data collection and engagement activities, prioritize teammate engagement and inspiration (Administration Goal 2) We have received and are close to awarding a proposal for the teammate survey that features 3 follow up pulse surveys. • Realign resources to advance organizational development (Administration Goal 2) As part of the HR team refocus, we will be evolving vacant positions and prioritizing an Organizational Development Strategist position. • Develop an organizational leadership philosophy (Administration Goal 2) We currently have teams participating in a High Performance Organization cohort. This may be one of the projects that groups work on. *Q1 2022 Update CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 15 GOAL 1 Align tools to unify and better meet customers needs *Q1 2022 Update GOAL 2 Development of organization wide Diversity Equity and Inclusion (DEI) plan, recruitment and retention of diverse teammates, and organization-wide DEI professional development TACTICS KEY PERFORMANCE INDICATOR • Develop Department specific DEI Action Plans that align with Organization-wide DEI goals Completed with recommendations for 3 priority areas. • Department specific action items for recruitment and retention for FY 2022 In progress. • Development of department specific professional development action plans In progress. (DEI Goal 1) • 100% of City of Rochester job postings include inclusive language In progress. • 100% of departments identify action items for recruitment and retention of diverse teammates In progress. GOAL 1 Align tools to unify and better meet customers needs KEY PERFORMANCE INDICATOR • Percent of Customers indicating satisfied or higher on Community Development survey (DSI Goal 2) Survey results will be reported following the development of a survey instrument in Q2. • Overall teammate engagement score Forthcoming as part of teammate survey • Teammate rating of organizational change management Forthcoming as part of teammate survey • Teammate rating of organization as a whole being managed well Forthcoming as part of teammate survey CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/2116 GOAL 3 Develop Park plans that are innovative, reflect community perspectives, and have a pathway to implementation TACTICS KEY PERFORMANCE INDICATOR • Development and adoption of Master Plans for Soldiers Field and Silver Lake, enriched by robust community engagement Master Plans have commenced. Significant Soldiers Field engagement has already occurred. Silver Lake has framework development of Engagement Plan (Parks and Recreation Goal 2) • Master Plans had engagement from a minimum 4 engagement sessions Soldiers Field already exceeds, Silver Lake & Natural Areas Management planned to exceed GOAL 4 Implement prioritized Parks and Recreation referendum projects TACTICS • Develop final approach for park levy investment including accelerated and annual projects Completed (Parks and Recreation Goal 8) *Q1 2022 Update CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 17 GOAL 7 Develop and implement organization wide digital communications strategy TACTICS • Audit City Council meeting production and identify opportunities to create a better experience for residents and businesses Consult occurring with Bluum - technology provider to improve the space and experience • Create a story telling strategy which utilizes video and photography Work in progress. (Communications Goal 3) GOAL 5 Develop data governance structure and enterprise wide data strategy TACTICS • Establish Data Governance Team The Data and Evidenced Based Decision Making Impact Team has been internally established. A core strategic team has met twice. We recently applied to the Bloomberg Philanthropies City Data Alliance as a way to further build capacity. • Achieve Silver Level What Works Cities Certification Criteria have been reviewed and awaiting new application availability. • Conduct Community Survey The National Community Survey is in the field, data collection ends 4/27/22. Results will be available in Q2. • Complete Annual Performance Report and quarterly Action Plan updates Ongoing (Administration Goal 1) GOAL 6 Update Financial Policies TACTICS • Update existing policies (e.g. budget, micro contract, economic incentive, etc. In progress with Administration. Initial research has occurred with a projected delivery in the fall of 2022. • Develop new Accounts Receivable Write-offs, Dept. Head, claim settlements, etc. Have not started, but building. (Finance Goal 4) CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/2118 GOAL 9 Sustainable physical infrastructure for Rochester Public Library to meet the needs of community members within our growing and changing landscape TACTICS KEY PERFORMANCE INDICATOR • Explore and expand programming partnerships with Rochester Music and Parks and Recreation Departments to leverage and maximize funding and facilities BookBike is collaborating with Park and Rec for summer programming in the parks. RPS partnered with Civic Music to provide a Global Music program on 3/2/22 and has provided input for future performers. • Explore space options to meet service and programming needs at Rochester Public Library Reviewing space planning to date with new director (Library Goal 4) • 90% of people surveyed report a positive experience with the programs offered by Rochester Public Library In progress GOAL 8 Assist with high-performance organization culture building initiatives TACTICS • Execute the employee engagement process and lead the dissemination of the engagement survey results; Survey proposal has been received/beginning to review survey and correlating project timeline. • Assist departments supervisors with action planning and monitor progress. In progress (Human Resources Goal 1) CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 19 GOAL 10 Complete IT Integration (RPL, RPU, and COR) / Organization-wide Data Security Efforts TACTICS KEY PERFORMANCE INDICATORS • Update Security Policy and develop a procedure plan for security related tasks Working on Incident response plan. Formalizing vulnerability management program. Working with 3rd party on PCI assessment. • Finalize remaining IT Integration implementation Significant progress from last year. Details shared with ITSC. (IT Goal 2) • Percentage of Devices with vulnerabilities 90+ days old Significant progress from last year. Details shared with ITSC. • Percentage of teammates completing basic security awareness training Establishing baseline level of training. GOAL 11 Create and adequately fund a facilities preventative maintenance account to maximize the useful life of assets and reduce expenditures on facilities maintenance TACTICS KEY PERFORMANCE INDICATORS • Implement a facilities reinvestment fund for predictive maintenance and achieve sustainable annual funding level of 1% of insured value in 4 years. 2021 ARPA funds - 3.3M; DP for 2023-$803K. Working on funding plan to meet 1% insured value goal by 2026 • Prioritize all facilities projects utilizing a common format and scoring process and develop a list of anticipated projects for the next ten years. In progress. (Facilities Goal 1) • 0.25% of building Insured value funded per year 2022: 3.3/3.9= .085%, 2023:0.8/3.9= .021% • List of annual costs for known capital maintenance categories and 10 yr. prioritized capital project list In progress. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/2120 GOAL 12 Improve public safety and ensure fiscal sustainability through the optimization of fire department service delivery TACTICS KEY PERFORMANCE INDICATOR • Transition to a Fire Records Management System (RMS) that supports department and City strategic priorities System configuration in process (Fire Goal 2) • Identification of an RMS vendor, creation of implementation plan, and execution of plan In progress. GOAL 13 Police Department: Build trust with the community and continue to collaborate on community problem solving TACTICS KEY PERFORMANCE INDICATORS • Refine the RPD Accountability Dashboard to make data easier to access and understand Late 2021, RPD refined the Accountability Dashboard and created downloadable interactive charts and data tables on use of force incidents and police pursuits. • Expand the Community Engagement Response Team (C.E.R.T.) to build bridges between law enforcement and community RPD is working with C.E.R.T. to establish a “Junior” C.E.R.T. with youth in the community. C.E.R.T. volunteers are identifying potential youth members to assist with community service and engagement. • Enhance organizational cultural fluency and resiliency (Police Goal 1) • Quarterly comparisons of Accountability Dashboard views So far in 2022, there have been 367 Accountability Dashboard views. • Establish baseline metrics utilizing CERT reports and additional data as it becomes available In progress. *Q1 2022 Update CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/06/21 21 GOAL 14 Enhance traffic safety throughout Rochester TACTICS KEY PERFORMANCE INDICATOR • Education and enforcement targeting areas of interest (neighborhood based traffic enforcement) Ongoing (Police Goal 4) • Measure/log speed trailer usage In progress. GOAL 15 Provide the community with affordable access to high quality and diverse musical programs. TACTICS KEY PERFORMANCE INDICATORS • Present free events to both provide cultural and recreation opportunities and to build a sense of community and civic pride (e.g. Down by the Riverside, forWARD, 4th Fest Independence Day Celebration, Live from Med City virtual concerts) In progress. (Civic Music Goal 1) • Number of free events and programs produced. Zero (events planned for summer months). • Attendance numbers for free events and programs. N/A FORWARD TOGETHER Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Present free events to both provide cultural and recreation opportunities and to build a sense of community and civic pride (e.g. Down by the Riverside, forWARD, 4th Fest Independence Day Celebration, Live from Med City virtual concerts) Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Number of free events and programs produced 0 KPI 2 Attendance numbers for free events and programs N/A T2 Present paid concerts to the public at heavily reduced (accessible) ticket prices Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Number of reduced admission events 2 KPI 2 Civic Music discounted ticket cost as compared to national average ticket cost (per artist/concert)John Mueller's "Winter Dance Party" tickets were $30 per attendee; the average national ticket for this show during this quarter was $40. No information was available for the Diali Cissohko & Kaira Ba concert; they did not tour this quarter. T3 Present events outside of the downtown area in an effort to promote neighborhood vibrancy and vitality; accessibility to Civic Music programming (e.g. forWARD) Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Number of events held outside the downtown area 0 KPI 2 Attendance number for events held outside of downtown area N/A T4 Develop and increase diverse revenue streams to support Civic Music programming. Possibilites include but are not limited to federal, state, and regional grants; sponsorships; individual and corporate donations Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Grants and sponsorships pursued 0 KPI 2 Grants and sponsorships awarded Two cash Sponsorships were awarded in this quarter: one from the Mayo Clinic for $15,000; and one from Think Bank for $68,000 (year three of a three-year contract) KPI 3 Individual and corporate donations received N/A T5 Diversify musical genres and styles represented in departmental programming Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Number and variety of musical styles/genres programmed Two genres were presented this quarter: 50's rock (John Mueller's "Winter Dance Party") and global music (Diali Cissohko & Kaira Ba, kora-led band) Goal 2 T6 Provide the community with free or low cost music-based youth and adult education and outreach opportunities (e.g. Global Music Series) Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Number educational and outreach opportunities administered 15 total services held at local and regional elementary schools and public libraries. Schools included Sunset Terrace, Riverside Central, Ben Franklin, Bamber Valley, Harriet Bishop, and Jefferson in Rochester, MN; Spring Grove Elementary and Fillmore Central Elementary in Preston, MN. Public libraries included Harmony, Lake City, Wabasha, Rochester, Plainview, Northfield, and Cannon Falls libraries. KPI 2 Number of youth community members served by education programming 1,521 KPI 3 Number of adult community members served by education programming 278 Goal 3 T7 Engage with a variety of community partners to facilitate, develop, and promote programs Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 Support local artists, arts community, and other community partners Community Enrichment: Civic Music Fiscal Responsibility & Sustainability; Social Equity; Compassion Quality Services for Quality Living; Affordable Living Fiscal Responsibility & Sustainability; Social Equity; Compassion Quality Services for Quality Living; Affordable Living; Economic Vibrancy and Growth Management Fiscal Responsibility & Sustainability; Social Equity; Compassion Quality Services for Quality Living; Affordable Living Provide the community with affordable access to high quality and diverse musical programs Provide the community with access to high quality and diverse music education opportunities 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page1 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Community Enrichment: Civic Music KPI 1 Number of partners engaged (excluding Mayo Civic Center/ASM/Experience Rochester)0 T9 Support the local arts economy by hiring local bands/musicians for departmental programs wherever applicable Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Number of local artists hired (local to Rochester or 11 county SEMAC region)0 KPI 2 Amount spent on local artist contracts N/A T10 Support community by hiring local/regional contractors wherever practical KPI 1 Number of local contractors hired (local to Rochester or 11 county SEMAC region) 5 local contractors were hired during Q1: Northern Sun, Fette Productions, Gemini Productions, Tyler Aug and Davies Printing. KPI 2 Amount spent on local contractors $15,151 T10 Activate City assets (e.g. city park system, Chateau Theatre, Mayo Civic Center, Rochester Public Library) Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Number of programs and events held in City assets Two events were programmed at the Mayo Civic Center complex: John Mueller's "Winter Dance Party" in the Mayo Civic Center Auditorum and Diali Cissohko in the Rochester Civic Theatre Main Stage. KPI 2 Attendance at programs held in City assets 638 Goal 4 T11 Improve Music Board engagement and levels of support Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 100% board member attendance at 80% of meetings 70% of board members attended the January 25, 2022 virtual meeting. KPI 2 100% of Board members present at two (2) Civic Music community events annually (not including forWARD and Down by the Riverside concerts) 25% of the board attended and volunteered at the John Mueller's "Winter Dance Party" concert, and 25% of the board attended and volunteered at the Diali Cissohko concert. KPI 3 100% of Board members present at the forWARD concert in their respective ward N/A KPI 4 100% of Board members attend and volunteer at two (2) Down by the Riverside concerts N/A T12 Partner with CET to meet strategic programmatic and financial goals Avital Rabinowitz Christopher Alcott, Paul Atkins, Mary Fuhrmeister 12/31/2023 KPI 1 Number of collaborative activities completed Collaborated with the Rochester Public Library to present a Global Music program in the library auditorium. Fiscal Responsibility & Sustainability; Social Equity; Compassion Quality Services for Quality Living; Economic Vibrancy and Growth Management Deepen strategic relationships with internal partners and Music Board Fiscal Responsibility & Sustainability; Social Equity; Compassion Quality Services for Quality Living; Affordable Living; Economic Vibrancy and Growth Management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page2 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Partner with Family Service Rochester using a variety of funding sources to pilot a social worker at the Library in order to improve access to community resources. Quality Services for Quality Living Sara Patalita Heather Acerro Susan Hansen, Brian Lind 12/30/2022 Alison Carpenter was contracted in late 2021 to work at the library as a .75 FTE social worker. KPI 1 113 unique people make connections with GPS social worker at RPL 12/30/2022 27 unique people KPI 2 55 RPL Staff gain skills/knowledge to better assist under- served people. Affordable Living 12/30/2022 35 staff attended online presentation on March 7 Staff survey scheduled for June to assess skills/ knowledge learned KPI 3 225 interactions (points of service) occur with GPS 12/30/2022 56 interactions (points of service) KPI 4 90% of people surveyed report a welcoming experience with the Library 12/30/2022 Library visit survey to be updated in April 2022 to gather welcoming experience data. Goal 2 T1 Secure federal funds to purchase connected Chromebooks and support monthly internet service for Library patrons who would otherwise lack sufficient access to internet connectivity and/or devices. Quality Services for Quality Living Steve Mosing Purna Gurung 12/30/2022 $619K grant awarded in fall, 2021. 1,000 Chromebooks processed for borrowing. Survey of Connected Chromebook customers conducted in March, 2022. KPI 1 Secure $400,000 to purchase 1000 connected Chromebooks Funding secured. T2 Partner with community organizations to identify community members with insufficient internet connectivity and/or devices and deploy devices accordingly. Steve Mosing Purna Gurung Sara Patalita Administrative Team 3/15/2022 37 partners completed Partnership Agreements with RPL as of 3/31/22. KPI 1 1000 community members/households sign eligible use agreement and receive connected devices 916 Chromebooks borrowed as of 3/31/22 KPI 2 80% of people surveyed report improved knowledge or skills Survey continuing, with results expected for Q2. T3 Partner with Dover/Eyota Schools as an extension of Rochester Reading Champions' mission to eliminate barriers for under-resourced youth who struggle to read. Sara Patalita Tammy Fritz 6/6/2022 Working on best practices for evaluating Dover/Eyota student growth for RRC reporting. KPI 1 Improve student reading levels by an average of 1 grade Interim Dover/Eyota report states: -26% of students who have both BOY and MOY Fastbridge testing data available have shown significant improvement; and 53% are showing average-neutral improvements -55.5% of students who have both BOY and MOY Fountas & Pinnell levels available have shown significant improvement; and 44.5% are showing average-neutral improvements KPI 2 Number of students that receive Orton-Gilingham literacy intervention at the Doyer/Eyota location. Interim Dover/Eyota report states: In the Orton- Gillingham program at Dover-Eyota, our student demographics are: -20 students served -students are enrolled in grades 1-5 -30% female-identified; 70% male-identified receiving O- G supports -25% BIPOC; 75% white receiving O-G supports (Dover- Eyota Elementary as a whole is 8% BIPOC; 92% white) -45% receiving O-G supports also receive free/reduced lunch (Dover-Eyota Elementary as a whole is 23%) Goal 3 Community Enrichment: Library Goal 1: Increase community members opportunities to access information and services including support for physical and mental health, employment, education, affordable housing and transportation Social Equity Compassion Expand literacy skills (basics and digital) and technology access to improve equity for community members Social Equity Improve access to impactful Library services for community members 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page3 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Community Enrichment: Library T1 Combine the feedback from community members-- especially those whose voices are not typically represented-- with research data to make recommendations on library open hours, implement new hours, and assess if changes are more equitable and accessible to a broader audience. Affordable Living Karen Lemke Heather Acerro Beth Butterfield 12/30/2022 Survey conducted in late 2021. 3,186 survey responses, including 2,619 Library (Main) users, 179 Bookmobile users, and 388 non-uers. KPI 1 Percentage change in library card holders after implementation of new hours Hours to be updated in May 2022, post-survey planned for 12/2022 KPI 2 Analyze pre and post patron usage trends including circulation, door counts and occupancy Six months after hours change, circulation, door counts, and occupancy results collected. (12/2022) T2 Install reserve lockers and/or vended library collection in a location outside of downtown to increase equitable access to library resources. Andrew Stehr 12/30/2022 The vending system has been ordered from Lyngsoe. The renovations needed at fire station #4 are moving forward. KPI 1 Number of check outs and returns KPI 2 80% of people surveyed report increased access to needed library materials KPI 3 Increased household activity in surrounding location of lockers Goal 4 T1 Explore and expand programming partnerships with Rochester Music and Parks and Recreation Departments to leverage and maximize funding and facilities. Economic Vibrancy and Growth Management Heather Acerro Kim Edson Sara Patalita Programming Team 12/30/2022 BookBike is collaborating with Park and Rec for summer programming in the parks. RS partnered with Civic Music to provide a Global Music program on 3/2/22 and has provided input for future performers. KPI 1 Number of programming partnerships Developing partnership opportunities for summer, 2022 KPI 2 Number of program attendance N/A KPI 3 90% of people surveyed report a positive experience with the programs offered by Rochester Public Library An outcomes measurement plan has been established and is in the process of being implemented. The data wall is being re-deisgned to reflect new outcomes measurements T2 Explore becoming the Operator of the Chateau Theatre to ensure city access to valued community resource to enhance programs and services. Beth Butterfield Karen Lemke Keri Ostby 12/30/2022 Threshold Arts chosen as Operator of Chateau. Library, Parks, and Music hoping to host up to 14 events annually in the space. KPI 1 Secure operation of the Chateau Theatre by the Community Enrichment Team N/A KPI 2 Number of programming partnerships at the Chateau KPI 3 90% of people surveyed report a welcoming experience at the Chateau T3 Explore programming partnership opportunities at the Chateau Theatre if the library is provided cost effective access to book this facility. Heather Acerro Kim Edson Sara Patalita Programming Team 12/30/2022 Waiting for final contract and new Operator to begin managing Chateau. Will work with Threshold Arts to determine ability to host library programs in the Chateau. KPI 1 Number of programming partnerships KPI 2 Number of program attendance KPI 3 90% of people surveyed report a positive experience with the programs offered T4 Explore space options to meet service and programming needs at Rochester Public Library. Karen Lemke Kim Edson Keri Ostby 12/30/2022 Reviewing space planning to date with new director KPI 1 Creation of plan that is approved by City Council and the Library Board. Social Equity, Compassion Sustainable physical infrastructure for Rochester Public Library to meet the needs of community members within our growing and changing landscape Fiscal Responsibility and Sustainability 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page4 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Complete Inventory of Park Natural Areas Jeff Huberman 08/01/2022 Master Plan has just begun T2 Develop best management practices for differing areas Alison Litchy Mike Nigbur Pending MP KPI 1 Decreasing presence of invasive Species confirmed through two year inspection cycles of mapped areas KPI 2 Increased bio-diversity confirmed through inspections/viewing by volunteer naturalists and partners. KPI 3 Special environmental locations (i.e. goat prairie) are retained. Goal 2 Develop Park plans that are innovative, reflect community perspectives, and have a pathway to implementation T1 Development and adoption of Master Plans for Soldiers Field and Silver Lake, enriched by robust community engagement Mike Nigbur Mike Schaber 06/01/2022 Master Plans have commenced. Significant SF engagement has already occurred. SL has framework development of Engagement Plan T2 Neighborhood park plans will include neighborhood input in consideration Jeff Feece Matt Davidson 12/31/2022 Engagement for neighborhood Park improvements has occurred (Slatterly 3/28) KPI 1 Master Plans had engagement from a minimum 4 engagement sessions SF Already Exceeds, SL & Natural Areas Management planned to exceed KPI 2 3 Neighborhood Park Plans developed Pending Goal 3 T1 Target tree planting in areas of highest benefit or need Jeff Haberman Corey Schulte 10/15/2022 Several grants secured for both planting in targeted areas and to maintain lost canopy T2 Increase tree canopy cover city wide ongoing Grants have provided opportunity to help maintain canopy rather than lose. T3 Reduce pruning cycles from current 20 year.Alison Litchy RNeighborWoods 10/15/2022 No action KPI 1 Adopt Tree Preservation Policy 12/01/2022 Pending discussions on UFMP KPI 2 Plant more trees than removed annually ongoing Unknown at this time KPI 3 Increase staffing annually to meet levels established in UFMP 01/01/2023 Pending discussions on UFMP KPI 4 Complete pruning of 1 FMU annually 12/15/2022 Pending discussions on UFMP Goal 4 T1 Utilize Park System Plan & allocated funding (CIP & Operations) to guide project categories for improvement Mike Schaber Mike Nigbur ongoing 2022 project program developed - Implementation underway T2 Establish a specific maintenance protocol for landscaping and physical park amenities Not Started T3 Prioritize maintenance & enhancement projects based on highest need and ability to extend useful life, safety and asset distribution Matt Davidson Ongoing Project planning started. KPI 1 Two Playgrounds are renovated in 2022 Planning underway on more than two playgrounds KPI 2 1 Shelter is renovated Not Started KPI 3 3 Courts are renovated.Priority analysis started. Goal 5 T1 Submit application and attend CAPRA Accreditation training Dale McCamish Park and Recreation Management Team complete T2 Preparation of Self Assessment of Department for review Paul Widman Fall 2023 Self Assessment underway Fiscal Responsibility & Sustainability / Public Safety /Social Equity Affordable Housing, Quality Services for Quality Living Community Enrichment: Parks & Recreation Develop Natural Areas Management Plan Environmental Stewardship Quality Services Implement Urban Forest Master Plan Fiscal Responsibility & Sustainability / Public Safety /Social Equity Affordable Housing, Quality Services for Quality Living Goal 4: Asset preservation and enhancement of Park infrastructure Fiscal Responsibility & Sustainability / Public Safety Affordable Housing, Quality Services for Quality Living Become a National Recreation and Parks Association (NRPA) accredited Commission for Accreditation of Park and Recreation (CAPRA) agency 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page5 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Community Enrichment: Parks & Recreation KPI 1 CAPRA Assessment team visits to review Self Assessment Mike Nigbur Not Set KPI 2 In person Hearing at NRPA's Annual Conference to approve Accreditation Planned for Fall 2023 Goal 6 T1 Get public input on existing aquatic facilities and what the need is for future years Paul Widman Mike Nigbur Soldiers Field master plan underway , Silver Lake MP underway, Lincolnshire development pending start T2 Bring on a Aquatics Consultant T3 Find a funding source to upgrade or build facilities needed Dale McCamish Ed Staiert Fall 2022 T4 Evaluate Adaptive Recreation Program KPI 1 Design Aquatics Facility KPI 2 Start construction of Aquatics Facility Goal 7 T1 Develop strategies with Park Board and Council based on NGF golf review.Paul Widman Jeff Gorman Fall 2023 Review of marketing and fee structure is underway. T2 Revise CIP plan in response to SF Master Plan and other planning initiatives Paul Widman Fall 2022 Master Plan is underway. T3 Review and update concession services Paul Widman Jeff Gorman Fall 2022 New vendor at SF. KPI 1 Golf participation and revenue Paul Widman Jeff Gorman KPI 2 Changes in program based on NGF report Paul Widman Jeff Gorman Ongoing KPI 3 New concession contracts New vendor at SF Goal 8 Implement prioritized Parks and Recreation referendum projects T1 Develop implementation schedule per project ongoing General project planning is completed, Specific project desing and Project T2 Assign key personnel team members to lead Mike Nigbur Multiple support team members 03/01/2022 Staff assigned. T3 Design project and determine estimated costs and operational expenses Dale McCamish Mike Schaber based on project schedule T4 Develop final approach for park levy investment including accelerated and annual projects Completed KPI 1 Project awarded Matt Davidson KPI 2 Construction milestones achieved.Jeff Feece KPI 3 Project completion timelines met KPI 4 Project close out and funding verified KPI 5 Project opening & community input ??? Goal 9 T1 Review need assessment from 2020 1/1/2022 Currently working with ADMIN & PW for assessment/consolidation of T2 Discuss possible Partner Departments (PD, PW, RPU) for potential inclusion of space Mike Nigbur Matt Davidson.3/1/2022 Currently working with ADMIN & PW for assessment/consolidation of facilities. T3 Determine preferred site location & sizing option with one alternative Mike Schaber Other team members 4/1/2022 Pending Discussion of Facility Review KPI 1 Funding options reviewed Jeff Haberman 5/22 - 7/22 No action KPI 2 Funding Secured 12/1/2022 No action KPI 3 Design Consultant Selected 1/15/2023 KPI 4 Bid Award, On Time On budget construction 11/1/2023 KPI 5 Transition to new facility 11/1/2024 Evaluate programs and developed strategies to implement recommendations Park and Forestry Operations Facility Fiscal Responsibility & Sustainability/ Public Safety Quality Services for Quality Living Provide a Golf Program that reflects Community demand Fiscal Responsibility & Sustainability/ Public Safety Affordable Housing, Quality Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page6 of 40 DSI Action Plans Q1 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Goal 1 Tactic 1 Collaborate on DSI Leads leadership development program Cindy Wendy, Josh, Leena Quarterly A DSI leads meeting was held on Feb. 11, 2022. The team reviewed the City Council's Strategic priorities. The team also discussed a case study around leadership and customer service. The next DSI leads meeting is scheduled for May 2022. Areas for discussion will include an update on DEI training, follow up from the Feb. 2022 case study and a team building exercise. Tactic 2 Expand teammate use of technology to support innovation and develop teammate survey to identify most frequency used software Heather, Ryan, Dillon, Tyler, Aaron Wendy, Josh Quarterly This work is anticipated to begin in Q2. KPI 1 Hold 4 DSI Leads meetings per year Wendy, Josh, Leena Heather, Ryan, Dillon, Tyler, Aaron The first DSI leads meeting of 2022 was held in Feb. 2022, the next one is scheduled for May 2022. Approximately 34 members of the DSI team (Public Works and Community Development) participate in these quarterly meetings.) KPI 2 Create a matrix identifying what software each employee uses and cross training/collaboration opportunities This work is anticipated to begin in Q2. Goal 2 Tactic 1 Expand Customer Service Learning Cindy, Wendy, Josh Cindy, Leena semi- annually Wendy, Josh and the DSI team has identified a customer service training module they would like to implement in 2022. Wendy and Josh will be meeting with DEI Director Chao Mwatala to review the training to make sure it is in alignment with the City's equity goals. Tactic 2 Develop and Implement DEI action plan Wendy, Josh Heather, Ryan, Dillon, Tyler, Aaron on-going PW and CD have worked with their direct reports to develope equity plans for their departments. They meet regularly (at least monthly) to discuss these plans. This is an item that is also reported out at our quarterly DSI leads meeting. Tactic 3 Develop and implement a customer experience survey tool for Community Development Cindy, Wendy, Josh Heather, Ryan, Dillon, Tyler, Aaron on-going This work is anticipated to begin in Q2. Tactic 4 Assess frequently used customer information brochures to determine if need to be multi-lingual This work has begun with bi-lingual signage in place in the lobby at DSIC. Additional assessment and prioritization of this work will continue thru 2022. KPI 1 Percent of Customers indicating satisfied or higher on Community Development survey Survey results will be reported following the development of a survey instrument in Q2. KPI 2 All DSI teammates participate in at least one annual customer service learning session To date 34 DSI teammates have participated in training to support a positive customer experience as part of our quarterly DSI leads meeting. Goal 3 Tactic 1 Activation of DSI Engagement team Cindy, Wendy, Josh Ryan, Dillon,Tyler, AaronJul-22 Tactic 2 Develop & Hold Process mapping training for DSI Leads team Heather, Ryan, Dillon, Tyler, Aaron Wendy, Josh on-going Process mapping training is scheduled for the Q3 DSI leads meeting. Tactic 3 Establish baseline of employees understanding of IAP2 engagement strategies and identify projects and what IAP2 strategy should be used Cindy, Wendy, Josh Heather, Ryan, Dillon, Tyler, Aaron Monthly Currently the IAP2 strategies are identified on a project by project basis. IAP2 training is being considered for the Q4 DSI leads meeting Tactic 4 Continue DSI Dine and Discover & DSI Download DSI downloads are done monthly and sent to the entire DSI team as well as Admin team. KPI 1 Hold 3 engagement meetings per year KPI 2 Conduct DSI Leads process mapping sessions and implement 4 improvements as a result of the sessions Process mapping training is scheduled for the Q3 DSI leads meeting. KPI 3 Identify four projects to apply the IAP2 engagement approach IAP2 methodology has been identified for outreach related to Transit Plan Update and Unified Development Code update. KPI 4 Assess employee participation and value of DSI Dine & Discover and DSI download This work is anticipated to begin in Q2. Creating a culture of process improvement & collaboration Fiscal Responsibility & Resiliency Quality Services for Quality Living; Economic Vibrancy & Growth Management Development Services Infrastructure Connecting Goals Leadership Development: Becoming thought leaders in our professions focused on innovation and quality Compassion, Fiscal Responsibility & Resiliency, Social Equity Quality Services for Quality Living Customer Experience: create an open and welcoming experience for our customers Compassion, Fiscal Responsibility & Resiliency, Social Equity Quality Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page7 of 40 Tactics (T)/Key Performance Indicators (KPI)Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Protect quality rental housing through rental housing inspections for compliance with the housing code Housing Inspectors Taryn Ongoing Ongoing T2 Continued enforcement of city ordinances to prevent blight and zoning violations Housing Inspectors & Zoning Liaison Taryn Ongoing Ongoing T3 Partner with the State & County on Lead Free program to make five homes lead safe Taryn Edens Brent Svenby & Adam Froke Ongoing 2 project currently in process T4 Partner with the State & County on Healthy Homes program to distribute 100 healthy homes kits Taryn Edens Brent Svenby & Adam Froke 03/01/2022 Tactic is currently being adjusted. Regulations will only fund 33 kits. Items being ordered to assemble 33 kits. T5 Rehab 15 single-family dwellings through CDBG program Olmsted County Housing Brent Svenby & Taryn Edens Ongoing 9 projects currently in process T6 Implement one pilot neighborhood sprint/sweep Jay Bohan Taryn Edens & Jeremy Pries 03/01/2022 Neighborhood selection is up to Taryn. Delayed due to prioritization of the Housing Code Adoption, Fee Reimbursement Program, and Local Option Sales Tax. KPI 1 Track # of inspections completed Housing Inspectors Taryn Edens 6/1/2022, 12/31/2022 1,307 KPI 2 % Violators in compliance after 1st notice, Number of days to complete service request, Housing Inspectors Taryn Edens 12/31/2022 13% KPI 3 # of rehabbed properties (rental and single family dwelling)Olmsted County Housing Brent Svenby & Taryn Edens 04/04/2022 There are 2 rehab projects in process KPI 4 National Community Survey measurement feeling of safety Taryn Edens Brent Svenby 04/04/2022 In progress KPI 5 % Zoning compliance through education, # of nuisance complaints, # of neighborhood sprints/sweeps, # of courtesy inspections, # of neighborhoods with sidewalk repair investments from CDBG Housing Inspectors & Zoning Liaison Brent Svenby 04/04/2022 In progress KPI 6 # of homes made LEAD safe Taryn Edens Brent Svenby & Adam Froke Ongoing 2 project currently in process in LEAD safe program Goal 2 T1 Complete building reviews in accordance with City Council expectations (2-4 weeks) Jerry James, Mike, and Jayne on-going This goal is being met for residential submittals; due to a large number and complexity of commercial plans, approximately 10% of commercial submittals are pushed out to <4 weeks T2 Complete planning application review in accordance with state and local laws. Allison Desmond, Matt, Emma, Ed Ongoing Continue to comply with the land development manual. T3 Provide next day/requested date building inspection scheduling for customers Manager of Building Inspections Inspection Team Ongoing Team continues to provide next day inspections over and above set limit for daily inspection. This has led to the use of more overtime earlier in the year. T4 Lead and facilitate development review collaboration through the creation of the Development Review Committee (DRC) Manager of Building Inspections Ryan Yetzer Ongoing Weekly Development Review Committee has greatly improved coordination around identifying possible issues early in the development process and improving effectiveness of pre-development meetings. Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management Development Services Infrastructure: Community Development Promote an inclusive, clean, safe and healthy community. Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Affordable Living Provide quality development review services through efficient and innovative review processes 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page8 of 40 Tactics (T)/Key Performance Indicators (KPI)Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Development Services Infrastructure: Community Development T5 Establish urban design review process Molly Patterson- Lundgren & Allison Sosa Taryn Edens & Ryan Yetzer 02/01/2022 Design and DMC meetings have occurred for eligible properties. Formation of detailed review process has been de-prioritized due to the NEA grant, supporting the Silver Lake Park Plan and the Silver Lake Dam project, urgent properties which came up for designation review (303 6th, Olmsted County Bank, and the Legends property), supporting the Indigenous ethnographic study for parks, and Parklett policy. T6 Enhance operational efficiency and community awareness through proactive education around regulations and code enforcement Manager of Building Inspections Inspection Team Ongoing In progress T7 Unified development code creation, implementation, and education Ryan, Emma Allison, Desmond, Matt, Ed 12/31/2022 Outreach calendar has been scheduled for Spring/Summer 2022; Emma and Ryan are continuing to move this effort forward KPI 1 Track building plan review time to ensure we're meeting Council's expectation of completing residential reviews in 2 weeks or less, and commercial reviews in 3 weeks or less. Jerry James, Mike, and Jayne on-going This goal is being met for residential submittals; due to a large number and complexity of commercial plans, approximately 10% of commercial submittals are pushed out to <4 weeks KPI 2 Number of SDPs/MBs initial review 15 business days, Type IIIs decision within 60 calendar days, and Zoning Certificates completed within 5 business days Planning Team Allison Sosa Ongoing This goal is met for Q1. Planning Team has reviewed 11 SDP & MB applications in Q1. All received a first review letter within 15 business days, or are on track to receive a review letter within 15 business days. The Planning Team reviewed 24 Type 3 & Type 2 applications in Q1. All received a determination within 60 days, or are on track to receive a determination within 60 days. KPI 3 Track monthly building inspections completed.Manager of Building Inspections Inspection Team Ongoing An average of 2035 inspections have been completed per month (January - 1,744 inspections; February - 1,820 inspections; March - 2,511 inspections) KPI 4 Track number of DRC meetings held Manager of Building Inspections Ryan Yetzer Ongoing There have been 11 Development review committee meetings in 2022. Goal 3 T1 Complete Growth Management update to accurately reflect the City's near term urban growth area. Principle Planner, Ryan Yetzer Ed, Emma 02/01/2022 This is completed T2 Begin to analyze a large scale zoning map update to align land use plan with the zoning map Principle Planner Allison Sosa Ongoing Community Development Team is working on a large scale zoning map to rezone all PUDs and special districts. T3 Begin to analyze a Comp Plan sections that need to be updated in 2023 Principle Planner, Ryan Yetzer Allison Sosa Ongoing In progress T4 Lead City land disposition project Cindy, Josh Brent Svenby 12/31/2022 Parcel off of Viola Rd NE was sold to a private developer. Civic Center North lot has been approved to negotiate a mixed-income housing project with Sherman Associates. CD and Parks teammates continue to meet with the Homestead neighborhood to develop outlots into housing. T5 Continued development of historic preservation inventory Molly Patterson- Lundgren Taryn & Brent Ongoing In progress T6 Determine historic district resolution Molly Patterson- Lundgren Taryn & Cindy 12/31/2022 In progress Implement strategies to promote the social and economic well-being, inclusion, and mobility of City residents Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page9 of 40 Tactics (T)/Key Performance Indicators (KPI)Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Development Services Infrastructure: Community Development T7 Adopt urban design guidelines Molly Patterson- Lundgren Taryn, Cindy, and Josh 12/31/2022 Top 10 Design - 7 C's drafted, next is to incorporate into the UDC. Thus far, de- prioritized due to the NEA grant, supporting the Silver Lake Park Plan and the Silver Lake Dam project, urgent properties which came up for designation review (303 6th, Olmsted County Bank, and the Legends property), supporting the Indigenous ethnographic study for parks, and Parklett policy. T8 Prioritize City elements of the Sustainability & Resiliency Recommendations Lauren Jensen & Kevin Bright Ongoing Submitted MN GreenCorps host site application for a MN GreenCorps Member to focus on public recycling initiatives for 2022-2023. Applied for and received an MPCA grant for Stormwater, Wastewater, and Climate Resilience planning. Grant funding will support a community co-design process to assist in the design and implementation of Resilience Hubs. On-going participation in developing the RITE (re-imagining today's environment) School in collaboration with Community Ed. RITE will focus on sustainable living education for the community. On-going discussions with RPU regarding solar potential for City facilities and funding resources. T9 Work towards greenhouse gas emissions reduction goal (30% by 2025) Lauren Jensen / Sustainability Commission Ongoing Recruitment to increase participation in the benchmarking program is on-going through May. An energy efficiency grant was awarded to 6 local organizations in March to install energy efficiency projects to reduce their energy use and therefore carbon emissions. Currently participating in Sustainable States Network Community Energy Challenge and receiving technical assistance for EV-Ready Communities certification. Assistance provides review and guidance on policy, program, incentive, and education initiatives to promote electric vehicle infrastructure and adoption. City staff is working with Center for Energy and Environment to complete a greenhouse gas emissions reduction analysis on strategies in the Energy Action Plan and Sustainability & Resiliency Community Work Plan. The analysis will provide a pathway for the City to pursue towards our adopted greenhouse gas emissions reduction goals by outlining which strategies are the most promising and the resources needed to implement them. The analysis was completed by the end of March and City staff is preparing to bring to City Council at the study session on April 18th. T10 Work with Green Team to achieve the goal outlined for each quarter and focus area Lauren Jensen Ongoing Q1 goal for Green Team was in the waste and recycling focus area. The goal established was to pursue a computing pilot within City facilities. The Green Team is collaborating with a local Boy Scouts troop who will assist with the collection of compost for the DSCI and WRP breakrooms. Compost will be brought to a collection bin and WRP and used on native plantings at DSIC and WRP. KPI 1 Track number of Growth Management Map amendments applications Principle Planner, Ryan Ed, Emma 02/01/2022 Created an application type and those are now being tracked as any other development application KPI 2 Track number of City land disposition projects Cindy, Josh Brent 12/31/2022 One parcel sold for private development. One parcel entered into exclusive negotiation for private development. Two parcels in discussion with neighborhood for redevelopment Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page10 of 40 Tactics (T)/Key Performance Indicators (KPI)Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Development Services Infrastructure: Community Development KPI 3 # of community organizations actively/consistently involved and S&R Recommendations tactics pursued Lauren Jensen Ongoing Reconvened Sustainability & Resiliency Task Force in January to discuss next steps in implementation and engagement with community organizations. Monthly meeting to participate in Rochester Air Network to collaborate on community air network and education/engagement next steps to share air quality data. Monthly meetings with DMC and local bike groups to organize and promote micro-mobility events. Continued collaboration with Olmsted County Environmental Services on waste reduction, recycling, and reuse initiatives and community education. Monthly participation in the Olmsted County Food Security coalition to implement recommendations from the Food Security Assessment. Monthly participation with Rochester Olmsted Youth Commission meeting and Environmental Subcommittee - supported development of Green Business Recognition Program. Presentations to RPU Board, League of Women Voters MN, MN Climate Adaptation Partnership. Developed Q2 and Q3 community engagement plan as a part of our German intern's workplan, focused on implementation of S&R plan. KPI 4 # of new participants in benchmarking program Lauren Jensen Ongoing Benchmarking program kicked off on March 22nd and will run until June 1st. We are currently working with 6 new participants for a total of 13 new buildings. Recruitment will continue through the end of May. We are working on 3-4 community case studies of benchmarking participants to highlight energy efficiency projects participants have completed on their properties and the benefits received. Goal 4 T1 Prepare and distribute application notification mailings, development informational notification mailings, and public hearing notifications Erin Lake, Janelle McGee, and Maribeth Cooper All Ongoing Ongoing T2 Provide a high level of customer service through timely and quality responses to phone/e-mail questions (24 hours or less). All CD Teammates All CD Teammates Ongoing Currently, 90% if not returned the same day the next day. T3 Public records requests and email notices are processed within the GovQA timeframe. Leslie Durhman Andrea Aagard, Erin Lake, and Heather Peterson Ongoing Team continues to respond and process Gov QA requests within timeframe. KPI 1 Track # of public notifications Janelle McGee, and Maribeth Cooper Allison Sosa Ongoing In progress KPI 2 Track # of phone calls received by CD. Jessica Schuler & Heather Peterson Ongoing In progress KPI 3 Track % of time records request is filled within GovQA timeline Leslie Durhman Heather Peterson Ongoing In progress Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management Communicate and engage with City Council, Boards and Commissions, neighborhoods, and residents to ensure they remain informed about development Social Equity, Compassion Quality Services for Quality Living, 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page11 of 40 Tactics (T)/Key Performance Indicators (KPI)Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Protect quality rental housing through rental housing inspections for compliance with the housing code Housing Inspectors Taryn Ongoing Ongoing T2 Continued enforcement of city ordinances to prevent blight and zoning violations Housing Inspectors & Zoning Liaison Taryn Ongoing Ongoing T3 Partner with the State & County on Lead Free program to make five homes lead safe Taryn Edens Brent Svenby & Adam Froke Ongoing 2 project currently in process T4 Partner with the State & County on Healthy Homes program to distribute 100 healthy homes kits Taryn Edens Brent Svenby & Adam Froke 03/01/2022 Tactic is currently being adjusted. Regulations will only fund 33 kits. Items being ordered to assemble 33 kits. T5 Rehab 15 single-family dwellings through CDBG program Olmsted County Housing Brent Svenby & Taryn Edens Ongoing 9 projects currently in process T6 Implement one pilot neighborhood sprint/sweep Jay Bohan Taryn Edens & Jeremy Pries 03/01/2022 Neighborhood selection is up to Taryn. Delayed due to prioritization of the Housing Code Adoption, Fee Reimbursement Program, and Local Option Sales Tax. KPI 1 Track # of inspections completed Housing Inspectors Taryn Edens 6/1/2022, 12/31/2022 1,307 KPI 2 % Violators in compliance after 1st notice, Number of days to complete service request, Housing Inspectors Taryn Edens 12/31/2022 13% KPI 3 # of rehabbed properties (rental and single family dwelling)Olmsted County Housing Brent Svenby & Taryn Edens 04/04/2022 There are 2 rehab projects in process KPI 4 National Community Survey measurement feeling of safety Taryn Edens Brent Svenby 04/04/2022 In progress KPI 5 % Zoning compliance through education, # of nuisance complaints, # of neighborhood sprints/sweeps, # of courtesy inspections, # of neighborhoods with sidewalk repair investments from CDBG Housing Inspectors & Zoning Liaison Brent Svenby 04/04/2022 In progress KPI 6 # of homes made LEAD safe Taryn Edens Brent Svenby & Adam Froke Ongoing 2 project currently in process in LEAD safe program Goal 2 T1 Complete building reviews in accordance with City Council expectations (2-4 weeks) Jerry James, Mike, and Jayne on-going This goal is being met for residential submittals; due to a large number and complexity of commercial plans, approximately 10% of commercial submittals are pushed out to <4 weeks T2 Complete planning application review in accordance with state and local laws. Allison Desmond, Matt, Emma, Ed Ongoing Continue to comply with the land development manual. T3 Provide next day/requested date building inspection scheduling for customers Manager of Building Inspections Inspection Team Ongoing Team continues to provide next day inspections over and above set limit for daily inspection. This has led to the use of more overtime earlier in the year. T4 Lead and facilitate development review collaboration through the creation of the Development Review Committee (DRC) Manager of Building Inspections Ryan Yetzer Ongoing Weekly Development Review Committee has greatly improved coordination around identifying possible issues early in the development process and improving effectiveness of pre-development meetings. Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management Development Services Infrastructure: Community Development Promote an inclusive, clean, safe and healthy community. Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Affordable Living Provide quality development review services through efficient and innovative review processes 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page12 of 40 Tactics (T)/Key Performance Indicators (KPI)Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Development Services Infrastructure: Community Development T5 Establish urban design review process Molly Patterson- Lundgren & Allison Sosa Taryn Edens & Ryan Yetzer 02/01/2022 Design and DMC meetings have occurred for eligible properties. Formation of detailed review process has been de-prioritized due to the NEA grant, supporting the Silver Lake Park Plan and the Silver Lake Dam project, urgent properties which came up for designation review (303 6th, Olmsted County Bank, and the Legends property), supporting the Indigenous ethnographic study for parks, and Parklett policy. T6 Enhance operational efficiency and community awareness through proactive education around regulations and code enforcement Manager of Building Inspections Inspection Team Ongoing In progress T7 Unified development code creation, implementation, and education Ryan, Emma Allison, Desmond, Matt, Ed 12/31/2022 Outreach calendar has been scheduled for Spring/Summer 2022; Emma and Ryan are continuing to move this effort forward KPI 1 Track building plan review time to ensure we're meeting Council's expectation of completing residential reviews in 2 weeks or less, and commercial reviews in 3 weeks or less. Jerry James, Mike, and Jayne on-going This goal is being met for residential submittals; due to a large number and complexity of commercial plans, approximately 10% of commercial submittals are pushed out to <4 weeks KPI 2 Number of SDPs/MBs initial review 15 business days, Type IIIs decision within 60 calendar days, and Zoning Certificates completed within 5 business days Planning Team Allison Sosa Ongoing This goal is met for Q1. Planning Team has reviewed 11 SDP & MB applications in Q1. All received a first review letter within 15 business days, or are on track to receive a review letter within 15 business days. The Planning Team reviewed 24 Type 3 & Type 2 applications in Q1. All received a determination within 60 days, or are on track to receive a determination within 60 days. KPI 3 Track monthly building inspections completed.Manager of Building Inspections Inspection Team Ongoing An average of 2035 inspections have been completed per month (January - 1,744 inspections; February - 1,820 inspections; March - 2,511 inspections) KPI 4 Track number of DRC meetings held Manager of Building Inspections Ryan Yetzer Ongoing There have been 11 Development review committee meetings in 2022. Goal 3 T1 Complete Growth Management update to accurately reflect the City's near term urban growth area. Principle Planner, Ryan Yetzer Ed, Emma 02/01/2022 This is completed T2 Begin to analyze a large scale zoning map update to align land use plan with the zoning map Principle Planner Allison Sosa Ongoing Community Development Team is working on a large scale zoning map to rezone all PUDs and special districts. T3 Begin to analyze a Comp Plan sections that need to be updated in 2023 Principle Planner, Ryan Yetzer Allison Sosa Ongoing In progress T4 Lead City land disposition project Cindy, Josh Brent Svenby 12/31/2022 Parcel off of Viola Rd NE was sold to a private developer. Civic Center North lot has been approved to negotiate a mixed-income housing project with Sherman Associates. CD and Parks teammates continue to meet with the Homestead neighborhood to develop outlots into housing. T5 Continued development of historic preservation inventory Molly Patterson- Lundgren Taryn & Brent Ongoing In progress T6 Determine historic district resolution Molly Patterson- Lundgren Taryn & Cindy 12/31/2022 In progress Implement strategies to promote the social and economic well-being, inclusion, and mobility of City residents Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page13 of 40 Tactics (T)/Key Performance Indicators (KPI)Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Development Services Infrastructure: Community Development T7 Adopt urban design guidelines Molly Patterson- Lundgren Taryn, Cindy, and Josh 12/31/2022 Top 10 Design - 7 C's drafted, next is to incorporate into the UDC. Thus far, de- prioritized due to the NEA grant, supporting the Silver Lake Park Plan and the Silver Lake Dam project, urgent properties which came up for designation review (303 6th, Olmsted County Bank, and the Legends property), supporting the Indigenous ethnographic study for parks, and Parklett policy. T8 Prioritize City elements of the Sustainability & Resiliency Recommendations Lauren Jensen & Kevin Bright Ongoing Submitted MN GreenCorps host site application for a MN GreenCorps Member to focus on public recycling initiatives for 2022-2023. Applied for and received an MPCA grant for Stormwater, Wastewater, and Climate Resilience planning. Grant funding will support a community co-design process to assist in the design and implementation of Resilience Hubs. On-going participation in developing the RITE (re-imagining today's environment) School in collaboration with Community Ed. RITE will focus on sustainable living education for the community. On-going discussions with RPU regarding solar potential for City facilities and funding resources. T9 Work towards greenhouse gas emissions reduction goal (30% by 2025) Lauren Jensen / Sustainability Commission Ongoing Recruitment to increase participation in the benchmarking program is on-going through May. An energy efficiency grant was awarded to 6 local organizations in March to install energy efficiency projects to reduce their energy use and therefore carbon emissions. Currently participating in Sustainable States Network Community Energy Challenge and receiving technical assistance for EV-Ready Communities certification. Assistance provides review and guidance on policy, program, incentive, and education initiatives to promote electric vehicle infrastructure and adoption. City staff is working with Center for Energy and Environment to complete a greenhouse gas emissions reduction analysis on strategies in the Energy Action Plan and Sustainability & Resiliency Community Work Plan. The analysis will provide a pathway for the City to pursue towards our adopted greenhouse gas emissions reduction goals by outlining which strategies are the most promising and the resources needed to implement them. The analysis was completed by the end of March and City staff is preparing to bring to City Council at the study session on April 18th. T10 Work with Green Team to achieve the goal outlined for each quarter and focus area Lauren Jensen Ongoing Q1 goal for Green Team was in the waste and recycling focus area. The goal established was to pursue a computing pilot within City facilities. The Green Team is collaborating with a local Boy Scouts troop who will assist with the collection of compost for the DSCI and WRP breakrooms. Compost will be brought to a collection bin and WRP and used on native plantings at DSIC and WRP. KPI 1 Track number of Growth Management Map amendments applications Principle Planner, Ryan Ed, Emma 02/01/2022 Created an application type and those are now being tracked as any other development application KPI 2 Track number of City land disposition projects Cindy, Josh Brent 12/31/2022 One parcel sold for private development. One parcel entered into exclusive negotiation for private development. Two parcels in discussion with neighborhood for redevelopment Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page14 of 40 Tactics (T)/Key Performance Indicators (KPI)Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Development Services Infrastructure: Community Development KPI 3 # of community organizations actively/consistently involved and S&R Recommendations tactics pursued Lauren Jensen Ongoing Reconvened Sustainability & Resiliency Task Force in January to discuss next steps in implementation and engagement with community organizations. Monthly meeting to participate in Rochester Air Network to collaborate on community air network and education/engagement next steps to share air quality data. Monthly meetings with DMC and local bike groups to organize and promote micro-mobility events. Continued collaboration with Olmsted County Environmental Services on waste reduction, recycling, and reuse initiatives and community education. Monthly participation in the Olmsted County Food Security coalition to implement recommendations from the Food Security Assessment. Monthly participation with Rochester Olmsted Youth Commission meeting and Environmental Subcommittee - supported development of Green Business Recognition Program. Presentations to RPU Board, League of Women Voters MN, MN Climate Adaptation Partnership. Developed Q2 and Q3 community engagement plan as a part of our German intern's workplan, focused on implementation of S&R plan. KPI 4 # of new participants in benchmarking program Lauren Jensen Ongoing Benchmarking program kicked off on March 22nd and will run until June 1st. We are currently working with 6 new participants for a total of 13 new buildings. Recruitment will continue through the end of May. We are working on 3-4 community case studies of benchmarking participants to highlight energy efficiency projects participants have completed on their properties and the benefits received. Goal 4 T1 Prepare and distribute application notification mailings, development informational notification mailings, and public hearing notifications Erin Lake, Janelle McGee, and Maribeth Cooper All Ongoing Ongoing T2 Provide a high level of customer service through timely and quality responses to phone/e-mail questions (24 hours or less). All CD Teammates All CD Teammates Ongoing Currently, 90% if not returned the same day the next day. T3 Public records requests and email notices are processed within the GovQA timeframe. Leslie Durhman Andrea Aagard, Erin Lake, and Heather Peterson Ongoing Team continues to respond and process Gov QA requests within timeframe. KPI 1 Track # of public notifications Janelle McGee, and Maribeth Cooper Allison Sosa Ongoing In progress KPI 2 Track # of phone calls received by CD. Jessica Schuler & Heather Peterson Ongoing In progress KPI 3 Track % of time records request is filled within GovQA timeline Leslie Durhman Heather Peterson Ongoing In progress Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity, Compassion Economic Vibrancy and Growth Management Communicate and engage with City Council, Boards and Commissions, neighborhoods, and residents to ensure they remain informed about development Social Equity, Compassion Quality Services for Quality Living, 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page15 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Continue to develop and implement infrastructure strategies through a targeted focus on equity, sustainability, and fiscal responsibility. 1) Public Works is in the process of updating its Engineering standards and specifications guidance document to ensure infrastructure materials are sustainable and achieve our life expectancy goals. 2) Due to the upcoming phase 2 liquids and solids treatment project at WRP, we are evaluating new technologies and implementing pilot studies such as hydrocyclone and rotary drum thickener to evaluate treatment effectiveness, ease of operation, and life cycle costs. KPI 1 Council adoption of updated assessment policy KPI 2 Completion of Phase 1 Administration and Phase 2 Treatment Works upgrades at WRP Aaron Luckstein Matt Baker 1) Phase 1 Administration project is scheduled to wrap up in June 2022. We are over 90% complete. All team members will be moved in by May 1, 2022. 2) For the Phase 2 upgrades, Brown and Caldwell was hired as the design consultant in Janaury 2022 and weekly design meetings started in February 2022. KPI 3 Customer rates are competitive in comparison to regional averages and rate of inflation Aaron Luckstein Matt Baker, Troy Erickson01/01/2022 1) Wastewater rates and fees were approved by council in November 2021 and implemented January 1, 2022. 2) A stormwater rate study is slated for the 3rd qtr of 2022, pending the results of the flood control LOST efforts. T2 Enhance City and neighborhood accessibility and mobility through a safe, efficient, convenient, and sustainable multi- modal transportation system Dillon Dombrovski Ongoing stretch goal; continued focus on incorporating Complete Streets Policy on all designs, update of Active Transportation Master Plan KPI 1 Deliver and complete 90% of projects on time and within scope Developing a system to track. Will add a metric to project close out process KPI 2 No projects exceed 10% change order allowance Developing a system to track. Will add a metric to project close out process T3 Snow removal map becomes an interactive web app for the public and internal Dan Plizga Mike Burns, Monty Meyer 09/30/2024 Stretch Goal; plows have technology; need to build out web-mapping application T4 Continued implementation of Safe Systems evaluation related to speed limit ordinance Sam Budzyna Josh DeFrang, Dillon Dombrovski Ongoing evaluation of higher volume corridors T5 Engage in efforts to strategically invest in the City’s infrastructure. Public Works and Parks department meet biannually to coordinate on CIP and smaller projects. Last meeting 3/22/22.; Development of asset management tools KPI 1 Council adoption of Sidewalk Improvement District policy Tyler Niemeyer Brett Jenkinsen, Kelly Peterson Presenting to council in April KPI 2 Prioritize projects and obtain funding to be used for recreational trail and alley pavement rehabilitation Dillon Dombrovski Mike Burns, Dan Plizga, Tyler Niemeyer. Haven't started this project. Need GIS time and teammate time, may be difficult to get to. KPI 3 Environmental services CIP projects implemented within 2 years of council approval Aaron Luckstein Troy Erickson, Matt Crawford, Matt Baker In progress KPI 4 Updated asset management plans across the department that prioritize the extended life of infrastructure Aaron Luckstein, Monty MeyerMatt Baker, Matt Crawford WRPs asset management system has been updated to reflect targeted maintenance efforts based on age of equipment and if it will be replaced durign the Phase 2 liquid and solids upgrade project. Collection system has a point evaluation system to establish a priority ranking list for both maintenance and CIP projects. Currently the Public Works asset management system includes a preventative maintenance work order system utilizing JD Edwards for scheduling and managing repairs. To evalute City assets, we were involved with City administration to conduct facility inspections. We identified large items that need replacement and repair. This data was utilized for creating an asset replacement budget. In addition, currently we are reviewing Public Works and Park & Rec faciliteis for space utilziation and operational efficiency. T5 Implement strategies to promote the social and economic well-being, inclusion, and mobility of City residents Ia Xiong, Dillon Dombrovski Bus stop improvement grant secured; update of Active Transportation Plan ongoing Development Services and Infrastructure: Public Works Establish programs that acheive reliable and sustainable public infrastructure to support a vibrant community All 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page16 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Development Services and Infrastructure: Public Works KPI 1 Number of electronic communications as well as postcard mailers provided to community members before major projects.Wendy Turri Megan Moeller Developing a system to track KPI 2 Implement DEI action plan for Public Works Wendy Turri Public Works program has been in communication with the MPCA and MDH to allow continued ed credits for DEI training. They are open to a proposal being submitted for consideration and discussion. Have had one meeting to start the action plan. Working with Admin and HR to develop effective training and ammend hiring practices. T6 Communicate and engage with City Council, Boards & Commissions, neighborhoods and residents to ensure they remain informed about neighborhood-based projects Wendy Turri Megan Moeller Ongoing engagement and enhanced communications pages have been developed. Project managers host construction meetings with impacted neighborhoods as part of the regular construction project proces. Meetings todate: Curbside parking changes, 65th Street, Silver Lake, Lower Town, DT Side, Parklets, Hiawatha Court. KPI 1 Number of special events attended/hosted i.e. Safe City Nights, Thursdays Downtown, neighborhood meetings, etc.Wendy Turri Megan Moeller Skate City Nights (4/2-3) KPI 2 6 Study Session topics highlighting Public Works projects and programs, or other improvement ideas Active Transportation 3/21. LOST presentation in Feb 2022 for Flood Control. KPI 3 Continue DSI Downloads and expand distribution to include Council members and other volunteer boards/commissions Wendy Turri Jessica Shuller Met monthly goal. Conducted informal survey on affectiveness, looking at modifications. KPI 4 Track number of projects with interactive story maps Wendy Turri Megan Moeller -Interactive StoryMap: 4 -City "topic" page: 10 -Consultant hosted website: 2 KPI 5 Track number of visits to interactive construction web- mapping tool Wendy Turri Megan Moeller 982 (1/1/2022-4/1/2022) 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page17 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Establish Data Governance Team Noloan Schild The Data and Evidenced Based Decision Making Impact Team has been internally established. A core strategic team has met twice. We recently applied to the Bloomber City Data Initiative as a way to further build capacity. T2 Achieve Silver Level What Works Cities Certification Noloan Schild Criteria have been reviewed and awaiting application opening. T3 Conduct Community Survey Heather J. Heyer Jenna Bowman The National Community Survey is in the field, data collection ends 4/27/22. T4 Complete Annual Performance Report and quarterly Action Plan updates Heather J. Heyer Noloan Schild ongoing KPI 1 Conduct quarterly Action Plan updates Heather J. Heyer Scheduled for 5/16/22 Goal 2 T1 Conduct evaluations and benchmark: Fleet, Golf, Facilities, Public Safety, 311, Purchasing Heather J. Heyer Golf Eval underway, projected end date Fall 2022; 311 Eval kicking off in Quarter 2 T2 Develop succession planning strategy for key leadership positions Aaron Parrish A refocus of the Human Resources Team is currently in process based on the Director's April retirement. T3 Through ongoing data collection and engagement activities, prioritize teammate engagement and inspiration Gretchen Bill We have received and are close to awarding a proposal for the teammate survey that features 3 follow up pulse surveys T4 Forward team/impact team/leadership forum Alison Zelms These teams are all development a a cadence. We currently have standing Impact Teams created for Development Services and Infrastructure, Community Services, Public Service, High Performance Government, and Public Safety. We have focused teams established for Strategic Communictions, Engagement, and DEI; Data and Evidenced Based Decision Making, and are close to establishing a Facility Impact Team. T5 Realign resources to advance organizational development Aaron Parrish As part of the HR team refocus, we will be tevolving vacant positions and prioritizing an Organizational Development Strategist position. T6 Develop an organizational leadership philosophy Alison Zelms Gretchen Bill and Forward Team We currently have teams participating in a High Performance Organization cohort. This may be one of the projects that groups work on. T7 Develop change management toolkit Aaron Parrish Gretchen Bill No specific action at this time. High Performance Government: Administration Develop data governance structure and enterprise wide data strategy Develop our commitment to High Performance Organization Quality Services for Quality Living Quality Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page18 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update High Performance Government: Administration T8 Evaluate best hours of operation to meet teammate and customer needs Heather J. Heyer A question related to City facility hours was added to the in the National Community Survey. Further assessment will occur based on the data received. KPI 1 Overall teammate engagement score Aaron Parrish Gretchen Bill Forthcoming as part of teammate survey KPI 2 Teammate rating of organizational change management Aaron Parrish Gretchen Bill Forthcoming as part of teammate survey KPI 3 Teammate rating of organization as a whole being managed well Aaron Parrish Gretchen Bill Forthcoming as part of teammate survey Goal 3 T1 Ensure streamlined services and efficiencies are being realized through the One Roof agreement.Alison Zelms Noloan Schild In progress T2 Continue to collaborate with outside agencies to review financials and refine process for annual funding requests Alison Zelms Heather J Heyer This was completed in conjunction with the 2022-2023 Budget Process T3 Host listening sessions and solicit public feedback on new maps drawn through the redistricting process.Heather J. Heyer Cindy Steinhauser, Jenna Bowman, Liz Stay, Karen Lemke 03/24/2022 Hosted 9 Listening Sessions and 5 Public Comment Meetings related to redistricting and draft maps.City Council approval of new Wards in March of 2022 in compliance with deadlines. T4 Collaborate with Olmsted County and Rochester Public Schools on the Tri Government Committee to identify areas where each entity best leads, supports, and influences on issues Alison Zelms Heather J Heyer In progress. Two Tri Government meetings have been held with focus areas being homelessness, mental health, and climate resilency/adapation, all using a DEI lens. T5 With the County and community partners clarify roles and coordinating response to people experiencing homelessness Alison Zelms Cindy Steinhauser, Taryn Edens An active working group to outline near and long term opportunities has been meeting. T6 Develop, build and maintain partnerships (local governments)On going Goal 4 T1 Develop a process for and implement a two year budget cycle Alison Zelms Aaron Parrish, Noloan Schild, Dale Martinson, and Rachel Houdek The 2022-2023 budget was successfully adopted. We are advancing a process to prepare the supplmental budget for 2023. T2 Maintain the City's AAA bond rating Alison Zelms Aaron Parrish and Dale Martinson The rating was sustained in our last rating evalaution. T3 Update the City's financial policies Dale Martinson Initial research has occured with a projected delivery in the fall of 2022 T4 Leverage ARPA funds for ongoing collaboration and stewardship Aaron Parrish Various Ongoing. T5 Evaluate and implement opportunities for citizen engagement around the budget process Jenna Bowman Noloan Schild The Budget and Brief was developed and options for the 2024-2025 Budget are being developed. Goal 5 Continue to collaborate and build community partnerships Advance the City's Foundational Principle of financial sustainability Quality Services for Quality Living Affordable Living Economic Vibrancy and Growth Management Equip committees, commissions, and City Council on effective board governance 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page19 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update High Performance Government: Administration T1 Celebrate success and increase educational opportunities Action Plan highlights are routinely featured in the weekly City Administrator updates to the team and Council. The Mayor recently facilitated the Annual Board's and Commission training. Conversations happening about using comevo for various onboarding activities. T2 Complete a spring and fall tour for City Council No update T3 Host an annual City Council retreat Alison Zelms Aaron Parrish The 2022 City Council Learning Sessions have been scheduled in April, May, and June. The focus is on learning together, assessing opportunties for growth as a team, and building related capacities to help Councilmembers best contribute to the team and community. T4 Host joint meetings with the Library Board and Parks and Recreation Board 2 times per year Alison Zelms Paul Widman and Karen Lemke A joint meeting was held with the Park Board in January of 2022. The primary focus was on collective prioritization of the accelerated park investments Goal 6 T1 Affirm existing vision and foundational principles Alison Zelms Aaron Parrish Affirmed as part of the City Council Strategic Priorities process T2 Align department purpose statements around vision and foundational principles Aaron Parrish Heather J Heyer and Gretchen Bill Plan to kick off in Q2 or Q3 of 2022. Create clarity and alignment on City Vision, Mission and Values Quality Services for Quality Living Quality Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page20 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Implement a facilities reinvestment fund for predictive maintenance and achieve sustainable annual funding level of 1% of insured value in 4 years.Scot Ramsey Jason Schmidt, Monty Meyer, Noloan Schild 12/30/2025 2021 ARPA funds - 3.3M; DP for 2023-$803K. Working on funding plan to meet 1% insured value goal by 2026 T2 Prioritize all facilities projects utilizing a common format and scoring process and develop a list of anticipated projects for the next ten years.Scot Ramsey Jason Schmidt, Monty Meyer, Noloan Schild 12/30/2022 In progress T3 Develop annual costs for known capital maintenance: roofs, exterior maintenance, parking lots, major mechanical, building automation systems (BAS) controls, uninterruptible power supply (UPS), and generators.Scot Ramsey Jason Schmidt, Monty Meyer, Noloan Schild 12/30/2022 KPI 1 % of building Insured value funded per year Scot Ramsey Jason Schmidt, Monty Meyer, Noloan Schild 12/30/2026 2022: 3.3/3.9= .085%, 2023:0.8/3.9= .021% KPI 2 List of annual costs for known capital maintenance categories and 10 yr. prioritized capital project list Scot Ramsey Jason Schmidt, Monty Meyer, Noloan Schild 12/30/2022 In progress KPI 3 % of assets exceeding their useful life. Scot Ramsey Jason Schmidt, Monty Meyer, Noloan Schild 12/30/2022 In progress KPI 4 Facilities Condition Assessments (FCA) - 4 year cycle. Quarter of physical assets assessed each yr.Scot Ramsey Jason Schmidt, Monty Meyer, Noloan Schild 12/30/2022 In progress KPI 5 Number and dollar amount of deferred maintenance Scot Ramsey Jason Schmidt, Monty Meyer, Noloan Schild 12/30/2022 In progress Goal 2 T1 Propose annual funding sources for energy efficiency and sustainability projects: 1. Calculate projected savings of 15% off of 2019 base energy costs for Phase 1 building (9 total). 2. Internal commissioning group charge to CIP projects 3. Rebates, Grants, etc.Scot Ramsey Kevin Bright, Lauren Jensen, Jason Schmidt, Noloan Schild 06/30/2022 Completed 4/4/22 CC KPI 1 Annual $ savings of 2019 energy cost for each building normalized for weather data. Scot Ramsey Kevin Bright, Lauren Jensen, Jason Schmidt, Noloan Schild 06/30/2022 In progress KPI 2 Annual $ excess internal commissioning group charges to CIP projects Scot Ramsey Kevin Bright, Lauren Jensen, Jason Schmidt, Noloan Schild 06/30/2022 In progress KPI 3 Annual $ Rebates, Grants, etc.Scot Ramsey Kevin Bright, Lauren Jensen, Jason Schmidt, Noloan Schild 06/30/2022 In progress Environmental Stewardship, Fiscal Responsibility & Sustainability Economic Vibrancy and Growth management High Performance Government: Facilities Create and adequately fund a facilities preventative maintenance account to maximize the useful life of assets and reduce expenditures on facilities maintenance Environmental Stewardship, Fiscal Responsibility & Sustainability Quality Services for Quality Living Create a funding process for energy efficiency and sustainability projects 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page21 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update High Performance Government: Facilities KPI 4 # project completed with < 5yr payback Scot Ramsey Kevin Bright, Lauren Jensen, Jason Schmidt, Noloan Schild 06/30/2022 In progress Goal 3 T1 Propose annual funding sources for BAS operations group : 1. Calculate projected savings of 15% off of 2019 base energy costs for Phase 1 building (9 total). 2. Internal commissioning group charge to CIP projects 3. Rebates, Grants, etc.Scot Ramsey Jason Schmidt, Noloan Schild 01/30/2022 Completed 4/4/22 CC T2 Create a business plan for BAS operations group: 1. FTEs - management and personnel 2. Products and services offered: BAS procurement process, standards, building integration, and BAS strategy optimization. 3. annual Budget and implementation plan Scot Ramsey Jason Schmidt, Noloan Schild 01/30/2022 Completed 4/4/22 CC T3 Create integrated facilities staffing organization for phase 1 buildings Scot Ramsey Aaron Parrish, Noloan Schild 06/30/2022 Completed 4/4/22 CC KPI 1 # of COR standard building control strategies Scot Ramsey Jason Schmidt, Noloan Schild 06/30/2022 In progress KPI 2 % of Phase 1 buildings integrated under BAS group operations Scot Ramsey Jason Schmidt, Noloan Schild 06/30/2022 In progress Goal 4 T1 Develop a common work order system and process for identifying and processing, maintenance requests and preventative maintenance.Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress T2 Track work orders and develop staff utilization metrics for determining FTE required Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress KPI 1 Common metrics for determining FTE requirements Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress KPI 2 FTE utilization of temporary, part-time, and contracted staff Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress Goal 4 T1 Improve sustainability by implementing a concentrated chemical green cleaning program and common waste and recycling Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress T2 Develop standard products for custodial and maintenance staff Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress T3 Develop bulk purchasing and storage of custodial and maintenance products and supplies. Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress T4 Integrate the management and procurement of all contracts for maintenance, custodial, and building automation /controls Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress KPI 1 % using concentrated chemical green cleaning program and common waste and recycling Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress Standardize supply chain for maintenance and custodial staff Environmental Stewardship, Fiscal Responsibility & Sustainability Economic Vibrancy and Growth management Create a COR Building Automation Systems (BAS) operations group (pilot implement in 2022). Environmental Stewardship, Fiscal Responsibility & Sustainability Economic Vibrancy and Growth management Develop a common process for determining staffing requirements using facilities maintenance staff metrics. Environmental Stewardship, Fiscal Responsibility & Sustainability Economic Vibrancy and Growth management Environmental Stewardship, Fiscal Responsibility & Sustainability Economic Vibrancy and Growth management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page22 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update High Performance Government: Facilities KPI 2 % using standard products and contracting Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress Goal 6 T1 Form a COR Facilities Group charged with development of facilities policies and standards Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress T2 Develop list of proposed COR organizational facilities policies and standards Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress KPI 1 Approved facilities policies and standards Scot Ramsey Facilities Group - 7 members TBD 12/30/2022 In progress Environmental Stewardship, Fiscal Responsibility & Sustainability Economic Vibrancy and Growth management COR policy for facilities Environmental Stewardship, Fiscal Responsibility & Sustainability Economic Vibrancy and Growth management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page23 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Create a communications and engagement toolkit that focuses on diversity, equity and inclusion Chao Mwatela & Jenna Bowman CE DEI Working Group Q1 2022 This project is still in motion, with an expected completion date in Q3 T2 Implement unified Project Management framework Jessica Schuler, Jaymi Wilson, Megan Moeller & Jenna Bowman Q2 2022 This has been finalized and is starting to be shared internally KPI 1 Community survey data on communications and engagement Currently being collected by way of the Community Survey KPI 2 Number of projects that utilize the IAP2 Spectrum of Engagement Work in progress KPI 3 Time needed to facilitate the engagement process by teammates - determine by survey Work in progress Goal 2 T1 Develop strategy to utilize video to update and communicate with teammates Elizabeth Stay & Jenna Bowman Gina Marcucci Work in progress T2 Create City Council meeting recaps to share with teammates Elizabeth Stay, Heather Heyer & Jenna Bowman Gina Marcucci Work in progress T3 Develop an organizational wide quarterly digital newsletter Elizabeth Stay, Gina Marcucci & Jessica Schuler Jenna Bowman Issue 1 is being finalized T4 Coordinate quarterly or bi-annual updates from the City Administrator Alison Zelms, Elizabeth Stay & Jenna Bowman Work in progress KPI 1 Teammate feedback via the teammate survey Work in progress Goal 3 Develop and implement organizational wide digital communications strategy T1 Audit City Council meeting production and identify opportunities to create a better experience for residents and businesses Elizabeth Stay, Kelly Geistler, Heather Heyer & Jenna Bowman Consult occuring with Bluum - technology provider to improve the space and experience T2 Create a story telling strategy which utilizes video and photography Elizabeth Stay & Jenna Bowman Gina Marcucci Work in progress T3 Identify departmental website champions and co-champions Elizabeth Stay & Jenna Bowman Work in progress T4 Audit the website and make improvements to enhance the experience of residents, businesses and visitors - while implementing quarterly website audits Elizabeth Stay Arun & Jackie Work in progress KPI 1 National Community Survey data on communications and engagement Work in progress Goal 4 T1 Review engagement tools that are available and/or currently being used Jenna Bowman Elizabeth Stay, Megan Moeller, Karen Lemke Work in progress T2 Determine desired approach to digital engagement and make selection of tool(s)Alison Zelms & Jenna Bowman Work in progress KPI 1 Community survey data on communications and engagement Survey currently open to community Goal 5 T1 Evaluate contracted services versus developing in-house capacity Jessica Schuler & Jenna Bowman Megan Moeller & Elizabeth Stay Numbers currently being pulled KPI 1 Review past project spending in the area of community engagement and communications Numbers currently being pulled Goal 6 T1 Participate in the local communications and engagement network Elizabeth Stay, Megan Moeller, Jenna Bowman Other City Communicators Work in progress T2 Hold membership in state and national associations Membership held in relevant associaitons T3 Seeking opportunities to speak at virtual or in person conferences/education sessions Work in progress KPI 1 Quantify partnerships Work in progress High Performance Government: Strategic Communications & Engagement Develop and implement an organizational-wide approach to communications & engagement with a focus on Diversity, Equity & Inclusion Social Equity & Fiscal Responsibility Develop a plan to increase integral communications and engagement Social Equity & Fiscal Responsibility Quality City Services for Quality Living Quality City Services for Quality Living Social Equity & Fiscal Responsibility Social Equity & Fiscal Responsibility Refine multifaceted approach to engagement Social Equity & Fiscal Responsibility Identify opportunities to better leverage investments into project budgets Social Equity & Fiscal Responsibility Strengthen local, state and national communication and engagement partners Quality City Services for Quality Living Quality City Services for Quality Living Quality City Services for Quality Living Quality City Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page24 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Conduct organization-wide and community audit Chao Mwatela N/A 4/1/2021 Completed with recommendations for 3 priority areas. T2 Analyze and share audit with teammates and Council. Recommend DEI goals for FY 2022 Chao Mwatela N/A 5/1/2021 Completed with recommendations for 3 priority areas. T3 Develop Department specific DEI Action Plans that align with Organization-wide DEI goals Chao Mwatela and Department heads All teammates 11/1/2021 Completed. DEI Symposium in November 2021 and update to City Council in November of 2021. KPI 1 Completed audit report KPI 2 Recommendation of goals and council approval KPI 3 Completion of Department DEI Action plans Goal 2 T1 Review job posting template for inclusive language Chao Mwatela Human Resources Q1 2022 All new job postings are reviewed for inclusive language by HR and include City DEI commitment statement. T2 Department specific action items for recruitment and retention for FY 2022 Chao Mwatela and Department heads Department Heads Q4 2021 In Progress T3 Development of Diversity, Equity and Inclusion commitment statement Chao Mwatela CE/DEI workgroup Q4 2021 In Progress KPI 1 100% of City of Rochester job postings include inclusive language KPI 2 100% of departments identify action items for recruitment and retention of diverse teammates Goal 3 T1 Assessment of organization DEI climate Chao Mwatela Human Resources Q1 2022 Climate survey delayed due to pandemic. HR re-evaluating questions to include in survey as well as adding DEI specific questions. Climate survey tentatative Q2. T2 Development of department specific professional development action plans Chao Mwatela and Department heads Department Heads Q4 2021 In Progress KPI 1 Assessment report and recommendations KPI 2 Development of department specific professional Goal 4 T1 Create a communications and engagement toolkit that focuses on diversity, equity and inclusion Jenna Bowman & Chao Mwatela CE/DEI workgroup Q1 2022 CE/DEI working group continues to meet monthly. Completion of toolkit anticipated in Q2. Social Equity High Performance Government: Diversity Equity and Inclusion Development of organization wide DEI plan, recruitment and retention of diverse teammates, and organization-wide Diversity Equity and Inclusion professional development Social Equity Recruitment and retention of diverse teammates Develop organization-wide Diversity Equity and Inclusion professional development Social Equity Develop and implement an organizational-wide approach to communications & engagement with a focus on Diversity, Equity & Inclusion Social Equity 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page25 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update High Performance Government: Diversity Equity and Inclusion T2 Develop DEI page on City of Rochester Website Chao Mwatela Jessica Schuler Q1 2022 DEI Webpage completed and live in March 2022. KPI 1 National Community Survey data on communications and engagement Awaiting results coming in Q2. Goal 5 T1 Apply for Economic Development Grants with DEI Focus: Bloomberg Mayors Challenge, NLC, McKnight Cindy Steinhauser &Chao Mwatela Lauren Jensen Q2 2022 Completed. Recipient of the Bloomberg Mayors Challenge grant. T2 Develop programming to facilitate Higher Education completion of diverse communities Heather Cochran & Chao Mwatela Q3 2022 In Progress T3 Develop paths to home ownership for diverse community members Cindy Steinhauser & Chao Mwatela Heather Cochran Q4 2022 In Progress Goal 6 T1 Develop strategies to address disparities in Intercultural Cities Rochester, MN Index Chao Mwatela Q1 2022 Partnered with Diversity Coucil to engage community in ICC index conversation and development of plan to address disparities. Initial engagement completed with collaboration with community partners continuing in Q2. T2 Develop translation/interpretation program for City of Rochester materials Jenna Bowman & Chao Mwatela Jessica Schuler Q2 2022 T3 Develop Community engagement - co- design toolkit Lauren Jensen & Chao Mwatela Jenna Bowman Q3 2022 KPI 1 Provide teammates opportunities to volunteer during a COR Juneteenth Day of Service Development of community Intercultural competence Social Equity Social Equity Develop economic/workforce development strategies Social Equity Quality Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page26 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Secure state bonding for District Energy System Rochester Heather C./Scot Ramsey Aaron Parrish 5/2022 (?) Bills introduced (HF 4470, Liebling; SF 3800, Senjem); met with MMB and Governor's Office; included in Governor's revised bonding bill at $15.8M in cash; continue to advocate for inclusion in House and Senate bonding bills T2 Secure bonding funding for Willow Creek Trail Heather C.Mike Nigbur 5/2022 (?) Bills introduced (HF 3253, Boldon/SF 3011, Nelson) Awaiting consideration for inclusion in bonding bills T3 Secure state bonding for Silver Lake Revitalization Heather C. Aaron Parrish/Wendy Turri/Cindy Steinhauser/Mike Nigbur Bill introduced in House (HF 3578); awaiting further community engagement to inform legislative strategy and stakeholders further (and Senate Author) KPI 1 Secure author for bill and move through legislative process moving throuhg legislative process KPI 2 Secure author for bill and move through legislative process strategically moving through legislative consideration KPI 3 Progress toward securing bonding requests continued advocacy and engagement with key legislators occuring Goal 2 T1 Engage with community stakeholders, legislative delegation, and legislators on requests and coordinate legislative process Heather C./Aaron Parrish Dale M 2024? Bills introduced (HF 3822, Liebling/SF 3595, Nelson); included in House proposed tax bill (3 of 4 proposed projects); continued engagement with legislative champions; Presentations to over 10 community groups; Jenna and Chao presentation to Council on community engagement process KPI 1 Laying groundwork and education at legislature for future Local Option Sales Tax requests Heather C./Cindy/Aaron Aaron P/Dale M 05/01/2022 currently pursuing local sales tax renewal and legislative authorization during 2022 legislative session Goal 3 T1 Assist with funding requests at federal level Heather C./Cindy/Aaron other teammates as project specific needs arise (ex. Mike Nigbur, Molly, Jarrett)Ongoing secured $2.1M in federal earmark (Congressional Designated Spending) for BIPOC Women in Construction, Water Reclaimation Plant, Phase 2, and Records Management System for Police Department; coordinated events and press with Senators offices highlighting projects (2 visits to Rochester by staff/Senators and coordinated Council President Carlson's participation in press conference) Continue to engage congressional delegation in city priority, projects, and needs Heather C. Maintain and grow communication and relationships with Senators' offices with sharing information and opportunities related to the city KPI 1 Monthly meetings with SSDC participate and attend these meetings KPI 2 Interact with congressional delegation/staff at least quarterly and maintain city as point of contact have maintained regular communication with Senators' outreach staff Goal 4 T1 Advocate on behalf of city priorities in issues as adopted by the council Heather C. Aaron Parrish; many other teammates depending on subject area Work with Airport on bonding authority runway timing extension (HF 3203, Boldon/SF 2807, Nelson); monitor housing issues; coordinate testimony on green building code, PTSD, and other legislative proposals of interest to Rochester) High Performance Government: Legislative Policy State Bonding Local Option Sales Tax Economic Vibrancy and Growth Management Economic Vibrancy and Growth Management Federal Advocacy Economic Vibrancy and Growth Management; Quality Services for Quality Living Other legislative priorities all 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page27 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update High Performance Government: Legislative Policy KPI 1 Testimony, talking points, social media, and legislator education and outreach on legislative priorities Heather C. Prepare/coordinate hearings and talking points for staff to participate in legislative hearings (liquor bill for Rochester Softball Association, urban forestry, transit in greater MN) all 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page28 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Implement Granicus Peak Kelly Geistler Kelly Geistler Granicus Peak launched for Council 4/20/22; phase two will include onboarding Boards and Commissions, starting with RPL, RPU, Parks and Music (by end of Q3); Phase 3 will be the remaining Boards and Commissions; eliminiating workload bottlenecks created by reliance on individual teammates T2 Enhance video production of Council meetings Jenna Bowma, Liz Stay Kelly Geistler Consult occuring with Bluum - technology provider to improve the space and experience; working with County to update the Clerk's desk to be more functional and allow two clerks to work side-by-side with full work stations; eliminiating workload bottlenecks created by reliance on individual teammates T3 Evaluate staffing levels and consider implementation strategies Kimberly Gierach Kelly Geistler Asked for and approved for contingency-hired 2 limited appointment hull time teammates to support Elections; eliminiating workload bottlenecks created by reliance on individual teammates Goal 2 T1 Collaborate and align with other department to create better efficacy and equity in code and regulatory enforcement Christaan Cartwright Kimberly Gierach In process T2 Collaborate on the creation standardized processes and associated forms for non-criminal code enforcement citywide Christaan Cartwright Kimberly Gierach In process T3 Evaluate and adjust the administrative fine schedule for licensing Christaan Cartwright Kelly Geistler Initiated ordinance changes related to various fees (e.g. sidewalk cafes); ongoing T4 Evaluate licensing structure, potential administrative approvals, and adopting legislation to more clearly define business types Christaan Cartwright Kelly Geistler Working with RFD and Building Safety related to liquor licenscing and massage therapy; eliminiating workload bottlenecks created by reliance on individual teammates; ongoing Goal 3 T1 Implement 311 system for receiving and tracking customer calls Heather J. Heyer Kelly Geistler, Kimberly Gierach Will take place after 311 Evaluation concludes (311 Eval kicking off Quarter 2 2022) T2 Evaluate options for Clerk's office to operate as the front desk for all departments at City Hall Kelly Geistler Kimberly Gierach In progress Align tools to unify and better meet customers needs High Performance Government: City Clerk Provide support for Council through efficient execution of processes Assess efficiency of various city processes related to individual license types 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page29 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update High Performance Government: City Clerk T3 Create a unified records repository that is organized, accessible, and located at City Hall Kelly Geistler, Aaron Parrish Jennifer Kellogg Clearing and organizing of airport basement slated for September 2022 (delayed from May 2022 due to special election), to be followed by efforts to create a new records storage space T4 Evaluate and implement a citywide contract management system for uniformity Kimberly Gierach Heather Reyna, Gretchen Bill, Jennifer Kellog Work group formed with City Clerk, IT, and HR teammates; currently working on streamlining LaserFiche profess to be a one stop shop and eliminiating workload bottlenecks created by reliance on individual teammates T5 Develop strategies to manage the volume of data practices requests Kelly Geistler, Jennifer Kellogg City Attorney's office TBD Eliminiating workload bottlenecks created by reliance on individual teammates; ongoing 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page30 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Set up Accounting structure for fund and business units Rachel, Joy, Dale Accounting Team; Jenny King 12/31/2023 links to Facilities goal 1 T2 Establish operational accounting policies and procedures for teammates use of the fund Left in Capital Asset locations KPI 1 Reporting of Fund Balance / Operational Analysis by Building/BU But built reporting structure to bring together instead Goal 2 T1 Demo existing tracking systems - JDE/Elements/KBOX Joe, Rachel, Scott Baxter Marvel, Pub Works Teammates 12/31/2022 links to Facilities goal 4 T2 Assist in Setting Up All Facilities on Common System Or as admin determinesUtilizing Kbox for now until KPI 1 Successful tracking/completion of maintenance tasks Hire of new manager. Goal 3 T1 Budget Book Presentation - Detail of two-year Rachel, Dale Jason, Amanda, Joy 01/31/2022 Done T2 Enhance Process / Presentation Delivery In-process right now for KPI 1 Budget Book with two-year complete presentation by business unit "Supplemental Year" Goal 4 T1 Update existing policies (e.g. budget, micro contract, economic incentive, etc.Dale, Rachel Jason 12/31/2023 links to Admin goal 4 tactic 3 T2 Develop new Accounts Receivable Write-offs, Dept. Head, claim settlements, etc.Have not started, but building KPI 1 Updated and approved financial policies new general contract process Goal 5 T1 Complete RFP Joe Bertram Dale/Rachel Selection: June 1 2022 Only reviewing Social Impact examples so far until audit T2 Select "socially responsible" bank meeting council's expectations that ALSO can meet the City's service requirements Implementation: 12/31/2022Reviewing Social Impacts RFP T3 Implementation - moving all electronic transaction setups including all electronic transfers Awaiting award KPI 1 New bank meets social equity standards and electronic processes are maintained Awating implementation Goal 6 T1 Historical use information and status/projections Dale Martinson Amanda Mack 12/31/2023 Done T2 Development of Project/Program and Financing Plan Preliminary financing funding completed but awaiting legislative action. Banking Services - complete Request for Proposals (RFP) process and implementation Fiscal Responsibility & Sustainability Quality Services for Quality Living Assist in Sales Tax 2024 Development Fiscal Responsibility & Sustainability Quality Services for Quality Living Develop/Enhance Two-Year Budget Presentation Fiscal Responsibility & Sustainability Quality Services for Quality Living Update Financial Policies Fiscal Responsibility & Sustainability Quality Services for Quality Living Fiscal Responsibility & Sustainability Quality Services for Quality Living High Performance Government: Finance Operationalize Facilities Reinvestment Fund Fiscal Responsibility & Sustainability Quality Services for Quality Living Assist Facilities Manager in Facilities Work Order / Maintenance Tracking System 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page31 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Execute the employee engagement process and lead the dissemination of the engagement survey results; assist departments supervisors with action planning; monitor progress.Gretchen Bill A. Parrish & HR Business Partners 4/30/2022 Survey proposal has been received/beginning to review survey and correlating project timeline. T2 Lead the dissemination of the engagement survey results; assist departments supervisors with action planning; monitor progress.Gretchen Bill A. Parrish and HR Business Partners 12/31/2022 Goal 2 T1 Support RPU Power of One initiative A. Parrish Tim Comstock 12/31/2022 T2 Develop and implement performance management training for Fire teammates Leena Murphy 12/31/2022 Completed and delivered. T3 Serve as COVID resource for supervisors; research legislative changes; update policies Kari Kaus Jason Blum 12/31/2022 Ongoing. T4 Negotiate labor contracts Linda Hillenbrand 12/31/2022 Completing 2021 contracts/in process. T5 Implement Chaplaincy Program Kari Kaus 6/30/2022 Ongoing - plans are in motion to get the Fire program released, just waiting on independent contractor vs volunteer resolution. T6 Assist with coordination of DEI training efforts A. Parrish Gretchen Bill 12/31/2022 T7 Support leadership development training initiatives, customer service training, implement employee development plans Gretchen Bill Aaron Parrish 12/31/2022 Goal 3 T1 Implement Pathways Program and Internship Program Leena Murphy Chao Mwatela 12/31/2022 T2 Modernize NEOGOV job applicant process Tim Comstock Leena Murphy, Jill Douglas, Dani Cloutier 12/31/2022 T3 Evaluate option of new job evaluation system TBD TBD 12/31/2022 Goal 4 T1 Audit JDE and Kronos security access and protocols Kari Kaus Brian Brown, IT Support 12/31/2022 Carl and I spoke about this - we are waiting to start this until the Kronos/Fire project is done T2 JDE process improvement initiative Kari Kaus Brian Brown, Linda Mewhorter 12/31/2022 Ongoing - Brian and I met with Marta. Most of what we set out to do to begin with is done, however, we had a new need come up at the end of open enrollment to edit the 834 benefit file, so that work is still moving forward. T3 Move Fire Department to Kronos system Kari Kaus Brian Brown, IT Support 3/31/2022 Ongoing, meeting bi-weekly. Fire and IT are leading, at this point Brian and I are just listening to stay in sync with the project. T4 Correct HR Laserfische structural database problems Gretchen Bill Carl Hunter 4/30/2022 Ongoing/waiting for support from IT. Compassion & Social Equity Core Services/Ongoing Process Improvement Fiscal Responsibility High Performance Government: Human Resources Assist with high-performance government cultural initiatives. Valued Business Partner Support Compassion & Social Equity Talent Management Strategies Quality Services for Quality Living Quality Services for Quality Living Quality Services for Quality Living Quality Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page32 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Hire for existing vacancies MSK/Tran N 04/01/2022 Had filled, but now in flux again. T2 Provide specialized training opportunities for staff (CLEs, networking conferences - LMC) on areas of Land Use, Community Development, and Contract & Legal document review MSK Jody Houghton Reevaluating with recent departure of Civil Deputy T3 Evaluate and develop standards to determine when to utilize outside council MSK Admin. leadership Relative to budget discussions, we are working on this. KPI 1 Fully staffed City Attorney department MSK Tran N Work in progress, down 2 positions, but have a plan Goal 2 T1 Partner with State Court Administration to reduce criminal case backlog MSK/Tran N all criminal Oct., '23 on pace T2 Bring parking ramp 6 litigation to resolution 03/21/2022 Resolved KPI 1 Reduce criminal case backlog by 20% per quarter All criminal personnel KPI 2 Number of cases that go to trial and result in conviction Evaluating our CMS KPI 3 Number of cases that settle before going to trial Goal 3 T1 Continue Just Deeds work assisting property owners find discriminatory covenants and discharge them from their property titles Tran Nguyen David Doppelhammer Long term project T2 Serve on Olmsted County Justice Council and the Justice Equity Planning Group MSK ongoing Goal 4 Enhanced collaboration and coordination with public safety impact team partners T1 Provide enhanced training opportunities for officers Brent C, Tran N Dave D.quarterly training for new officers T2 Evaluate options to more effectively bring code enforcement and quality of life issues to resolution MSK Gordon K working with Clerk's office Ensure Rochester is a welcoming community for all by ensuring social equity in City policies Public Safety: City Attorney Build and develop city attorney team Ensure effective criminal and civil prosecution 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page33 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Following selection, assist in setup work for work order tracking system. Rachel Houdek (JDE) Scott Baxter (KBOX) Tony Campbell (KBOX) Kevin Morrisey (Elements)Marvel ( JDE)12/31/2022 link to Facilities and Finance goals T2 Assist in training all facilities maintenance teammates in use of selected system Kari (JDE) Awaiting hire of Manager (on council agenda tonight). Currently using KBOX. KPI 1 All facilities preventative and unexpected maintenance items tracked and accounted for Will explore JDE Facilities Management for Capital Items. Goal 2 T1 Update Security Policy and develop a procedure plan for security related tasks Tony Campbell Matt Zaruba ITS Committee 12/31/2022 Working on Incident response plan. Formalizing vulnerability management program. Working with 3rd party on T2 Continually scan and identify known security vulnerabilities and remediate them in a timely manner Tony Campbell Louis Djossou, Joe Connoy, Kevin Kullot, 95+% of systems are scanned via automation and data is reviewed at least twice per month. T3 Ensure Center for Internet Security recommended configuration baselines are applied to devices Tony Campbell Louis Djossou, Joe Connoy, Kevin Kullot, Scott Baxter Configuration baselines have been applied to PCs, Servers, and some applications. T4 Finalize remaining IT Integration implementation Significant progress from last year. Details shared with ITSC. KPI 1 Percentage of devices and applications meeting configuration standard. Devices are currently at 85%+ of the standard. Software configurations in progress, but not fully assessed. KPI 2 Percentage of Devices with vulnerabilities 90+ days old. Significant progress from last year. Details shared with ITSC. KPI 3 Percentage of teammates completing basic security awareness training.Establishing baseline level of training Goal 3 T1 Analyze historical data, including system growth, and the impact on the department Tony Campbell, Dale Martinson In progress T2 Present decision package with staffing needs to City Administrator/Council 10/01/2022 In progress KPI 1 Percentage of teammates satisfied with resolution of their support request. Working on rollout/upgrade of ticketing system and surveys KPI 2 Percentage of support requests successfully completed in 48 hours or less. Establishing underlying reporting structure in new system KPI 3 Percentage of projects completed on time Establishing underlying reporting structure in new system Evaluate IT staffing levels and consider implementation strategies Fiscal Responsibility & Sustainability Quality Services for Quality Living High Performance Government: Information Technology Support Facilities Maintenance - Common Work Order / Ticketing System Fiscal Responsibility & Sustainability Quality Services for Quality Living Complete IT Integration (RPL, RPU, and COR) / Organization-wide Data Security Efforts Fiscal Responsibility & Sustainability Quality Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page34 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundation Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Establish connections and partnerships in the 3 diverse communities of initial RFD focus: Black, Latinx, and Asian QSQL Kerska Mulholland 26-Mar-22 Meeting scheduled KPI 1 Complete 3 community engagement/public fire and life safety education events focused on each of the following communities: Black, Latinx, and Asian community Feine Sagherian 31-Dec-22 Planning T2 Partner with the MN National Guard (MNNG) to promote the fire service and RFD as a viable career to help utilize their efforts toward diversity to promote diversity in RFD QSQL Kerska Feine Completed Done KPI 1 Complete 3 engagement events with the MNNG Feine Kerska 31-Dec-22 Rochester completed T3 Foster interactions with youth in communities in and around the city to promote firefighting and RFD as a viable career option QSQL Feine Sagherian Ongoing In progress KPI 1 Organize and facilitate a High School course that is a college level Firefighter I/II program in partnership with the Career and Technical Education Center at Heintz (CTECH) annually Feine Worstman Ongoing In progress KPI 2 Conduct 2 special recruiting events annually for the High School Firefighter program that are focused on outreach to diverse student communities Feine Sagherian In progress In progress KPI 3 Increase Percent of Qualified BIPOC Male Applicants with a Particular Focus on the Black/African American, Hispanic/Latinx, and Asian Communities by 16% Spring of 2023 KPI 4 Increase Percent of Qualified Female Applicants by 5% Spring of 2023 T4 Evaluate addition of 3 Captains to function as Battalion Chief Aides to improve leadership effectiveness and ability to promote, support, and implement DEI initiatives The addition of 3 Battalion Chiefs is necessary to improve the span of control, allowing senior fire leadership to focus on City Council priorities. Public Safety, Social Equity, Compassion and Engagement must all be considered in order to ensure our operational actions reflect equitable community investment. The previous request in the 2022-2023 budget was not approved and is no longer a viable option. RFD must split into two battalions now in order to meet the demands of our fast growing community QSQL Kerska Mulholland Spring of 2023 Assessment has changed KPI 1 Submit DP for 2023-2024 Kerska Spring of 2023 KPI 2 Free capacity for internal leadership development and community focus Kerska After split T5 Establish a training program for professional development focused on DEI and deliver to department QSQL Kerska Mulholland Fall of 2022 Planned and contracted KPI 1 Identify programming for DEI professional development Kerska Mulholland 1/31/2022 Completed T6 Training Captain through use of overtime funds until 2026 when FTE is sought to add capacity for additional course development, collaboration with community partners, and course delivery to support the DEI training program QSQL Kerska Mulholland No Change KPI 1 Complete DEI training for all Chief Officers Mulholland By 11/23/22 Dates set KPI 2 Complete DEI training for all Captains Mulholland By 11/23/22 Dates set KPI 3 Complete DEI training for all RFD teammates Mulholland By 11/23/22 Dates set KPI 4 Mentor diverse recruits in department training academy Goal 2 T1 Transition to a Fire Records Management System (RMS) that supports department and City strategic priorities QSQL Mulholland Tech Group Jun-22 System configuration in process KPI 1 Identification of an RMS vendor, creation of implementation plan, and execution of plan Mulholland Completed KPI 2 Establishment of implementation plan and timeline Mulholland Completed KPI 3 Complete transition to new RMS Mulholland Jun-22 In progress Public Safety: Fire Increase and improve the Fire Department efforts to establish meaningful interactions and relationships in all communities within the City, and improve diversity, equity, and inclusion within Social Equity Public Safety Compassion Improve public safety and ensure fiscal sustainability through the optimization of fire department service delivery Public Safety Social Equity Fiscal Responsibility & Sustainability 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page35 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundation Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Public Safety: Fire T2 Complete a station location analysis to understand the optimal station distribution given existing resources, historical calls for service, and social equity QSQL Kerska Mulholland Fall of 2022 In progress KPI 1 Complete a GIS analysis of station location and historical calls for service through continued collaboration with MN State Mankato GIS Professor Kerska Mulholland May-22 In progress KPI 2 Report findings and make recommendations based on that analysis to most effectively utilize department resources to City Administration Kerska Mulholland Fall of 2022 In progress T3 Maintain City’s ISO 3 rating QSQL Kerska Mulholland Ongoing KPI 1 Utilize GIS data to inform recommendations to Council and City in an effort to maintain ISO rating Kerska Mulholland Fall of 2022 In progress KPI 2 Complete community risk reduction efforts sufficient to maintain ISO 3 rating Ferguson Kerska In progress KPI 3 Complete training hours sufficient to maintain ISO 3 rating Jungels Kerska Yearly Ongoing KPI 4 Optimize fire station distribution to maintain ISO 3 rating Kerska Mulholland Fall of 2022 In progress T4 Integrate City and fire department GIS information and update annually to provide a foundation for evidence based recommendations and City collaboration QSQL Mulholland Completed/Ongoing KPI 1 Complete a GIS data platform with WSB to integrate fire department and City data Mulholland Completed/Ongoing T5 Evaluate addition of 6 Firefighters to implement a Ladder Company B-Team to make more efficient use of existing resources, reducing the number of firefighters on a structure fire response but increasing the number of functional teams QSQL Kerska Not requested yet KPI 1 Complete the incremental hiring and training 6 additional firefighters DP in 2024 Budget (Consider putting the year of the DP)Not started KPI 2 Modify dispatch protocols to reduce the number of apparatus sent to a structure fire Need KPI 1 first T6 Training Captain through use of overtime funds until 2026 when FTE is sought to aid in professional development QSQL DP in 2026 Budget (Consider putting the year of the DP)Not started KPI 1 Increase the number of ISO hours recorded by 3% through the monitoring of Officer input compliance Jungels Kerska Ongoing KPI 2 Training Captain to facilitate up to 2 recruit academies per year Jungels Kerska Ongoing Goal 3 T1 Implement a program for building preplans and inspection EVGM & QSQL Mulholland Ferguson 1/1/2023 In progress KPI 1 Complete and publish the department preplan and inspection strategy Kerska Ferguson 1/1/2023 In progress T2 Establish mobile capability for completion of fire inspections and preplans EVGM & QSQL Mulholland Ferguson In progress KPI 1 Complete implementation and training of a new mobile solution for inspections or a new RMS Mulholland Ferguson In progress KPI 2 Implement the department preplan and inspection strategy Kerska Ferguson 1/1/2023 In progress T3 Provide fire and life safety education to the community EVGM & QSQL Ferguson 1/1/2023 In progress KPI 1 Complete fire safety classes for all Rochester Public Schools 2nd grade students in the month of October Ferguson Annually Ongoing KPI 2 Complete fire safety education for high risk communities within the City Ferguson 1/1/2024 In progress T4 Remain active partners in community fall prevention and adult protection efforts, and seek to improve department participation in these efforts QSQL Mulholland Ongoing Ongoing KPI 1 Increase the number of fall prevention referrals by 25% Kerska Mulholland 12/31/2022 Tracking Data KPI 2 Complete department training on the difference between Olmsted County Social Services Adult Protection and Olmsted County Health Housing and Human Service Fall Prevention Mulholland Mulholland 10/31/2021 Not Started KPI Establish a relationship with the LE Social Services partners Mulholland Kerska 12/31/2022 Not Started T5 Improve City Emergency Management effectiveness through the emphasis on these efforts within the City and growth of effective partners and relationships within the community EVGM & QSQL EM moved to City Admin KPI 1 Disaster preparedness Threat and Hazard Identification Risk Assessment (THIRA) EM moved to City Admin Public Safety Social Equity Compassion Public Safety Social Equity Fiscal Responsibility & Sustainability Engage in robust efforts that promote community risk reduction 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page36 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundation Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Public Safety: Fire KPI 2 Community resilience EM moved to City Admin Goal 4 T1 Improve the efficiency of our existing facilities QSQL Emmi Swisher In progress KPI 1 Take action on facility sustainability assessment recommendations Emmi Swisher In progress KPI 2 Identify grant sources that can help facilities operations meet City goals and priorities Emmi In progress T2 Ensure that the department fleet operations promote fiscal responsibility QSQL Swisher Leisenheimer In progress KPI 1 Complete fleet assessment that outlines the frontline and reserve schedule for all fleet vehicles Swisher Leisenheimer In progress T3 Seek fleet alternatives that promote sustainability QSQL Swisher Leisenheimer In progress KPI 1 Identify viable option for the department’s first hybrid firefighting apparatus Swisher Leisenheimer In progress KPI 2 Replace existing fleet vehicles with hybrid and electric options as necessary Swisher Leisenheimer In progress Public Safety Social Equity Compassion Improve the environmental sustainability of department facilities and fleet Environmental Stewardship Fiscal Responsibility & Sustainability 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page37 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundation Principle(s) Supported Strategic Priorities Supported Lead Teammate(s)Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Refine the RPD Accountability Dashboard to make data easier to access and understand Joe Koncur Lt. Manguson, Amanda Grayson 03/01/2022 Late 2021, RPD refined the Accountability Dashboard and created downloadable interactive charts and data tables on use of force incidents and police pursuits. So far in 2022, there have been 367 Accountability Dashboard views. T2 Expand the Community Engagement Response Team (C.E.R.T.) to build bridges between law enforcement and community Captain Stilwell External partners 03/01/2022 T3 Enhance organizational cultural fluency and resiliency Captain Stilwell Lt. Faudskar, Amanda Grayson (DEI working group) ongoing KPI 1 Quarterly comparisons of Accountability Dashboard views KPI 2 Establish baseline metrics utilizing C.E.R.T. reports and additional data as it becomes available RPD is working with C.E.R.T. to establish a “Junior” C.E.R.T. with youth in the community. C.E.R.T. volunteers are identifying potential youth members to assist with community service and engagement. KPI 3 Review DEI Strategic Plan bi-monthly to ensure competition targets are met Sworn staff have begun mandatory, online PATROL training for 2022. Of the 26 required courses, 12 relate to crisis, conflict and community diversity. Goal 2 T1 Increase participation in Safe City Nights events Lt. Manguson Officer Marsolek 09/01/2022 T2 Increase engagement on Twitter & Facebook Amanda Grayson City Communications Team 06/01/2022 T3 Reintroduce Citizen Police Academy Lt. Gronholz Amanda Grayson 01/01/2023 T4 Continue to engage the public in all spaces, including neighborhoods, churches and places specific to their needs Capt. Stilwell Lt. Manguson ongoing KPI 1 Number of attendees at Safe City Nights events 2021 Attendance: approx. 3,550 KPI 2 Utilize tools to measure social media engagement KPI 3 Attendance and completion of Citizen Police Academy Held first 2022 Citizens' Academy planning meeting in Q1. KPI 4 Maintain inventory of community engagement activities and review for expansion opportunities Actively tracking all community engagement activies. As of 3/23/22, 47 activities/events were scheduled to take place in 2022. Goal 3 T1 Expand Community Outreach Specialist Team Chief Franklin Lt. Anderson 06/01/2022 T2 Introduce Active Bystandership for Law Enforcement (ABLE)Lt.Gronholz Officer Hill 12/01/2022 KPI 1 Addition of social worker(s), addition of shifts KPI 2 Completion of ABLE training for all sworn staff Goal 4 T1 Education and enforcement targeting areas of interest (neighborhood based traffic enforcement) ongoing T2 Secure grant to purchase additional speed trailer 06/01/2022 KPI 1 Measure/log speed trailer usage KPI 2 Grant secured Goal 5 T1 Reduce response times to calls for service based on severity (priority 1 and 2 calls) Captain Penning Lt. Anderson 06/01/2022 T2 Deliver "411 on 911" presentation to community groups to inform and educate Melissa Burns 01/01/2023 T3 Target prolific offenders and their offenses to minimize public harm by assigning cases to investigators within five days Captain Moilanen Lts. Faudskar and Ohm 06/01/2022 KPI 1 Establish baseline average response time KPI 2 Completion of presentations Presentation delivered twice in Q1 KPI 3 Number of cases assigned within five days Public Safety Quality Services for Quality Living Public Safety: Police Police Department: Build trust with the community and continue to collaborate on community problem solving Public Safety Quality Services for Quality Living Increase community engagement with Rochester Police Department Public Safety Quality Services for Quality Living Enhance traffic safety throughout Rochester Goal #5 Continue to provide excellent service and implement crime reduction strategies Provide the highest level of public safety Public Safety Quality Services for Quality Living Public Safety Quality Services for Quality Living 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page38 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Goal 1 T1 Enroll all residential water customers into the existing program with an opt out option Affordable Living Peter Hogan Krista Boston, Scott Nickels 12/01/2022 All eligible customers are enrolled. Working on final clean-up KPI 1 85% of customers on program. To date 99% of customers have stayed on program Goal 2 T1 Contact all delinquent customers and connect them with available resources Krista Boston Peter Hogan Ongoing To date 3,501 customers contatcted or attempted contact. T2 RPU staff is trained on available financial resources.Assembling training materials KPI 1 100% of delinquent customers contacted To date in 2022, 100% of customers who came up at risk of disconnect were called or sent an email with referral information about benefits that may be available. 100% of these customers also were sent monthly notifications via mail. Goal 3 T1 Implement a payment kiosk Krista Boston Jeremy Sutton 09/01/2022 Requested RFP KPI 1 10% increase in customer satisfaction scores KPI 2 20% increase in transactions outside of normal business hours Goal 4 T1 Invest in infrastructure replacements and maintenance Scott Nickels Neil Stiller, Doug Klamerus 12/31/2022 As of February 28, 2022, RPU has invested in facility upgrades, new infrastructure and system maintenance in the amount of $93,396 for the water utility and $889,692 for the electric utility T2 Determine outage causes and identify mitigation plans Outage causes are tracked on a monthly basis and presented to RPU's Board in monthly reports. RPU's vegetation management program is targeted to the feeders with highest vegetation outages. KPI 1 Customer Average Interruption Duration less than 60 minutes for electric CAIDI = 51.27 minutes for a 12 month rolling average for electrical outages KPI 2 Customer Average Interruption Duration less than 165 minutes for water CAIDI = 141.42 minutes for a 12 month rolling average for water outages outages KPI 3 Gas Turbine -1 & Gas Turbine-2 Forced Outage lower than 21%, Westside Energy Station lower than 13%Jeremy Sutton Tony Dzubay GT1 @ 21.8 GT2 @ 5.6 WES @ 5.3 Increase Hours That Customers Can Interact with RPU Social Equity, Compassion Quality City Services for Quality Living Electric and Water Reliability statistics are above industry averages Fiscal Responsibility & Sustainability, Public Safety Quality City Services for Quality Living Public Services: Rochester Public Utilities Expand Service Assured Program for Water Customers Fiscal Responsibility & Sustainability, Compassion Increase Outreach to Customers Financially Struggling Fiscal Responsibility & Sustainability, Social Equity, Compassion Affordable Living, Economic Vibrancy and Growth Management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page39 of 40 Tactics (T)/Key Performance Indicators (KPI) Foundational Principle(s) Supported Strategic Priorities Supported Lead Teammate(s) Support Teammates Completion Date Quarterly Status Update Public Services: Rochester Public Utilities Goal 5 T1 Install a 10 MW solar farm Jeremy Sutton Dirk Bierbaum 06/01/2022 Farm is under construction with a scheduled in service date for July KPI 1 Residential customer cost impact is less than $1.00/month Current impact is forecasted to be $0.47/month Goal 6 T1 Evaluate the current two options (gas peaking plant or battery storage) for a 100% renewable energy power supply after existing contract expires in 2030 Jeremy Sutton Dirk Bierbaum, Tony Dzubay 09/01/2022 Board and Council resolution to proceed with first steps is planned for April/May T2 Prepare long term financial plan for the power supply plan Peter Hogan Judy Anderson Long term financial model is created and being reviewed KPI 1 Options presented to RPU Board and City Council Updated Resource plan presented in January KPI 2 RPU Board and City Council determine preferred option Board and Council discussions continue KPI 3 Cost impact to residential customer of the power supply plan is less than $5.00/month (indexed to 2020) Current estimates show the gas peaking plant impact to be less than $5.00/month Goal 7 T1 100% of employees complete the required safety training Steve Nyhus Bob Cooke 12/31/2022 T2 Investigate all near misses KPI 1 % safety training completed Currently at 99.5% KPI 2 Number of near misses investigated No near misses have occurred to date Goal 8 T1 Develop a set of RPU goals Mark Kotschevar Krista Boston, Deb Donahue 12/31/2022 Completed T2 Engage with local schools to highlight career opportunities in our industry Jeremy Sutton Discussions underway KPI 1 Number of DEI goals/plans implemented KPI 2 Number of school engagements completed Zero Recordable Accidents Fiscal Responsibility & Sustainability, Public Safety, Compassion Quality City Services for Quality Living Establish Diversity, Equity, and Inclusion Goals Social Equity, Compassion Quality City Services for Quality Living Add additional renewable energy to our portfolio Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety Economic Vibrancy and Growth Management Develop a transition plan for post-2030 power supply needs Environmental Stewardship, Fiscal Responsibility & Sustainability Affordable Living, Quality City Services for Quality Living, Economic Vibrancy and Growth Management 2022-2023 Action Plan Quarter 1 2022 Update Appendix: Department Specific Action Plans Page40 of 40