HomeMy WebLinkAbout2023 Q4 Action Plan ReportCITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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2022-2023 Action Plan
2023 Quarter 4 Update
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CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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City Vision, Principles, and Priorities
2023 Quarter 4 Update
Strategic Priorities & Action Plan Background
Affordable Living
Economic Vibrancy
Quality Services
Appendix
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3
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9
13
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TABLE OF CONTENTS
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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VISION, PRINCIPLES, AND PRIORITIES
Action Plan
Foundational
Principles
City
Vision
- Environmental Stewardship
- Fiscal Responsibility & Sustainability
- Public Safety
- Social Equity
- Compassion
Rochester is a City that cares. Where all people are treated with dignity and respect.
Where residents, employees, and visitors enjoy a 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 welcoming and diverse community.
Renowned for its 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.
Action Plans will be developed to identify
goals, actions, and performance
indicators that help advance priorities.
Organizational
Vision A vibrant, compassionate,
innovative team.
Strategic Priorities - Affordable Living
- Economic Vibrancy and Growth Management
- Quality Services
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
Areas of Focus
• Housing variety and affordability
• Transportation options and access
• Equitable regulatory landscape and
creative incentives
• Access to opportunities and
amenities
• Owner-occupied affordable housing
• Increasing ownership opportunities
for Black, Indigenous, People of Color,
and Seniors
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 the community
• Operations are sustainable,
integrated, and easy to navigate
• Service delivery is optimized,
cost effective, and reflect our
Foundational Principles
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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2023 QUARTER 4 UPDATE
Status Icons:
These icons indicate the current status of the goal.
OFF TARGET DELAYED ON TARGET COMPLETE
City Teammates continue their hard work and dedication toward completing the
goals outlined in our first ever Citywide Action Plan. We continue to see progress
across the City, with some delays due to staffing issues and various other
circumstances.
Highlights include:
• What Works Cities Certification: The City achieved What Works Cities
Certification, marking a significant milestone. This certification not only
underscores the city’s commitment to data-driven practices but also grants
access to valuable resources and a supportive community dedicated to
fostering best practices in data management and transparency.
• Rapid Transit Project: The Federal Transit Administration (FTA) approved the
environmental analysis for the Rapid Transit Project on December 4, 2023.
Currently, the review team is reviewing 90% design plans with plans for a full
100% design review in the second quarter of 2024.
• West Transit Village Development: Collaborating with Destination Medical Center
(DMC) and Mayo Clinic, Development Partners have been chosen for the West
Transit Village. Initial development layouts have been established, including
ongoing efforts to design the public realm, such as Link streetscape and plaza.
• RPU Post-2030 Power Supply Needs: RPU has continued actively crafting a
transition plan and working with consultants to address the city’s power supply
needs beyond 2030.
• Bus Stop Improvement: Significant strides have been made in the Bus Stop
Improvement Project, including the awarding of the design contract and
progressing through the National Environmental Policy Act (NEPA) process.
Utilizing the Community Development Block Grant (CDBG) funding, additional
enhancements to ADA ramps and pedestrians facilities are underway.
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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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 representatives 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 2023 Q4 ACTION PLAN UPDATE
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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 2023 Q4 ACTION PLAN UPDATE
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GOAL 1
Support the creation of new owner-occupied housing
TACTICS
KEY PERFORMANCE INDICATORS
• Protect quality rental housing through 3,350 rental housing inspections for
compliance with the housing code (Community Development Goal 1)
• Rehab 15 single-family dwellings and one rental property through CDBG
program
• Establish baseline of % inspections resulting in 1-year,2-year,3-year, or 4-year
inspection cycles
• # of homes made LEAD safe
GOAL 2
Continue to collaborate and build community partnerships
TACTICS
• With the County and community partners clarify roles and coordinate
response to people experiencing homelessness
OFF TARGET DELAYED ON TARGET COMPLETE
On Target
On Target
On Target
Off Target
On Target
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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GOAL 4
Reliable and sustainable public infrastructure to support a
vibrant community
TACTICS
• Continue to develop and implement infrastructure strategies through a targeted focus
on equity, sustainability, and fiscal responsibility
• Completion of design for Phase 2 treatment Works upgrades at WRP by Fall 2023. Start
construction in 2024 and be substantially complete by 12/31/2025
GOAL 3
Develop a transition plan for post-2030 power supply needs
TACTICS
• Evaluate the current two options (gas peaking plant or battery storage) for a
100% renewable energy power supply after existing contract expires in 2030
• Prepare long term financial plan for the power supply plan (RPU Goal 6)
KEY PERFORMANCE INDICATOR
• Cost impact to residential customer of the power supply plan is less than $5.00/
month (indexed to 2020)
In process - RPU and our consultants are preparing a Generator
Interconnection Application (GIA) to be submitted to the Midcontinent
Independent System Operator (MISO) in 2024.
In Process.
OFF TARGET DELAYED ON TARGET COMPLETE
OFF TARGET DELAYED ON TARGET COMPLETE
Bus Stop Improvement Project - Awarded the Design contract and working through
NEPA process. Leveraged CDBG funding to complete additional upgrades to ADA
ramps and pedestrian facilities.
Switching to CMAR process due to lack of prime contractors bidding on RFP. Will
create a 6 month delay.
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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GOAL 6
Enhance urban mobility with an emphasis on Rapid Transit
TACTICS
• Rapid transit: Complete environmental analysis; complete 100% design; meet
federal review process milestones
• Develop an active commuter plan and enact programs to expand alternative
commuting (DMC Goal 1)
GOAL 5
Legislative Priorities
TACTICS
• Engage with community stakeholders, legislative delegation, and legislators on
requests and coordinate legislative process (Legislative Policy Goal 2)
Ongoing meetings with state agencies, local government groups, other
local entitles with presence at state capitol, legislative delegation, and
other legislators on city priorities.
OFF TARGET DELAYED ON TARGET COMPLETE
On Target - City received notification from FTA on 12/4/2023, that our
environmental analysis is approved. We are currently reviewing 90% designs.
100% design review is planned for 2nd quarter 2024. Risk Register Review will
take place 1st quarter 2021.
On Target
OFF TARGET DELAYED ON TARGET COMPLETE
On Target - Ongoing implementation of active commuter programming
and event planning to encourage and engage community on the topic
of alternative transportation; Q4 events included TryTransit Week in
partnership with Rochester Public Transit. Expanded contract with Lime
Bikeshare micro-mobility provider to better align with City goals and needs.
KEY PERFORMANCE INDICATOR
• Reduce drive-alone mode share from 71% to 58%
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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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 2023 Q4 ACTION PLAN UPDATE
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GOAL 2
Provide quality services through efficient and
innovative processes
KEY PERFORMANCE INDICATOR
• 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.
• Track monthly building inspections completed.
GOAL 1
Develop economic/workforce development strategies
TACTICS
• Apply for Economic Development Grants with DEI Focus: Bloomberg Mayors
Challenge, National League of Cities, McKnight
• Develop programming to facilitate Higher Education completion of diverse
communities
• Develop paths to home ownership for diverse community members
On Target - Of the commercial plans that were submitted during this quarter
71% were reviewed within 3 weeks, 89% within 4 weeks and 99% within 5 weeks.
For residential 81% were reviewed within 2 weeks and 99% within 3 weeks.
On Target - There were 5,091 Residential inspections and 2,872 commercial
inspections completed in Q4.
OFF TARGET DELAYED ON TARGET COMPLETE
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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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
(DMC Goal 3)
• West Transit Village: Secure development partner and establish stakeholder-supported
vision
• More than $1 billion of new private development, consistent with development plan,
underway
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
• Discovery Walk: Complete first phase (400-500 blocks) (DMC Goal 2)
• Selection of operator for Chateau Theatre
• Discovery Walk construction completed
OFF TARGET DELAYED ON TARGET COMPLETE
Complete - Bathroom renovation and additional front and mezzanine restrooms
complete.
Complete - First phase 400 - 500 blocks is complete.
Delayed - Currently reviewing City TIF policy to adjust funding recommendations
based on challenging market conditions in order to meet the goals of housing
and economic development.
Complete - DMC and Mayo selected Kraus-Anderson and Aeon housing
developers to create a vision for West Transit Village. A development layout has
been created and we are currently working on the public realm design between
private development and the public development of Link streetscape and plaza.
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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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.
• Implement Prevailing Wage, Targeted Business contracting and Workforce
Participation goals on City-only funded CIP projects valued at $3 million or more in
2022. (DMC Goal 5)
• Project bids meet Targeted Business goals (4% on heavy civil projects and 7% on
commercial construction projects)
• Workforce Participation on DMC and City eligible projects: Women 8% and Minorities:
15%
GOAL 6
State bonding
TACTICS
KEY PERFORMANCE INDICATOR
• Secure state bonding for District Energy System Rochester (Legislative Policy Goal 1)
• Progress toward securing bonding requests
On Target - Chateau Theatre HVAC project was bid in Q4 2023. Plans to meet
Targeted Business contracting goal but was not lowest bidder. Setup project in
LCPtracker (1/2024). Workforce Participation Plan due 1/1/2024.
On Target - Identifying projects that are more than threshold ($500K) for 2024.
Planning for LCPtracker labor compliance tool costs.
On Target - Yes projects are meeting or exceeding TB contracting goals. Worked
on DBE/TB goalsetting for Water Reclamation Plant project.
On Target - Monitoring participation for women and people of color on a monthly
basis. Asking for workforce improvements from contractors on Soldiers Field
Park project.
OFF TARGET DELAYED ON TARGET COMPLETE
OFF TARGET DELAYED ON TARGET COMPLETE
On Target - Potential additional bonding priorities for potential consideration by
Council at Q4 council meeting/legislative priority adoption.
On Target - Bonding tours featured projects, follow up conversations.
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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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 2023 Q4 ACTION PLAN UPDATE
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GOAL 1
Align tools to unify and better meet customers needs
TACTICS
• Develop and implement a customer experience survey tool for Community
Development (DSI Goal 2)
• Evaluate and adjust the administrative fine schedule for licensing (Clerk Goal 2)
• Evaluate options to more effectively bring code enforcement and quality of life
issues to resolution (City Attorney Goal 4)
• Conduct evaluations and benchmark: Fleet, Golf, Facilities, Public Safety, 311,
Purchasing (Administration Goal 2)
Delayed - Completion goal of 12/31/2024.
Complete - Adopted.
On Target - This discussion has been mixed. We have found some success
related to massage business license processes, resulting in new ordinance
language. Additionally, the Clerk’s Office, with our input, has brought forward
other ordinance changes similar to the process changes instituted for massage
businesses.
OFF TARGET DELAYED ON TARGET COMPLETE
On Target - Fleet evaluation is in initial stages, including defining scoping,
identifying stakeholders, and determining evaluation questions.
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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GOAL 2
Development of organization wide DEI plan, recruitment and
retention of diverse teammates, and organization-wide
Diversity Equity and Inclusion professional development
TACTICS KEY PERFORMANCE INDICATOR
• Develop Department specific DEI Action
Plans that align with Organization-wide
DEI goals
• Department specific action items for
recruitment and retention for FY 2022
• 100% of City of Rochester job
postings include inclusive language
• 100% of departments identify
action items for recruitment and
retention of diverse teammates
• Percent of Customers indicating
satisfied or higher on Community
Development survey
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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GOAL 3
Develop Park plans that are innovative, reflect community
perspectives, and have a pathway to implementation
TACTICS
KEY PERFORMANCE INDICATOR
• Utilize Parks System Plan and Referendum
Funding for implementation of projects
• Neighborhood park plans will include
neighborhood input in consideration 2024-
2025
OFF TARGET DELAYED ON TARGET COMPLETE
GOAL 4
Implement prioritized Parks and Recreation referendum projects
TACTICS
• Develop final approach for park levy investment including accelerated and annual
projects (Parks and Recreation Goal 8)
Completed.
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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GOAL 5
Implement data governance structure and enterprise wide
data strategy
TACTICS
• Achieve Silver Level What Works Cities Certification
• Conduct Community Survey (2024)
• Complete Annual Performance Report and quarterly Action Plan updates
• Conduct quarterly Action Plan updates
GOAL 6
Update Financial Policies
TACTICS
• Update existing policies (e.g. budget, micro contract, economic incentive, etc.)
• Develop new Accounts Receivable Write-offs, Dept. Head, claim settlements, etc.)
(Finance Goal 4)
Complete - We have completed our application and assessment.
On Target - Community Survey is tentatively scheduled for July 2024.
Off Target - Action Plan updates not completed for Q1, Q2, or Q3 due to staffing
changes.
Off Target - Action Plan updates not completed for Q1, Q2, or Q3 due to staffing
changes.
OFF TARGET DELAYED ON TARGET COMPLETE
OFF TARGET DELAYED ON TARGET COMPLETE
Delayed
Delayed
KEY PERFORMANCE INDICATOR
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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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; assist departments supervisors with action planning;
monitor progress (Human Resources Goal 1)
• Lead the dissemination of the engagement survey results; assist departments
supervisors with action planning; monitor progress
GOAL 7
Develop and implement organizational wide digital
communications strategy
TACTICS
• Audit City Council meeting production and identify opportunities to create a better
experience for residents and businesses
• Create a story telling strategy which utilizes video and photography
(Communications Goal 3)
OFF TARGET DELAYED ON TARGET COMPLETE
OFF TARGET DELAYED ON TARGET COMPLETE
Complete
Complete
GOAL 9
Organization-Wide IT Integration and Data Security Efforts for
the City, Rochester Public Library, and Rochester Public Utilities
TACTICS
KEY PERFORMANCE INDICATORS
• Update Security Policy and develop a procedure plan for security related tasks
• Finalize remaining IT Integration implementation (IT Goal 2)
On Target
On Target
• Percentage of Devices with vulnerabilities 90+ days old
• Percentage of teammates completing basic security awareness training
On Target
Delayed.
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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GOAL 10
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 by 2030. Approx. $2.5 M / year
annual funding.
• Prioritize all facilities projects utilizing a common format and scoring process and
develop a list of anticipated projects for the next ten years (Facilities Goal 1)
• % of building Insured value funded per year
• List of annual costs for known capital maintenance categories and 10 yr. prioritized
capital project list
OFF TARGET DELAYED ON TARGET COMPLETE
On Target - Funding was provided in the recently adopted Capital Improvement
Plan with proposed escalations. While still underfunded, this is good progress.
On Target - Template developed. In process assembling prioritized list.
On Target - Building reinvestment fund levels have been established as part of the
ongoing funding decision package.
GOAL 11
Improve public safety and ensure fiscal sustainability through the
optimization of fire department service delivery
TACTICS
• Transition to a Fire Records Management System (RMS) that supports department
and City strategic priorities
Delayed - QTR 4 presented challenges with the integration of our historical data
into First Due. Currently we are working with the vendor and an internal team to
address the technical issue.
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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GOAL 12
Police Department: Build trust with the community and continue to
collaborate on community problem solving
KEY PERFORMANCE INDICATORS
• Review Accountability Dashboard quarterly to maintain information and identify
opportunities for improvement
Delayed - Use of force data updated 9/15/23; Vehicle pursuits data updated
8/28/23.
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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GOAL 14
Provide the community with fun, engaging, and accessible
music events
TACTICS
KEY PERFORMANCE INDICATORS
• Develop free, fun, community-oriented music events (Civic Music Goal 1)
• Number of free events and programs produced
• Attendance numbers for free events and programs
GOAL 13
Enhance traffic safety throughout Rochester
TACTICS
KEY PERFORMANCE INDICATOR
• Inform/educate drivers in areas of concern
• Measure/log speed trailer usage
On Target - Utilizing speed trailer to make drivers aware of their speed and the
limit, obtaining a second speed trailer in January 2024.
Complete - RPD utilized speed trailer at 26 locations in Q4.
On Target
On Target - No free events were offered. We had one ticketed show at the
Rochester Civic Theatre featuring Farah Siraj.
On Target - Farah Siraj attendance - 101 paid attendance with 39 comp tickets,
which were for the Youth Choir members who performed with Farah on three
selections, so they could attend the rest of the concert.
OFF TARGET DELAYED ON TARGET COMPLETE
OFF TARGET DELAYED ON TARGET COMPLETE
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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APPENDIX
Community Enrichment
Civic Music
Library
Parks & Recreation
Development Services and Infrastructure
Development Services Infrastructure Overall
Community Development
Destination Medical Center
Public Works
High Performance Government
Administration
City Clerk
Communications and Strategic Engagement
Facilities
Finance
Human Resources
Information Technology
Legislative
Public Safety
City Attorney
Diversity, Equity, and Inclusion
Fire
Police
Public Service
Rochester Public Utility
2a
2a
3a
6a
9a
9a
10a
12a
15a
17a
17a
19a
20a
22a
25a
26a
27a
34a
35a
35a
37a
39a
42a
44a
44a
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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CCiivviicc MMuussiicc 22002233 QQ44
IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
1 Goal Provide the community with fun, engaging, and accessiblemusic events
1.1 Tactic Develop free, fun, community-oriented music events On Target 12/31/23
1.2 Tactic Present events outside of the downtown area On Target 12/31/23
1.3 Tactic Develop and implement processes to solicit communityfeedback in order to understand community needs andinterests
On Target 12/31/23
1.a KPI Number of free events and programs produced On Target 12/31/23
1.b KPI Attendance numbers for free events and programs On Target 12/31/23
1.c KPI Number of events held outside the downtown area On Target 12/31/23
1.d KPI Attendance number for events held outside of downtownarea On Target 12/31/23
1.e KPI Number of surveys conducted On Target 12/31/23
1.f KPI Total survey participants On Target 12/31/23
2 Goal Provide the community with engaging and accessible musiceducation events
2.1 Tactic Implement engaging and accessible music-basededucational events On Target 12/31/23
2.a KPI Number of educational and outreach events On Target 12/31/23
2.b KPI Number of youth event participants On Target 12/31/23
2.c KPI Number of adult event participants On Target 12/31/23
3 Goal Support local arts economy
3.1 Tactic Engage with community partners to facilitate, develop, andpromote programs On Target 12/31/23
3.2 Tactic Directly support the local arts economy by hiring localartists On Target 12/31/23
3.a KPI Number of partners engaged On Target 12/31/23
3.b KPI Number of local/regional artists hired On Target 12/31/23
3.c KPI Amount spent on local artist contracts 12/31/23
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
3a
LLiibbrraarryy 22002233 QQ44
IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
1 Goal Implement program to support community safety andwelcoming environment in the library building.
1.1 Tactic Secure funding for a Library Safety & Security Specialist. Included as a DP for 2025 budget. In the interim, the Library Foundation hasagreed to fund a limited term appointment employee, to begin in spring,2024.
On Target
1.a KPI # of incidents
1.b KPI Survey responses from RPL visitor cards
2 Goal Continue Privacy Audit of all divisions to ensure RPLpractices and procedures are in line with privacy policy,privacy expectations, and applicable laws with the goal ofimproving privacy at all service points.
2.1 Tactic Complete evaluation of all divisions. Circulation Services Division, Bookmobile (BKM) Services and InterlibraryLoan function audit complete. MOU that detail BKM school/FMCpartnerships drafted, reviewed and executed. Privacy evaluation forVolunteer Services and Security in progress.
On Target 12/31/24
2.a KPI # of functions/services audited# of changes made to processes to improve patron privacy
3 Goal Explore using data, tools to bring awareness to libraryprograms and services and asses their impact, while alsoprotecting customer privacy.
3.1 Tactic Identify existing tools, data that could be used for improvedtargeted marketing.Explore Placer.ai as a tool for identifying meaningful data to identifymarketing/promotion opportunities.Delayed 12/31/24
3.a KPI # of programs offered# of program attendeesCustomer survey
4 Goal Launch Community ID program.
4.1 Tactic Create information about Community IDs, how they can beused, and where they are accepted.Awaiting successful printing and development of process to issue cardsbefore promoting the program Delayed 12/31/24
4.a KPI # of community locations that accept Community IDs
4.2 Tactic Identify procedures for creating Community IDs.Train staff on how to issue IDs.IDs printed. Next steps identifying business partners and training staff. On Target 03/01/24
4.b KPI # of IDs created
5 Goal Partner with Olmsted County to continue offering location toprovide needed social service resources.
5.1 Tactic Work with OCHS to continue pilot project and provideevaluation.Getting monthly stats. Had a hiccup accessing RPLMN email when MFAwas updated for all City accounts, but fixed quickly On Target
5.a KPI # unique users served at library 9 unique users in Q4 (11 total); 12 unique users in Q3 (25 total)
5.b KPI Types of resources requested Housing, Medical, Financial, Legal, Housing, Transportation, Mental Health
6 Goal Improve data reporting and documentation to informdecision-making.
6.1 Tactic Implement Data Team plan and create a system ofreviewing and providing reliable, vetted data Data Team being developed, along with processes and procedures. On Target 11/01/24
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
4a
IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
6.a KPI Provide Data Dashboard and improved Board Reports
6.2 Tactic Complete Collection Development plans for all divisions,and develop goals for measuring collection diversity.Youth Services Collection Development Plan is complete. Referencecollection development plan is complete, meeting with admin to talk throughdata collection. RS plan complete but plan for ongoing revisions is needed.Some changes in file locations require correcting links.
On Target 06/01/24
6.b KPI Completed plan for measuring collection diversity.
6.c KPI Completed plans for REF, RS, and YS divisions.
6.3 Tactic Review and clean up Sirsi data to improve data integrity,document reports including automated procedures.Completed reports and spreadsheets to locate and confirm unused codes.List of automated reports being re-created. Set up new weekly report to findand correct any ongoing $0.00 price errors.
On Target 11/30/24
6.d KPI Completed review and documentation of all reports.
7 Goal Improve access to library materials through catalogimprovements and data-informed collection development
7.1 Tactic Simplify and standardize library catalog data. Continuing to identifying and replace outdated and harmful subject headinglanguage in catalog records. Working to set up guidelines for when to justadd headings and what headings to remove and replace.
On Target 06/30/24
7.a KPI Complete updates.
7.2 Tactic Review Book Map with recommendations for improvement. The team continues to meet to discuss necessary improvements. On Target
7.b KPI Complete update and document.
7.3 Tactic Analyze circulation trends, review hold wait times &standardize holds ratios.Reported on hold wait times to Library Board in September 2023. A plan formonitoring hold times has been developed by Kate and will continue to bemonitored.
On Target
7.d Tactic Advocate for increased materials funding. Waiting for final budget hearing to know if increase was approved. On Target
7.e KPI # average costs of materials, average cost per circ,circulation rates, and average wait time for materials.
8 Goal Evaluate current physical and digital infrastructure toidentify near-term improvements that can address safety,security, and accessibility.
8.1 Tactic Launch Youth Services computers to provide internetaccess to youth.A plan has been completed to provide Internet access to children & teens inReference with an option to provide 3 laptops to children, teens, and adults On Target 12/01/23
8.a KPI # of computer sessions, amount of uptime
8.2 Tactic Review Play Spot spaces and make recommendations forimprovement.On Target 06/01/24
8.b KPI # repairs completed, # Play Spot visits
8.3 Tactic Review current internet furniture and providerecommendations for improving sightlines for security,creating more welcoming visits for computers users, andimproving accessibility of equipment.
On Target 06/01/24
8.c KPI Recommendation plan for internet furniture spaces.
8.4 Tactic Explore improvements to Circulation Desk area to improveaccessibility for customers.Exploration has begun. On Target 06/01/24
8.d KPI Recommendation plan for Circulation Desk area.
8.5 Tactic Evaluate IT integration and Facilities integration and identifyopportunities for improvements or outstanding needs.Karen will connect with Tony and Steve and Zack in 1Q 2024 to reviewchallenges/opportunities for improvement.On Target 03/01/24
8.d KPI Completed review with recommendations.
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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9 Goal Work with Library Board to continue reviewing library spaceneeds and impacts on visitors, community members.
9.1 Tactic Work with Library Board and City Council to conduct acomprehensive study and plan development to addresslong-term space needs.
Budget hearing coming up in December. On Target
9.a KPI Study funding secured
9.b KPI Plan completed.
10 Goal Increase digital access by providing Chromebooks to thecommunity.
10.1 Tactic Complete ECF grant reporting. In August 2023, extended checkout period for all Connected Chromebooks On Target 12/31/24
10.a KPI Finalized report and archive data for required 10-yearretention period.
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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PPaarrkkss && RReeccrreeaattiioonn 22002233 QQ44
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1 Goal Implement Natural Areas Management Plan
1.1 Tactic Develop best management practices for differing areas
1.2 Tactic Identify grant opportunities to implement NAMP 2024-2025
1.a KPI Decreasing presence of invasive Species confirmedthrough two year inspection cycles of mapped areas
1.b KPI Increased bio-diversity confirmed throughinspections/viewing by volunteer naturalists and partners.
1.c KPI Special environmental locations (i.e. goat prairie) areretained.
1.d KPI Implement 2 Projects for NAMP Habitat Improvement2024-2025
1.e KPI Submit 2 Grant Applications 2024- 2025
2 Goal Develop Park plans that are innovative, reflect communityperspectives, and have a pathway to implementation
2.1 Tactic Neighborhood park plans will include neighborhood input inconsideration
2.2 Tactic Utilize Parks System Plan and Referendum Funding forimplementation of projects
2.a KPI Neighborhood park plans will include neighborhood input inconsideration 2024-2025
2.b KPI 3 Neighborhood Park Plans developed (2022-2023)
2.c KPI 5 Neighborhood Park Plans developed (2024-2025)
2.d KPI Implement Silver Lake Phase I Master Plan 2024- 2025
3 Goal Implement Urban Forest Master Plan
3.1 Tactic Target tree planting in areas of highest benefit or need
3.2 Tactic Target tree planting in areas of highest benefit orneedIncrease tree canopy cover city wide
3.3 Tactic Increase tree canopy cover city wide
3.4 Tactic Reduce pruning cycles from current 20 year
3.5 Tactic Align UFMP with other Depts
3.a KPI Adopt Tree Preservation Policy
3.b KPI Plant Trees annually guided by UFMP
3.c KPI Increase staffing to meet levels established in UFMP
3.d KPI Complete pruning of 5-7,000 trees with current staff.Increase pruning with additional staff
3.e KPI Implement best management practice on public worksprojects
4 Goal Asset preservation and enhancement of Park infrastructure
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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4.1 Tactic Utilize Park System Plan & allocated funding (CIP &Operations) to guide project categories for improvement
4.2 Tactic Establish a specific maintenance protocol for landscapingand physical park amenities
4.3 Tactic Prioritize maintenance & enhancement projects based onhighest need and ability to extend useful life, safety andasset distribution
4.a KPI Two Playgrounds are renovated in 2022-2023
4.b KPI 1 Shelter is renovated 2022-2023
4.c KPI 3 Courts are renovated 2022-2023
4.d KPI 6 Playgrounds are Renovated - 2024-2025
4.e KPI Complete life cycle review on two facilities or infrastructurecomponents.
4.f KPI 3 Courts are renovated. 2024-2025
5 Goal Become a National Recreation and Parks Association(NRPA) accredited Commission for Accreditation of Parkand Recreation (CAPRA) agency
5.1 Tactic Begin 5 year review of CAPRA Accreditation and settimeline for Standards review Accreditation awarded October 9, 2023. Complete 03/31/22
5.a KPI CAPRA Assessment team visits to review Self Assessment
5.b KPI In person Hearing at NRPA's Annual Conference toapprove Accreditation Complete
5.c KPI Review Identified CAPRA Standards and Reviseaccordingly 2 Chapters per year On Target
5.d KPI Highlight CAPRA Accreditation in stakeholder and publicfacing communicaoin On Target
6 Goal Evaluate programs and developed strategies to implementrecommendations
6.1 Tactic Get public input on existing aquatic facilities and what theneed is for future years On Target
6.2 Tactic Bring on a Aquatics Consultant This may be adjusted based on Park Board feedback.Off Target
6.3 Tactic Find a funding source to upgrade or build facilities needed
6.4 Tactic Evaluate Adaptive Recreation Program
6.a KPI Design Aquatics Facility
6.b KPI Start construction of Aquatics Facility
7 Goal Provide a Golf Program that reflects Community demand
7.1 Tactic Develop strategies with Park Board and Council based onNGF golf review.Complete 01/09/23
7.2 Tactic Update CIP plan in response to SF Master Plan and otherplanning initiatives The Golf team and Parks and Forestry team have been involved inengagement activities. Golf renovations that result from the trail connectionhave been supported by the golf community.
On Target
7.3 Tactic Review and update concession services Ongoing review and updates with current vendors. On Target
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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7.a KPI Golf participation and revenue- report annually to board andcouncil Team is preparing a detailed report for end of season 2023. On Target
7.b KPI Changes in program based on NGF report Road an NH Complete!!! On Target
7.c KPI New concession contracts Park Board approval scheduled for December. On Target
8 Goal Implement prioritized Parks and Recreation referendumprojects
8.1 Tactic Develop implementation schedule per project Complete
8.2 Tactic Assign key personnel team members to lead Complete
8.3 Tactic Design project and determine estimated costs andoperational expenses Varies
8.a KPI Projects awarded
8.b KPI Construction milestones achieved.
8.c KPI Project completion timelines met
8.d KPI Project constructed within budget
9 Goal Park and Forestry Operations Facility
9.1 Tactic Determine preferred site location & sizing option with onealternative Complete
9.2 Tactic Implement Recommendations for construction 2024-2025 Complete
9.a KPI Funding options reviewed Complete Ongoing
9.b KPI Funding secured 2023/2024 Complete
9.c KPI Design Consultant Selected 2023 On Target
9.d KPI Bid Award, On Time On budget construction 2024 On Target
9.e KPI Transition to new facility 2025 On Target
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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DDSSII OOvveerraallll 22002233 QQ44
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1 Goal Teammate Development: Becoming thought leaders in ourprofessions focused on innovation and quality
1.1 Tactic Collaborate on DSI Leads leadership development program DSI teammates continued to plan DSI leads meetings and run them with thesupport of leadership.On Target 12/31/25
1.a KPI Hold 4 DSI Leads meetings per year Held a third quarter meeting at PWTOC. On Target 12/31/25
1.2 Tactic Evaluate need for matrix meetings across teams Had started discussions with three leader and held one larger meetingtalking about all of the construction projects coming in 2024.Delayed 12/31/25
1.b KPI Develop and Implement DEI action plan The combined Public Works and Community Development DEI teams metmonthly. The three subcommittees of education, outreach, and recruitmentalso met monthly.
On Target 12/31/25
2 Goal Customer Experience: create an open and welcomingexperience for our customers
2.1 Tactic Develop and implement a customer experience survey toolfor Community Development Completion goal of 12/31/24 Delayed
2.2 Tactic Assess frequently used customer information brochures todetermine if need to be multi-lingual
2.a KPI Percent of Customers indicating satisfied or higher onCommunity Development survey
3 Goal Creating a culture of process improvement & collaboration
3.1 Tactic Activation of DSI Engagement team BridgeBuilders held one event. Community Development held monthly teammeetings.On Target 12/31/25
3.2 Tactic Continue DSI Dine and Discover & DSI Download 2 Dine & Discover held. On Target 12/31/25
3.a KPI Conduct DSI Leads process mapping sessions andimplement 4 improvements as a result of the sessions Conducted one new process mapping activity related to Zips. Processmapping efforts continued with the civil grading process.On Target 12/31/25
3.b KPI Assess employee participation and value of DSI Dine &Discover and DSI download
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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CCoommmmuunniittyy DDeevveellooppmmeenntt 22002233 QQ44
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CompletionDate
1 Goal Support the creation of new owner-occupied housing
1.1 Tactic Support the creation of ten newly created owner-occupiedunits through the Fee Reimbursement Program On Target
1.a KPI # of units created through Fee Reimbursement Program On Target
1.2 Tactic Support the creation of owner-occupied units throughinvestments and membership of the Coalition for RochesterArea Housing (CRAH)
Off Target
1.b KPI Number of owner-occupied units created through CRAHfunding and developed Owner-Occupied Incentives Off Target
2 Goal Provide quality services through efficient and innovativeprocesses
2.1 Tactic Complete planning application review in accordance withstate and local laws.Continue to comply with the Unified Development Code and State Law On Target
2.2 Tactic Complete next day/requested day building inspections Continue to provide next day/ requested day inspections. Based onworkload, at times inspections are 2 or 3 days out.On Target
2.a KPI Track monthly building inspections completed. There were 5,091 Residential inspections and 2,872 commercialinspections completed in Q4 On Target
2.3 Tactic Complete building reviews in accordance with City Councilexpectations (2-4 weeks)Of the commercial plans that were submitted during this quarter 71% werereviewed within 3 weeks, 89% within 4 weeks and 99% within 5 weeks. Forresidential 81% were reviewed within 2 weeks and 99% within 3 weeks.
On Target
2.b KPI Track building plan review time to ensure we're meetingCouncil's expectation of completing residential reviews in 2weeks or less, and commercial reviews in 3 weeks or less.
Of the commercial plans that were submitted during this quarter 71% werereviewed within 3 weeks, 89% within 4 weeks and 99% within 5 weeks. Forresidential 81% were reviewed within 2 weeks and 99% within 3 weeks.
On Target
2.4 Tactic Track rate of resolved vs disapproved building inspections Delayed
2.5 Tactic Establish polices where appropriate to facilitatedevelopment through reasonable code interpretation.There was not a need to create any new polices in Q4 of 2023 On Target
2.6 Tactic Establish a system to cross train building inspectors forcombination inspectors to increase efficiency and overallcapacity
During Q4, there was a focus on cross training plumbing inspections withother divisions On Target
2.7 Tactic Develop a strategy to manage the open building permits During Q4 the current open permit enforcement process was map, and anew process was developed to try and better manage open permits. Thegoal is to kick off this enforcement process in 2024
On Target
2.8 Tactic Enhance operational efficiency and community awarenessthrough proactive education around regulations and codeenforcement
Complete
2.9 Tactic Establish urban design plan and review process On Target
2.1 Tactic Implement Urban Design Plan
2.c KPI Track # of public notifications
3 Goal Implement strategies to promote the social and economicwell-being, inclusion, and mobility of City residents
3.1 Tactic Lead City land disposition project On Target
3.a KPI Track number of City land disposition projects On Target 12/31/23
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3.2 Tactic Continued development of historic preservation inventory 11 On Target
3.b KPI # of inventory properties reviewed 11 On Target
3.3 Tactic Determine historic district resolution On Target
3.4 Tactic Complete large scale zoning map update to align land useplan with the zoning map Complete
3.5 Tactic Establish an orderly annexation strategy to better manageedge growth and infrasctuture Delayed
3.6 Tactic Continue to support the creation and implementation ofSmall Area Plans CD Is currently leading the second phase of the Riverfront Small AreaPlanning effort. The CD team is also supporting the West Transit Villageproject and the 6th street bridge project.
On Target
3.7 Tactic Complete 5 year update of the City Comprehensive Plan,P2S 2040 During Q4 a draft RFP was prepared. We will be taking this information toCity Council in Q1 of 2024 On Target
3.8 Tactic Complete update of the City's Downtown Master Plan Delayed
3.9 Tactic Complete development review fee study A Fee study RFP was released in Q4. This study will take place in Q1 andQ2 of 2024 On Target
4 Goal Promote an inclusive, clean, safe and healthy community.
4.1 Tactic Protect quality rental housing through 3,350 rental housinginspections for compliance with the housing code On Target
4.a KPI Track # of inspections completed On Target
4.b KPI Establish baseline of % inspections resulting in 1-year,2-year,3-year, or 4-year inspection cycles On Target
4.c KPI Continue to establish baseline of % inspections resulting in1-year,2-year,3-year, or 4-year inspection cycles
4.2 Tactic Continued enforcement of city ordinances to prevent blightand zoning violations On Target
4.d KPI % Zoning compliance through education, # of nuisancecomplaints, # of neighborhood sprints/sweeps, # ofcourtesy inspections, # of neighborhoods with sidewalkrepair investments from CDBG
On Target
4.3 Tactic Evaluate potential changes to\ the housing code forcompliance with updated International PropertyMaintenance Code
4.4 Tactic Rehab 15 single-family dwellings and one rental propertythrough CDBG program Off Target
4.e KPI # of rehabbed properties (rental and single family dwelling)Off Target
4.5 Tactic Partner with the State & County on Lead Free program tomake five homes lead safe Off Target
4.f KPI # of homes made LEAD safe On Target
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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DDMMCC 22002233 QQ44
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1 Goal Enhance urban mobility with an emphasis on Rapid Transit
1.1 Tactic Rapid transit: Complete environmental analysis; complete100% design; meet federal review process milestones City received notification from FTA on 12/4/2023, that our environmentalanalysis is approved. We are currently reviewing 90% designs. 100%design review is planned for 2nd quarter 2024. Risk Register Review willtake place 1st quarter 2021.
On Target
1.2 Tactic Establish a baseline for workforce mode share andmethodology for tracking progress Non-motorized counting program draft completed in 2023; identification ofcounting locations and methodology. Creation/facilitation of Bi-annualHousehold Commuter Survey identified as a workplan item for 2024.
On Target
1.3 Tactic Develop an active commuter plan and enact programs toexpand alternative commuting Ongoing implementation of active commuter programming and eventplanning to encourage and engage community on the topic of of alternativetransportation; Q4 events included TryTransit Week in partnership withRochester Public Transit. Expanded contract with Lime Bikeshare micro-mobility provider to better align with City goals and needs.
On Target
Tactic Advance Link BRT Project to Bid/Pre-Construction Stage RCA to request approval to release RFP for Construction Services tomanage the bid packages is going to council on 1/22/2024. ConstructionServices contract would begin in March of 2024.
On Target
Tactic Complete 100% Design for 6th St Bridge Original timeline to complete engagement, outside agency approval, anddesign was too aggressive. In order to allow ourselves enough time forproperty acquisition and to work with Army Corp. and Rail Road. 100% isscheduled for completion in Q3 of 2025. This will give us a better biddingenvironment in Q1 2026.
Delayed
1.a KPI Reduce drive-alone mode share from 71% to 58% On Target
2 Goal Invest in public realm to advance economic vibrancy,resident experience, visitor experience, and talent attraction
2.1 Tactic Rapid Transit: Develop community-supported station areapublic realm concepts and neighborhood connections Transit station architecture is complete. Team is advancing public artconcepts for all of the stations. Plaza designs for St Marys Transit Centerand West Transit village are in the 90% design phase.
On Target
2.2 Tactic Saint Marys Place: Incorporate public realm concept intotransit station area design Public realm improvements to St Marys streetscape and plaza area areincluded in the Link project budget. There is an Additional budget in theDMC CIP for public enhancements in the corridor that cannot be fundedwith FTA dollars.
On Target
2.3 Tactic Downtown Waterfront: Develop community-supportedpublic realm concept Initial plan completed in 2022. Public Realm concept has been advanced toinclude in an RFQ to prospective developers in Q1 2024.Complete 06/30/22
2.4 Tactic Heart of the City: Complete Post-Occupancy Evaluation Phase 1 Post Occupancy Evaluation has been completed. Additional reviewof pedestrian patterns and plaza hardscape elements to be reviewed in2024.
Complete 12/31/23
2.5 Tactic Heart of the City: Develop and execute Activation Strategy Gehl planning did a pedestrian movement study to help identify areas andhours of programming. City and DMC teammates coordinate with the RDAand Threshold Arts on plaza activation.
On Target
2.6 Tactic Discovery Walk: Implement Business Forward andcommunity engagement strategies Business Forward and engagement has continued through two constructionseasons. Strategies include, monthly stakeholder meetings, projectnewsletter, wayfinding, and staging.
On Target
2.7 Tactic Education/Recreation: Convene stakeholders to establishvision for sub-district public realm (Soldiers Field)Final park design was established through stakeholder engagement andapproved by DMCC and City Council. Project wrapped up it's first year ofconstruction in 2023
Complete
2.8 Tactic Discovery Walk: Complete first phase (400-500 blocks) First phase 400 - 500 blocks is complete. Complete 11/30/22
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2.9 Tactic Chateau Theatre: Develop and execute Activation Strategyand ongoing capital maintenance Bathroom renovation and additional front and mezzanine restroomscomplete.Complete 12/31/23
2.a KPI Increase pedestrian traffic in the Peace Plaza area by 50%
2.b KPI Businesses report increased revenue (Heart of the City)
2.c KPI Selection of operator for Chateau Theatre
2.d KPI Discovery Walk construction completed
3 Goal Facilitate private investment in the Destination MedicalCenter District
3.1 Tactic DMC Funding: Revise DMC Funding application process toallow for public infrastructure funding proposals by smalland local businesses and property owners
Currently reviewing City TIF policy to adjust funding recommendationsbased on challenging market conditions in order to meet the goals ofhousing and economic development.
Delayed
3.2 Tactic West Transit Village: Secure development partner andestablish stakeholder-supported vision DMC and Mayo selected Kraus-Anderson and Aeon housing developers tocreate a vision for West Transit Village. A development layout has beencreated and we are currently working on the public realm design betweenprivate development and the public development of Link streetscape andplaza.
Complete
3.3 Tactic Pre-development Activation: Develop and execute aninterim-use plan for vacant space and pre-developmentsites
Delayed
3.4 Tactic Housing: Advance one development to meet market needs Continue to work with Sherman Associates to close the funding gap for theCivic Center North Lot.On Target
3.a KPI More than $1 billion of new private development, consistentwith development plan, underway
4 Goal Enhance community engagement and project execution forDMC focused projects
4.1 Tactic Summarize and report out on best practices and principlesused in DMC experience management strategies(prototyping, Business Forward, co-design, etc.)
Continuing to work on a business forward handbook. Delayed
4.2 Tactic Community Engagement: Manage business and communityrelationships with key stakeholders and audiences throughstrategic partnerships, presentations, and other means
Ongoing engagement work to find new was of communicating and engaginga broader community audience. Identifying new strategies to create moreinvolvement in project and construction planning with active transportationinitiatives and infrastructure projects like Link, 6th Street Bridge, andRiverfront improvements.
On Target
5 Goal Increase social equity in the construction industry
5.1 Tactic Implement Prevailing Wage, Targeted Business contractingand Workforce Participation goals on Destination MedicalCenter professional and construction projects.
Chateau Theatre HVAC project was bid in Q4 2023. Plans to meet TargetedBusiness contracting goal but was not lowest bidder. Set-up project inLCPtracker (1/2024). Workforce Participation Plan due 1/1/2024.
On Target
5.2 Tactic Implement Prevailing Wage, Targeted Business contractingand Workforce Participation goals on City-only funded CIPprojects valued at $3 million or more in 2022.
Identifying projects that are more than threshold ($500K) for 2024. Planningfor LCPtracker labor compliance tool costs.On Target
5.3 Tactic Increase capacity of women and minorities trained to workin construction trades.Transitioning workforce capacity-building to Wafa Elkhalifa, Lauren Jensenand Julie Brock.
5.a KPI Project bids meet Targeted Business goals (4% on heavycivil projects and 7% on commercial construction projects).Yes projects are meeting or exceeding TB contracting goals. Worked onDBE/TB goal-setting for Water Reclamation Plant project.On Target
5.b KPI Increase capacity of locally-owned Targeted Businesses. Transitioning Targeted Business capacity-building to Wafa Elkhalifa, LaurenJensen and Julie Borck. Will look at quantity of locally-owned TargetedBusinesses in spring 2024.
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5.c KPI Workforce Participation on DMC and City eligible projects:Women 8% and Minorities: 15%Monitoring participation for women and people of color on a monthly basis.Asking for workforce improvements from contractors on Soldiers Field Parkproject.
On Target
5.4 Tactic Create a career pathway program for women and BIPOC toget construction trades experience with the City ofRochester for employment for future employment with theCity or contractors.
An apprenticeship program has been developed with the facilitiesdepartment. Apprentice supervisor process has been completed.
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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PPuubblliicc WWoorrkkss 22002233 QQ44
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1 Goal Establish programs that achieve reliable and sustainablepublic infrastructure to support a vibrant community
1.1 Tactic Continue to develop and implement infrastructure strategiesthrough a targeted focus on equity, sustainability, and fiscalresponsibility.
Bus Stop Improvement Project - Awarded the Design contract and workingthrough NEPA process.
Leveraged CDBG funding to complete additional upgrades to ADA rampsand pedestrian facilities.
On Target 12/31/25
1.b Tactic Completion of design for Phase 2 Treatment Worksupgrades at WRP by Fall 2023. Start construction in 2024and be substantially complete by 12/31/2025
Switching to CMAR process due to lack of prime contractors bidding onRFP. Will create a 6 month delay.Delayed 12/31/25
1.d Tactic Sidewalk gap fill and emergency repair prioritizationsystems developed Team finalized gap fill prioritization document and plans to share withcouncil Q1 2024. Very similar prioritization to be applied to emergencyrepairs.
Complete 12/31/23
1.g Tactic Prioritize projects and obtain funding to be used forrecreational trail and alley pavement rehabilitation Consultant selected to begin study on recreational trail and plans finalizedfor alley reconstruction in 2024.On Target 12/31/24
1.c Tactic Establish long term funding mechanism for flood controlsystem Local Option Sales Tax passed. Develop financial stability plan for FloodControl Program and presenting to Council in January 2025.On Target 12/31/25
1.h KPI Environmental services CIP projects implemented within 2years of council approval All planned CIP projects complete within 2 years of council approval. On Target 12/31/25
1.a Tactic Completion of Phase 1 and 2 of West Zumbro SanitarySewer Project Phase 1 completed in December 2023. Phase 2 is in the design processwith WHKS, Inc. for construction in 2024. Seeking council approval forconstruction RFP in January 2024.
On Target 12/31/25
1.i KPI Update asset management plans across the Env Servicesdepartment to ensure it aligns with updated ComprehensiveManagement Plans and funding rate studies.
Due to staff shortages the CSWMP is about 10 weeks behind schedule.Back to fully staffed and refocusing on CSWMP completion in 1st quarter of2024.
Delayed 12/31/25
1.4 Tactic Continued implementation of Safe Systems evaluationrelated to speed limit ordinance Continue to evaluate corridors for speed limits, including reconstructionprojects and newly proposed development.On Target 12/31/25
1.6 Tactic Implement strategies to promote the social and economicwell-being, inclusion, and mobility of City residents Micro-transit project begun; continued incorporation of Complete StreetsPolicy into projects; Awarded Carbon Reduction funds to evaluate alignmentalternatives for Willow Creek Trail Extension.
On Target 12/31/25
1.7 Tactic Communicate and engage with City Council, Boards &Commissions, neighborhoods and residents to ensure theyremain informed about neighborhood-based projects
Ongoing On Target 12/31/25
1.j KPI Number of electronic communications as well as postcardmailers provided to community members before majorprojects.
Ongoing. Attached spreadsheet shows data from 2023. Data is updated butlikely should be considered as incomplete as it is obvious some thingsweren't logged (eg social media and stakeholder meetings certainlyhappened in 2023).
On Target 12/31/25
1.l KPI Number of special events attended/hosted i.e. Safe CityNights, Thursdays Downtown, neighborhood meetings, etc.Ongoing. See spreadsheet attached above. Data is updated and higherchance of accuracy with events being added.On Target 12/31/25
1.o KPI Track number of visits to the interactive public projectdashboard.Ongoing. 4186 views from 1/1 - 12/31 On Target 12/31/25
1.p KPI Track number of visits to interactive construction web-mapping tool Ongoing. 7059 views from 1/1 - 12/31 On Target 12/31/25
1.FM Tactic Evaluate Fleet Centralization Capacity at PWTOC Need additional analysis to complete On Target 03/01/24
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Tactic Further extend pavement lifespan by performing secondarypreventative maintenance on at least 2 centerline miles ofstreets each year.
Re-chip sealed 2.85 centerline miles of streets. Additionally, did joint masticand re-crack sealing on approximately 6 centerline miles of streets.Complete 10/31/25
Tactic Conduct Parking Rate Study for evaluation andrecommendations of implementation Provided additional documentation to the Walker Consultants team. Walkercompleted engagement sessions with parking stakeholders. We conducteda parking survey via POLCO and provided those results to the Walker team.The Walker team is working on a few different financial models to share withthe team and eventually with City Council in 2024.
On Target 12/31/24
Tactic Continue procurement of buses for replacement and busrapid transit 2-60' EV buses delivered in July and 6-40' buses delivered in August. On Target 12/31/25
Tactic Consolidated approach to Grading Plan and Civil Plan Sets Accela process and workflow in place; continuing to look at modificationsand efficiencies to improve the process On Target 12/31/24
KPI Reviews completed on time Additional teammate resources are being allocated to the plan reviewprocess to facilitate more efficient review times On Target 12/31/24
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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AAddmmiinniissttrraattiioonn 22002233 QQ44
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CompletionDate
1 Goal Implement data governance structure and enterprise widedata strategy
1.1 Tactic Establish NERD Team NERD team continues to have monthly connects. In 2024, they willcontinue to expand the team and focus on continuing Bloomberg HarvardWhat Works Cities efforts.
On Target
1.2 Tactic Conduct evaluations and benchmark: Fleet, Facilities,Public Safety, Purchasing Fleet evaluation is in initial stages, including defining scoping, identifyingstakeholders, and determining evaluation questions.On Target
1.3 Tactic Conduct Community Survey (2024) Community Survey is tentatively scheduled for July 2024. On Target
1.4 Tactic Complete Annual Performance Report and quarterly ActionPlan updates Action Plan updates not completed for Q1, Q2, or Q3 due to staffingchanges.Off Target
1.5 Tactic Achieve Silver Level What Works Cities Certification We have completed our application and assessment. Complete 11/01/23
1.a KPI Conduct quarterly Action Plan updates Action Plan updates not completed for Q1, Q2, or Q3 due to staffingchanges.Off Target
2 Goal Sustain our commitment to High Performance Organization We continue to have robust participation in our High PerformanceOrganization Academy, have completed three notable evaluations, and theCity Administrator has defined an HPO philosophy for the team.
2.1 Tactic Create a customer service team and implement 311software and service We have retained budget approval to advance the 311 Supervisor and therest of the team that will be housed with our communications group.Software purchases have been approved with a goal of a 2024 roll out.
On Target
2.2 Tactic Develop succession planning strategy for key leadershippositions We have facilitated several recruitments and have worked with a number ofDepartments on strategies to enhance knowledge transfer On Target
2.3 Tactic Develop programs for supervisory professionaldevelopment and onboarding We launched our supervisor connection this year and are finalizingsupervisor training for a 2024 roll out On Target
2.4 Tactic Develop change management toolkit Our HPO Foundations group is developing a framework for this and aninitial update will be proivded to the Forward Team in January 2024 On Target
2.5 Tactic Develop an organizational leadership philosophy No work has occurred yet. Delayed
2.6 Tactic Through ongoing data collection and engagement activities,prioritize teammate engagement and inspiration We continue to have Department's implementing their Engagement ActionPlans, saw some really good teammate connectivity during the holidays,have completed follow up surveying, and will be doing our next fullEmployee Engagement Survey in 2024.
On Target
2.7 Tactic Evaluate best hours of operation to meet teammate andcustomer needs We did some initial surveying around this, but need to regroup to determineif any changes would enhance customer service, teammate experience, andrecruitment.
Delayed
2.a KPI Overall teammate engagement score
2.b KPI Teammate rating of organizational change management
2.c KPI Teammate rating of organization as a whole beingmanaged well
3 Goal Continue to collaborate and build community partnerships
3.1 Tactic Continue to collaborate with outside agencies to reviewfinancials and refine process for annual funding requests A new format has been adopted per the Q3 OAOC meeting. On Target
3.2 Tactic With the County and community partners clarify roles andcoordinating response to people experiencinghomelessness
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3.a KPI Impression of City Council
4 Goal Advance the City's Foundational Principle of financialsustainability
4.1 Tactic Maintain the City's AAA bond rating We continue to maintain our AAA Bond Rating and address structuralbudget issues in equipment revolving/fleet/, facilities, and infrastructure.The adoption of local sales tax renewal has helped significantly in thisspace.
On Target 03/24/22
4.2 Tactic Update the City's financial policies A draft has been completed and is being prioritized for review in 2024. Delayed
4.3 Tactic Evaluate and implement opportunities for citizenengagement around the budget process The Budget in Brief was published in December of 2023 On Target
5 Goal Equip committees, commissions, and City Council oneffective board governance
5.1 Tactic Host an annual City Council retreat This was completed in 2024 along with a City Council Bus Tour On Target 10/17/22
5.2 Tactic Host 4 joint meetings with different City Commissions andCommittees Off Target
5.3 Tactic Celebrate success and increase educational opportunities
5.4 Tactic Complete an annual tour for City Council City Council bus tour conducted on 7/17/23 Complete 08/15/22
6 Goal Create clarity and alignment on City Vision, Mission andValues
6.1 Tactic Local Sales Tax education campaign Renew Rochester website up and running. Hosing information sessions byinvite (as of 10/16/23 conducted 23 presentations and/or had an info tableat events)
Complete 11/07/23
6.2 Tactic Align department purpose statements around vision andfoundational principles Delayed
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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CCiittyy CClleerrkk 22002233 QQ44
IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
1 Goal Provide support for Council through efficient execution ofprocesses
1.2 Tactic Enhance video production of Council meetings We continue to struggle with the technology aspects of meetings and 104 isstill waiting on some part to complete that part of the project.Off Target
1.1 Tactic Implement Granicus Peak This is largely complete though it will continue to evolve for some time. Wecontinue to work through migration issues to contain all of the records fromthe old system into the new, but we still have access to all of those recordsand will continue to hound Granicus to deliver on what they promised (fullysearchable archive in one system back to the beginning of our digitalrecord.)
Complete
1.3 Tactic Evaluate staffing levels and consider implementationstrategies We did secure an additional position in the budget process to help with theheavy weight of both incoming records requests and the archival mess thatcontinues with the airport basement and the myriad other places piles ofrecords have been stored over the years but then immediately lost an FTEto 311 which is not up and running yet so basically zeroed out any benefitthe additional position was going to provide.
Off Target
2 Goal Assess efficiency of various city processes related toindividual license types
2.1 Tactic Collaborate and align with other departments to createbetter efficacy and equity in code and regulatoryenforcement
We continue to develop ways to make the programs under our control moreefficient and in line with Code. Updates to licensing ordinances this yearresulted in quality changes to our massage business regulation andenforcement as well as changes to the code creating efficacious changes tohow we execute the issuance of licenses.
On Target
2.2 Tactic Collaborate on the creation standardized processes andassociated forms for non-criminal code enforcementcitywide
This continues with the standardization of many of our processes and thecontinued motion towards administrative hearings.On Target
2.3 Tactic Evaluate and adjust the administrative fine schedule forlicensing Adopted. Complete
2.4 Tactic Evaluate licensing structure, potential administrativeapprovals, and adopting legislation to more clearly definebusiness types
Second Reading Feb 5 Complete 12/11/23
2.5 Tactic Work with other participating departments to respond to theDowntown Rochester Taskforce Recommendations relatedto permits and licenses.
Ordinances changes passed and looking at other ways to meet the needs ofour downtown businesses.On Target
3 Goal Align tools to unify and better meet customers needs
3.2 Tactic Create a unified records repository that is organized,accessible, and located at City Hall
3.3 Tactic Develop strategies to manage the volume of data practicesrequests
3.4 Tactic Evaluate and implement a citywide contract managementsystem for uniformity
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
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CCoommmmuunniiccaattiioonnss && EEnnggaaggeemmeenntt 22002233 QQ44
IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
1 Goal Develop and implement an organizational-wide approach tocommunications & engagement with a focus on Diversity,Equity & Inclusion
1.1 Tactic Create a communications and engagement toolkit thatfocuses on diversity, equity and inclusion 12/31/22
1.a KPI Community survey data on communications andengagement 08/01/22
1.b KPI Number of projects that utilize the IAP2 Spectrum ofEngagement
1.c KPI Time needed to facilitate the engagement process byteammates - determine by survey
2 Goal Develop a plan to increase internal communications andengagement
2.4 Tactic Coordinate quarterly or bi-annual updates from the CityAdministrator 12/31/22
2.1 Tactic Develop strategy to utilize video to update andcommunicate with teammates
2.3 Tactic Develop an organizational wide quarterly digital newsletter 12/31/22
2.2 Tactic Create City Council meeting recaps to share withteammates
2.a KPI Teammate feedback via the teammate survey 09/07/22
3 Goal Develop and implement organizational wide digitalcommunications strategy
3.4 Tactic Audit the website and make improvements to enhance theexperience of residents, businesses and visitors - whileimplementing quarterly website audits
3.2 Tactic Create a story telling strategy which utilizes video andphotography
3.3 Tactic Identify departmental website champions and co-champions 06/30/22
3.1 Tactic Audit City Council meeting production and identifyopportunities to create a better experience for residents andbusinesses
3.a KPI National Community Survey data on communications andengagement 08/01/22
4 Goal Refine multifaceted approach to engagement
4.2 Tactic Determine desired approach to digital engagement andmake selection of tool(s)
4.1 Tactic Review engagement tools that are available and/orcurrently being used
4.a KPI Community survey data on communications andengagement 08/01/22
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5 Goal Identify opportunities to better leverage investments intoproject budgets
5.1 Tactic Evaluate contracted services versus developing in-housecapacity
5.a KPI Review past project spending in the area of communityengagement and communications
6 Goal Strengthen local, state and national communication andengagement partners
6.1 Tactic Participate in the local communications and engagementnetwork 06/30/22
6.2 Tactic Hold membership in state and national associations 06/30/22
6.3 Tactic Seeking opportunities to speak at virtual or in personconferences/education sessions 06/30/22
6.a KPI Quantify partnerships
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FFaacciilliittiieess 22002233 QQ44
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2023Quarter 4Status
CompletionDate
1 Goal Create and adequately fund a facilities preventativemaintenance account to maximize the useful life of assetsand reduce expenditures on facilities maintenance
12/31/24
1.1 Tactic Implement a facilities reinvestment fund for predictivemaintenance and achieve sustainable annual funding levelof 1% of insured value by 2030. Approx. $2.5 M / yearannual funding
Funding was provided in the recently adopted Capital Improvement Planwith proposed escalations. While still underfunded, this is good progress.On Target 12/31/23
1.2 Tactic Prioritize all facilities projects utilizing a common format andscoring process and develop a list of anticipated projects forthe next ten years.
On Target 10/20/23
1.3 Tactic Develop annual costs for known capital maintenance: roofs,exterior maintenance, parking lots, major mechanical,building automation systems (BAS) controls, uninterruptiblepower supply (UPS), and generators.
On Target 12/29/23
1.a KPI % of building Insured value funded per year Building reinvestment fund levels have been established as part of theongoing funding decision package.On Target 12/29/23
1.b KPI List of annual costs for known capital maintenancecategories and 10 yr. prioritized capital project list 12/29/23
1.c KPI % of assets exceeding their useful life. In progress, new Joint Facilities team is reviewing previous reports findingsand updating 12/29/23
1.d KPI Facilities Condition Assessments (FCA) - 4 year cycle.Quarter of physical assets assessed each yr.This will be an ongoing item, in 2024 the Facilities team is revisiting theprevious reports and ranking/budgeting the items identified On Target Ongoing
1.e KPI Number and dollar amount of deferred maintenance In progress, as we review Facility Condition Assessments we are working todevelop project budgets to address deferred maintenance 12/29/23
2 Goal Create a funding process for energy efficiency andsustainability projects
2.1 Tactic Propose annual funding sources for energy efficiency andsustainability projects:1. Calculate projected savings of 15% off of 2019 baseenergy costs for Phase 1 building (9 total).2. Internal commissioning group charge to CIP projects3. Rebates, Grants, etc.
12/29/23
2.a KPI Annual $ savings of 2019 energy cost for each buildingnormalized for weather data.Proposed using the weather normalized B3 usage for each building from2019 as a baseline and realized savings from energy usage compared tobaseline will be used to fund the BAS Specialist position and any remainingfunds will fund the building sustainability CIP
12/29/23
2.b KPI Annual $ excess internal commissioning group charges toCIP projects Internal commissioning and retro commissioning will be funded utilizingBuilding Sustainability CIP. Any cost savings realized from commissioningwill be returned to the Building Sustainability CIP
12/29/23
2.c KPI Annual $ Rebates, Grants, etc. All rebates will be added to the J1039 Sustainability fund, first rebates willbe arriving in 2024 12/29/23
2.d KPI # project completed with < 5yr payback Ongoing, projects will be reviewed and reported for paybacks <5 years Ongoing
3 Goal Create a COR Building Automation Systems (BAS)operations group (pilot implement in 2022).
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3.1 Tactic Propose annual funding sources for BAS operations group:1. Calculate projected savings of 15% off of 2019 baseenergy costs for Phase 1 building (9 total).2. Internal commissioning group charge to CIP projects3. Rebates, Grants, etc.
Proposed using the weather normalized B3 usage for each building from2019 as a baseline and realized savings from energy usage compared tobaseline, this along with rebates will be used to fund the BAS Specialistposition and any remaining funds will fund the building sustainability CIP
09/30/22
3.2 Tactic Create a business plan for BAS operations group:1. FTEs - management and personnel2. Products and services offered: BAS procurementprocess, standards, building integration, and BAS strategyoptimization.3. annual Budget and implementation plan
Facilities team is developing a proposed department organization along withproposed FTE's, responsibilities and annual budget. This team hascurrently taken over management of facilities at all phase 1 buildings.
12/29/23
3.3 Tactic Create integrated facilities staffing organization for phase 1buildings Facilities team began to oversee phase 1 buildings in January 2023.Existing staff have been integrated to serve all phase 1 buildings Complete 04/04/22
3.a KPI Develop a COR standard building control standards Building control standards have been developed and wil be reviewed by theforward team in 2024 Complete Ongoing
3.b KPI % of Phase 1 buildings integrated under BAS groupoperations All phase 1 buildings are overseen by BAS Specialist. Working on plan toretro commission and update control strategies and systems Complete 12/29/23
4 Goal Develop a common process for determining staffingrequirements using facilities maintenance staff metrics.
4.1 Tactic Develop a common work order system and process foridentifying and processing, maintenance requests andpreventative maintenance.
Complete, MaintainX implemented in 2023 Complete 07/26/23
4.2 Tactic Track work orders and develop staff utilization metrics fordetermining FTE required In progress, gathering data on reactive work orders, preventivemaintenance modules starting in 2024 On Target 08/28/24
4.a KPI Common metrics for determining FTE requirements complete, using International Facility Management Association (IFMA)standards Complete 12/29/23
4.b KPI FTE utilization of temporary, part-time, and contracted staff MaintainX system is compiling staff metrics for custodial and maintenancestaff continuously.On Target 12/29/23
5 Goal Standardize supply chain for maintenance and custodialstaff
5.1 Tactic Improve sustainability by implementing a concentratedchemical green cleaning program and common waste andrecycling
In progress, Custodial team mates are working with our supplier to test theeffectiveness of proposed green cleaning products, look to implement On Target 12/31/24
5.2 Tactic Develop standard products for custodial and maintenancestaff Complete Complete 12/29/23
5.3 Tactic Develop bulk purchasing and storage of custodial andmaintenance products and supplies.All Joint Facilities managed buildings are using the same vendors forcustodial supplies, working with vendor on common inventory system formaintenance supplies in 2024
Complete 12/29/23
5.4 Tactic Integrate the management and procurement of all contractsfor maintenance, custodial, and building automation/controls
Working with the facilities impact team to identify opportunities for city wideprocurement and contracting. Planning to start competitively bidding theseitems in 2024
On Target 12/31/24
5.a KPI % using concentrated chemical green cleaning programand common waste and recycling In progress, staff began testing green products in November 2023, willreview implementation city wide in 2024
5.b KPI % using standard products and contracting All Phase 1 buildings are following same procurement channels. Workingon standard contracts to bid for single point vendors
6 Goal COR policy for facilities
6.1 Tactic Form a COR Facilities Group charged with development offacilities policies and standards Complete 12/29/23
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6.2 Tactic Develop list of proposed COR organizational facilitiespolicies and standards Several policies were approved and submitted to leadership for adoption in2024, new policies will periodically be proposed On Target 12/29/23
6.a KPI Approved facilities policies and standards Policies were presented for approval at the facilities impact team in August2023. Items were accepted and being entered into a standard format forapproval by leadership team. Currently will be submitting the followingpolicies: Building temperatures, small appliances in the workplace, officespace guidelines, building equipment standardization, building automationstandardization
On Target 09/29/23
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FFiinnaannccee 22002233 QQ44
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2023Quarter 4Status
CompletionDate
1 Goal Operationalize Facilities Reinvestment Fund
1.1 Tactic Set up Accounting structure for fund and business units Complete 06/30/22
1.2 Tactic Establish operational accounting policies and proceduresfor teammates use of the fund Complete
1.a KPI Reporting of Fund Balance / Operational Analysis byBuilding/BU 06/30/22
2 Goal Assist Facilities Manager in Facilities Work Order /Maintenance Tracking System 06/30/22
2.1 Tactic Demo existing tracking systems - JDE/Elements/KBOX Complete 06/30/22
2.2 Tactic Assist in Setting Up All Facilities on Common System 06/30/22
2.a KPI Successful tracking/completion of maintenance tasks Complete 06/30/22
3 Goal Develop/Enhance Two-Year Budget Presentation
3.1 Tactic Budget Book Presentation - Detail of two-year Complete 03/31/22
3.2 Tactic Enhance Process / Presentation Delivery Complete
3.a KPI Budget Book with two-year complete presentation bybusiness unit Complete 03/31/22
4 Goal Update Financial Policies
4.1 Tactic Update existing policies (e.g. budget, micro contract,economic incentive, etc.Delayed
4.2 Tactic Develop new Accounts Receivable Write-offs, Dept. Head,claim settlements, etc.Delayed
4.a KPI Updated and approved financial policies Delayed
5 Goal Banking Services - complete Request for Proposals (RFP)process and implementation
5.1 Tactic Complete RFP Delayed
5.2 Tactic Select "socially responsible" bank meeting council'sexpectations that ALSO can meet the City's servicerequirements
Delayed
5.3 Tactic Implementation - moving all electronic transaction setupsincluding all electronic transfers Delayed
5.a KPI New bank meets social equity standards and electronicprocesses are maintained
6 Goal Assist in Sales Tax 2024 Development
6.1 Tactic Historical use information and status/projections Complete 03/31/22
6.2 Tactic Development of Project/Program and Financing Plan With the successful approval work continues to project cash flow andpotential debt issuance On Target 03/31/22
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HHRR 22002233 QQ44
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CompletionDate
1 Goal Assist with high-performance government culturalinitiatives.
1.1 Tactic Execute the employee engagement process and lead thedissemination of the engagement survey results; assistdepartments supervisors with action planning; monitorprogress.
Complete
1.2 Tactic Lead the dissemination of the engagement survey results;assist departments supervisors with action planning;monitor progress.
Complete
2 Goal Valued Business Partner Support
2.5 Tactic Implement Chaplaincy Program Complete 09/30/22
2.6 Tactic Assist with coordination of DEI training efforts On Target
2.7 Tactic Support leadership development training initiatives,customer service training, implement employeedevelopment plans
On Target
2.3 Tactic Serve as COVID resource for supervisors; researchlegislative changes; update policies Complete 09/30/22
2.2 Tactic Develop and implement performance management trainingfor Fire teammates Complete 03/31/22
2.4 Tactic Negotiate labor contracts Complete
3 Goal Talent Management Strategies
3.1 Tactic Implement Pathways Program and Internship Program The internship program will be in its second year in 2024 and the PathwaysProgram is still being evaluated, however, work is occurring in conjunctionwith the Equity in the Built Environment.
On Target
3.2 Tactic Modernize NEOGOV job applicant process On Target
4 Goal Core Services/Ongoing Process Improvement
4.1 Tactic Audit JDE and Kronos security access and protocols On Target
4.2 Tactic JDE process improvement initiative On Target
4.3 Tactic Move Fire Department to Kronos system On Target
4.4 Tactic Correct HR Laserfische structural database problems On Target
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IITT 22002233 QQ44
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CompletionDate
1 Goal Build and develop city attorney team Q4 2023 has seen significant turnover, with three prosecutors joining theState Public Defender's Office. With the assistance of HR, we were able tomake significant pay adjustments that are allowing us to rebuild the team.We will be a stronger team in the end.
Delayed
1.2 Tactic Provide specialized training opportunities for staff (CLEs,networking conferences - LMC) on areas of Land Use,Community Development, and Contract & Legal documentreview
We are training up new victim liaison staff with victim specific training. Wewill continuing offering and facilitating subject specific training for ourattorneys, such as a recent real estate CLE for our Atty II who is assistingon real estate matters. In the next six months we will target additionaltraining and a review of our contract practices.
On Target
1.3 Tactic Evaluate and develop standards to determine when toutilize outside council Over time I am getting a better sense of what matters can be handledinternally, vs. external, and further discussions have helped clarify whichdepartment will be responsible for funding of outside counsel expenses,project related or otherwise.
On Target
1.a KPI Fully staffed City Attorney department See above. And we currently have two new victim liaison staff and havetwo conditional offers out, one for an ACA I, the other for the CriminalDivison Deputy. We will be filling the Civil Deputy FTE as well, which hadbeen vacant for some time.
Delayed
1.1 Tactic Hire for existing vacancies Background are currently being completed on two high quality candidates. On Target
2 Goal Ensure effective criminal and civil prosecution Over the past 7 months we were able to bolster criminal prosecution efforts,backlog dynamics, with the addition of a temporary prosecutor. That helpedsignificantly, allowing us to assure full court coverage.
On Target
2.a KPI Reduce criminal case backlog by 20% per quarter Court Administration and the bench continue to comliment the efforts of theCity Attorney's Office. Despite a high volume and significantly demandcourt calendar, we are making good progress on the backlog.
On Target
2.1 Tactic Partner with State Court Administration to reduce criminalcase backlog We continue to meet and collaborate with State Court Administration andother justice partners, through monthly meetings and regularcommunication.
On Target
2.2 Tactic Bring parking ramp 6 litigation to resolution Complete 03/21/22
2.b KPI Number of cases that go to trial and result in conviction This is ongoing, of course. But it appears that attorneys are using goodjudgment in deciding which cases to take to trial.On Target
2.c KPI Number of cases that settle before going to trial Similar to the trial dynamics, we are appropriately resolving cases as soonas reasonable to do so. This includes negotiating with attorneys as well asunrepresented people during all stages of the criminal proceedings.
On Target
3 Goal Ensure Rochester is a welcoming community for all byensuring social equity in City policies
3.2 Tactic Serve on Olmsted County Justice Council and the JusticeEquity Planning Group Ongoing, but supporting all departments in the ordinance or policy efforts inthis space.Complete 11/14/22
3.1 Tactic Continue Just Deeds work assisting property owners finddiscriminatory covenants and discharge them from theirproperty titles
With Tran Nguyen's departure we have the opportunity to recommit to theJust Deeds effort. We will do just that, hopefully with the assistance of alaw clerk or student certified attorney.
On Target
4 Goal Enhanced collaboration and coordination with public safetyimpact team partners The "camping" ordinance conversation presented new opportunities andchallenges to coordinate the efforts of the public safety team. While thediscussion has been hard at times, we are also reached significantalighnment and we hope to continue that trend going forward. Additionally,our office has been meeting regularly with personnel from RPD and RFD, todiscuss priorities and support.
On Target
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4.1 Tactic Provide enhanced training opportunities for officers This has required a significant time commitment but has largely gonesmoothly, with many new officers needing to be trained up. Our efforts inthis space will continue, as RPD hiring continues to be active.
On Target
4.2 Tactic Evaluate options to more effectively bring codeenforcement and quality of life issues to resolution This discussion has been mixed. We have found some success related tomassage business license processes, resutling in new ordinance language.Additionallly, the Clerk's Office, with our input, has brought forward otherordiance changes similar to the process changes instituted for massagebusinesses.
On Target
1 Goal Provide support for Council through efficient execution ofprocesses
1.2 Tactic Enhance video production of Council meetings We continue to struggle with the technology aspects of meetings and 104 isstill waiting on some part to complete that part of the project.Off Target
1.1 Tactic Implement Granicus Peak This is largely complete though it will continue to evolve for some time. Wecontinue to work through migration issues to contain all of the records fromthe old system into the new, but we still have access to all of those recordsand will continue to hound Granicus to deliver on what they promised (fullysearchable archive in one system back to the beginning of our digitalrecord.)
Complete
1.3 Tactic Evaluate staffing levels and consider implementationstrategies We did secure an additional position in the budget process to help with theheavy weight of both incoming records requests and the archival mess thatcontinues with the airport basement and the myriad other places piles ofrecords have been stored over the years but then immediately lost an FTEto 311 which is not up and running yet so basically zeroed out any benefitthe additional position was going to provide.
Off Target
2 Goal Assess efficiency of various city processes related toindividual license types
2.1 Tactic Collaborate and align with other departments to createbetter efficacy and equity in code and regulatoryenforcement
We continue to develop ways to make the programs under our control moreefficient and in line with Code. Updates to licensing ordinances this yearresulted in quality changes to our massage business regulation andenforcement as well as changes to the code creating efficacious changes tohow we execute the issuance of licenses.
On Target
2.2 Tactic Collaborate on the creation standardized processes andassociated forms for non-criminal code enforcementcitywide
This continues with the standardization of many of our processes and thecontinued motion towards administrative hearings.On Target
2.3 Tactic Evaluate and adjust the administrative fine schedule forlicensing Adopted. Complete
2.4 Tactic Evaluate licensing structure, potential administrativeapprovals, and adopting legislation to more clearly definebusiness types
Second Reading Feb 5 Complete 12/11/23
2.5 Tactic Work with other participating departments to respond to theDowntown Rochester Taskforce Recommendations relatedto permits and licenses.
Ordinances changes passed and looking at other ways to meet the needs ofour downtown businesses.On Target
3 Goal Align tools to unify and better meet customers needs
3.2 Tactic Create a unified records repository that is organized,accessible, and located at City Hall
3.3 Tactic Develop strategies to manage the volume of data practicesrequests
3.4 Tactic Evaluate and implement a citywide contract managementsystem for uniformity
1 Goal Support the creation of new owner-occupied housing
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1.1 Tactic Support the creation of ten newly created owner-occupiedunits through the Fee Reimbursement Program On Target
1.a KPI # of units created through Fee Reimbursement Program On Target
1.2 Tactic Support the creation of owner-occupied units throughinvestments and membership of the Coalition for RochesterArea Housing (CRAH)
Off Target
1.b KPI Number of owner-occupied units created through CRAHfunding and developed Owner-Occupied Incentives Off Target
2 Goal Provide quality services through efficient and innovativeprocesses
2.1 Tactic Complete planning application review in accordance withstate and local laws.Continue to comply with the Unified Development Code and State Law On Target
2.2 Tactic Complete next day/requested day building inspections Continue to provide next day/ requested day inspections. Based onworkload, at times inspections are 2 or 3 days out.On Target
2.a KPI Track monthly building inspections completed. There were 5,091 Residential inspections and 2,872 commercialinspections completed in Q4 On Target
2.3 Tactic Complete building reviews in accordance with City Councilexpectations (2-4 weeks)Of the commercial plans that were submitted during this quarter 71% werereviewed within 3 weeks, 89% within 4 weeks and 99% within 5 weeks. Forresidential 81% were reviewed within 2 weeks and 99% within 3 weeks.
On Target
2.b KPI Track building plan review time to ensure we're meetingCouncil's expectation of completing residential reviews in 2weeks or less, and commercial reviews in 3 weeks or less.
Of the commercial plans that were submitted during this quarter 71% werereviewed within 3 weeks, 89% within 4 weeks and 99% within 5 weeks. Forresidential 81% were reviewed within 2 weeks and 99% within 3 weeks.
On Target
2.4 Tactic Track rate of resolved vs disapproved building inspections Delayed
2.5 Tactic Establish polices where appropriate to facilitatedevelopment through reasonable code interpretation.There was not a need to create any new polices in Q4 of 2023 On Target
2.6 Tactic Establish a system to cross train building inspectors forcombination inspectors to increase efficiency and overallcapacity
During Q4, there was a focus on cross training plumbing inspections withother divisions On Target
2.7 Tactic Develop a strategy to manage the open building permits During Q4 the current open permit enforcement process was map, and anew process was developed to try and better manage open permits. Thegoal is to kick off this enforcement process in 2024
On Target
2.8 Tactic Enhance operational efficiency and community awarenessthrough proactive education around regulations and codeenforcement
Complete
2.9 Tactic Establish urban design plan and review process On Target
2.1 Tactic Implement Urban Design Plan
2.c KPI Track # of public notifications
3 Goal Implement strategies to promote the social and economicwell-being, inclusion, and mobility of City residents
3.1 Tactic Lead City land disposition project On Target
3.a KPI Track number of City land disposition projects On Target 12/31/23
3.2 Tactic Continued development of historic preservation inventory 11 On Target
3.b KPI # of inventory properties reviewed 11 On Target
3.3 Tactic Determine historic district resolution On Target
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3.4 Tactic Complete large scale zoning map update to align land useplan with the zoning map Complete
3.5 Tactic Establish an orderly annexation strategy to better manageedge growth and infrasctuture Delayed
3.6 Tactic Continue to support the creation and implementation ofSmall Area Plans CD Is currently leading the second phase of the Riverfront Small AreaPlanning effort. The CD team is also supporting the West Transit Villageproject and the 6th street bridge project.
On Target
3.7 Tactic Complete 5 year update of the City Comprehensive Plan,P2S 2040 During Q4 a draft RFP was prepared. We will be taking this information toCity Council in Q1 of 2024 On Target
3.8 Tactic Complete update of the City's Downtown Master Plan Delayed
3.9 Tactic Complete development review fee study A Fee study RFP was released in Q4. This study will take place in Q1 andQ2 of 2024 On Target
4 Goal Promote an inclusive, clean, safe and healthy community.
4.1 Tactic Protect quality rental housing through 3,350 rental housinginspections for compliance with the housing code On Target
4.a KPI Track # of inspections completed On Target
4.b KPI Establish baseline of % inspections resulting in 1-year,2-year,3-year, or 4-year inspection cycles On Target
4.c KPI Continue to establish baseline of % inspections resulting in1-year,2-year,3-year, or 4-year inspection cycles
4.2 Tactic Continued enforcement of city ordinances to prevent blightand zoning violations On Target
4.d KPI % Zoning compliance through education, # of nuisancecomplaints, # of neighborhood sprints/sweeps, # ofcourtesy inspections, # of neighborhoods with sidewalkrepair investments from CDBG
On Target
4.3 Tactic Evaluate potential changes to\ the housing code forcompliance with updated International PropertyMaintenance Code
4.4 Tactic Rehab 15 single-family dwellings and one rental propertythrough CDBG program Off Target
4.e KPI # of rehabbed properties (rental and single family dwelling)Off Target
4.5 Tactic Partner with the State & County on Lead Free program tomake five homes lead safe Off Target
4.f KPI # of homes made LEAD safe On Target
1 Goal Create and adequately fund a facilities preventativemaintenance account to maximize the useful life of assetsand reduce expenditures on facilities maintenance
12/31/24
1.1 Tactic Implement a facilities reinvestment fund for predictivemaintenance and achieve sustainable annual funding levelof 1% of insured value by 2030. Approx. $2.5 M / yearannual funding
Funding was provided in the recently adopted Capital Improvement Planwith proposed escalations. While still underfunded, this is good progress.On Target 12/31/23
1.2 Tactic Prioritize all facilities projects utilizing a common format andscoring process and develop a list of anticipated projects forthe next ten years.
On Target 10/20/23
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1.3 Tactic Develop annual costs for known capital maintenance: roofs,exterior maintenance, parking lots, major mechanical,building automation systems (BAS) controls, uninterruptiblepower supply (UPS), and generators.
On Target 12/29/23
1.a KPI % of building Insured value funded per year Building reinvestment fund levels have been established as part of theongoing funding decision package.On Target 12/29/23
1.b KPI List of annual costs for known capital maintenancecategories and 10 yr. prioritized capital project list 12/29/23
1.c KPI % of assets exceeding their useful life. In progress, new Joint Facilities team is reviewing previous reports findingsand updating 12/29/23
1.d KPI Facilities Condition Assessments (FCA) - 4 year cycle.Quarter of physical assets assessed each yr.This will be an ongoing item, in 2024 the Facilities team is revisiting theprevious reports and ranking/budgeting the items identified On Target Ongoing
1.e KPI Number and dollar amount of deferred maintenance In progress, as we review Facility Condition Assessments we are working todevelop project budgets to address deferred maintenance 12/29/23
2 Goal Create a funding process for energy efficiency andsustainability projects
2.1 Tactic Propose annual funding sources for energy efficiency andsustainability projects:1. Calculate projected savings of 15% off of 2019 baseenergy costs for Phase 1 building (9 total).2. Internal commissioning group charge to CIP projects3. Rebates, Grants, etc.
12/29/23
2.a KPI Annual $ savings of 2019 energy cost for each buildingnormalized for weather data.Proposed using the weather normalized B3 usage for each building from2019 as a baseline and realized savings from energy usage compared tobaseline will be used to fund the BAS Specialist position and any remainingfunds will fund the building sustainability CIP
12/29/23
2.b KPI Annual $ excess internal commissioning group charges toCIP projects Internal commissioning and retro commissioning will be funded utilizingBuilding Sustainability CIP. Any cost savings realized from commissioningwill be returned to the Building Sustainability CIP
12/29/23
2.c KPI Annual $ Rebates, Grants, etc. All rebates will be added to the J1039 Sustainability fund, first rebates willbe arriving in 2024 12/29/23
2.d KPI # project completed with < 5yr payback Ongoing, projects will be reviewed and reported for paybacks <5 years Ongoing
3 Goal Create a COR Building Automation Systems (BAS)operations group (pilot implement in 2022).
3.1 Tactic Propose annual funding sources for BAS operations group:1. Calculate projected savings of 15% off of 2019 baseenergy costs for Phase 1 building (9 total).2. Internal commissioning group charge to CIP projects3. Rebates, Grants, etc.
Proposed using the weather normalized B3 usage for each building from2019 as a baseline and realized savings from energy usage compared tobaseline, this along with rebates will be used to fund the BAS Specialistposition and any remaining funds will fund the building sustainability CIP
09/30/22
3.2 Tactic Create a business plan for BAS operations group:1. FTEs - management and personnel2. Products and services offered: BAS procurementprocess, standards, building integration, and BAS strategyoptimization.3. annual Budget and implementation plan
Facilities team is developing a proposed department organization along withproposed FTE's, responsibilities and annual budget. This team hascurrently taken over management of facilities at all phase 1 buildings.
12/29/23
3.3 Tactic Create integrated facilities staffing organization for phase 1buildings Facilities team began to oversee phase 1 buildings in January 2023.Existing staff have been integrated to serve all phase 1 buildings Complete 04/04/22
3.a KPI Develop a COR standard building control standards Building control standards have been developed and wil be reviewed by theforward team in 2024 Complete Ongoing
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3.b KPI % of Phase 1 buildings integrated under BAS groupoperations All phase 1 buildings are overseen by BAS Specialist. Working on plan toretro commission and update control strategies and systems Complete 12/29/23
4 Goal Develop a common process for determining staffingrequirements using facilities maintenance staff metrics.
4.1 Tactic Develop a common work order system and process foridentifying and processing, maintenance requests andpreventative maintenance.
Complete, MaintainX implemented in 2023 Complete 07/26/23
4.2 Tactic Track work orders and develop staff utilization metrics fordetermining FTE required In progress, gathering data on reactive work orders, preventivemaintenance modules starting in 2024 On Target 08/28/24
4.a KPI Common metrics for determining FTE requirements complete, using International Facility Management Association (IFMA)standards Complete 12/29/23
4.b KPI FTE utilization of temporary, part-time, and contracted staff MaintainX system is compiling staff metrics for custodial and maintenancestaff continuously.On Target 12/29/23
5 Goal Standardize supply chain for maintenance and custodialstaff
5.1 Tactic Improve sustainability by implementing a concentratedchemical green cleaning program and common waste andrecycling
In progress, Custodial team mates are working with our supplier to test theeffectiveness of proposed green cleaning products, look to implement On Target 12/31/24
5.2 Tactic Develop standard products for custodial and maintenancestaff Complete Complete 12/29/23
5.3 Tactic Develop bulk purchasing and storage of custodial andmaintenance products and supplies.All Joint Facilities managed buildings are using the same vendors forcustodial supplies, working with vendor on common inventory system formaintenance supplies in 2024
Complete 12/29/23
5.4 Tactic Integrate the management and procurement of all contractsfor maintenance, custodial, and building automation/controls
Working with the facilities impact team to identify opportunities for city wideprocurement and contracting. Planning to start competitively bidding theseitems in 2024
On Target 12/31/24
5.a KPI % using concentrated chemical green cleaning programand common waste and recycling In progress, staff began testing green products in November 2023, willreview implementation city wide in 2024
5.b KPI % using standard products and contracting All Phase 1 buildings are following same procurement channels. Workingon standard contracts to bid for single point vendors
6 Goal COR policy for facilities
6.1 Tactic Form a COR Facilities Group charged with development offacilities policies and standards Complete 12/29/23
6.2 Tactic Develop list of proposed COR organizational facilitiespolicies and standards Several policies were approved and submitted to leadership for adoption in2024, new policies will periodically be proposed On Target 12/29/23
6.a KPI Approved facilities policies and standards Policies were presented for approval at the facilities impact team in August2023. Items were accepted and being entered into a standard format forapproval by leadership team. Currently will be submitting the followingpolicies: Building temperatures, small appliances in the workplace, officespace guidelines, building equipment standardization, building automationstandardization
On Target 09/29/23
1 Goal Support Facilities Maintenance - Common Work Order /Ticketing System Complete 10/01/22
1.1 Tactic Following selection, assist in setup work for work ordertracking system.Complete 08/17/22
1.2 Tactic Assist in training all facilities maintenance teammates inuse of selected system Complete
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1.a KPI All facilities preventative and unexpected maintenanceitems tracked and accounted for Complete
2 Goal Complete IT Integration (RPL, RPU, and COR) /Organization-wide Data Security Efforts Continued integration of Library teammates into City IT is occurring.
2.2 Tactic Continually scan and identify known security vulnerabilitiesand remediate them in a timely manner On Target
2.3 Tactic Ensure Center for Internet Security recommendedconfiguration baselines are applied to devices On Target
2.1 Tactic Update Security Policy and develop a procedure plan forsecurity related tasks On Target
2.4 Tactic Finalize remaining IT Integration implementation On Target
2.a KPI Percentage of devices and applications meetingconfiguration standard.Delayed
2.b KPI Percentage of Devices with vulnerabilities 90+ days old. On Target
2.c KPI Percentage of teammates completing basic securityawareness training.Delayed
3 Goal Evaluate IT staffing levels and consider implementationstrategies Adding PC Tech to facilitate expanded coverage hours and Transit ITperson in 2024, added embedded System Admin to RPD 2nd half of 23
3.1 Tactic Analyze historical data, including system growth, and theimpact on the department On Target
3.2 Tactic Present decision package with staffing needs to CityAdministrator/Council Complete
3.a KPI Percentage of teammates satisfied with resolution of theirsupport request.Delayed
3.b KPI Percentage of support requests successfully completed in48 business hours or less.Delayed
3.c KPI Percentage of projects completed on time Delayed
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LLeeggiissllaattiivvee PPoolliiccyy 22002233 QQ44
IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
1 Goal State Bonding
1.1 Tactic Secure bonding funding for 2023 State Bonding Requests(North Broadway Park and Ride, Park Maintenance Facility,Airport Runway Extension Funding from 2020, and WillowCreek Trail)
Complete 05/22/23
1.2 Tactic Secure bonding funding for Riverfront Redevelopment Included as featured project for both House and Senate Bonding tour on ;working with revisor on bill language drafts and project lead for projectbreakdown and description; tours with local legislative delegation completed
On Target
1.3 Tactic Secure state bonding for Airport Solar Covered Parking andElectric Vehicle Charging Project Included as featured project for Senate Bonding tour on site at airport andalso presentation during House Bonding tour; working with revisor on billlanguage drafts; tours with local legislative delegation completed
On Target
1.1 Tactic Secure state bonding for other TBD bonding priorities Potential additional bonding priorities for potential consideration by Councilat Q4 council meeting/legislative priority adoption.On Target
1.a KPI Secure author for bill and move through legislative process working with revisors office, legislative consultant, and MMB for project billlanguage.On Target
1.b KPI Secure author for bill and move through legislative process conducted tours with all local legislators about main projects in Q3 aspotential bill authors On Target
1.c KPI Progress toward securing bonding requests bonding tours featured projects, follow up conversations On Target
2 Goal Legislative Priorities
2.1 Tactic Secure Legislative Authorization for sales tax renewal Rochester voters approved local sales tax renewal in November 2023following legislative authorization in May 2023 Complete 05/22/23
2.1 Tactic Engage with community stakeholders, legislativedelegation, and legislators on requests and coordinatelegislative process
ongoing meetings with state agencies, local government groups, other localentitles with presence at state capitol, legislative delegation, and otherlegislators on city priorities
On Target
2.a KPI Partner with others on shared legislative priorities (LMC,others)continued engagement with LMC and other groups with potential overlap oflegislative priorities On Target
2.2 Tactic Advocate on behalf of city priorities in issues as adopted bythe council via state bonding tour On Target
2.2b KPI Testimony, talking points, social media, and legislatoreducation and outreach on legislative priorities Legislature not in session; priorities (beyond main bonding priorities) notadopted Delayed
2.b KPI Secure authors and bills for priority issues that are viableduring legislative session and context initial outreach to legislative delegation at bonding project tours On Target
3 Goal Federal Advocacy
3.2 Tactic Continue to engage congressional delegation in city priority,projects, and needs engaged with regional staff for opportunities in alignment with city federalpriorities (inc. visit by Sen. Tina Smith celebrating federal funding for Parkand Ride and BIPOC women in construction federal funding) in August
On Target
3.1 Tactic Assist with funding requests at federal level participate in monthly meetings with federal grant writing and advocacyconsultant; ongoing outreach with regional staff of congressional offices andmonitoring congressional activity
On Target
3.a KPI Monthly meetings with SSDC participate and coordinate meeting On Target
3.b KPI Interact with congressional delegation/staff at leastquarterly and maintain city as point of contact regular interaction and communication with congressional staff aboutfederal funding grants and possible letters of support; connecting with cityresources for questions
On Target
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CCiittyy AAttttoorrnneeyy 22002233 QQ44
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2023Quarter 4Status
CompletionDate
1 Goal Build and develop city attorney team Q4 2023 has seen significant turnover, with three prosecutors joining theState Public Defender's Office. With the assistance of HR, we were able tomake significant pay adjustments that are allowing us to rebuild the team.We will be a stronger team in the end.
Delayed
1.2 Tactic Provide specialized training opportunities for staff (CLEs,networking conferences - LMC) on areas of Land Use,Community Development, and Contract & Legal documentreview
We are training up new victim liaison staff with victim specific training. Wewill continuing offering and facilitating subject specific training for ourattorneys, such as a recent real estate CLE for our Atty II who is assistingon real estate matters. In the next six months we will target additionaltraining and a review of our contract practices.
On Target
1.3 Tactic Evaluate and develop standards to determine when toutilize outside council Over time I am getting a better sense of what matters can be handledinternally, vs. external, and further discussions have helped clarify whichdepartment will be responsible for funding of outside counsel expenses,project related or otherwise.
On Target
1.a KPI Fully staffed City Attorney department See above. And we currently have two new victim liaison staff and havetwo conditional offers out, one for an ACA I, the other for the CriminalDivison Deputy. We will be filling the Civil Deputy FTE as well, which hadbeen vacant for some time.
Delayed
1.1 Tactic Hire for existing vacancies Background are currently being completed on two high quality candidates. On Target
2 Goal Ensure effective criminal and civil prosecution Over the past 7 months we were able to bolster criminal prosecution efforts,backlog dynamics, with the addition of a temporary prosecutor. That helpedsignificantly, allowing us to assure full court coverage.
On Target
2.a KPI Reduce criminal case backlog by 20% per quarter Court Administration and the bench continue to comliment the efforts of theCity Attorney's Office. Despite a high volume and significantly demandcourt calendar, we are making good progress on the backlog.
On Target
2.1 Tactic Partner with State Court Administration to reduce criminalcase backlog We continue to meet and collaborate with State Court Administration andother justice partners, through monthly meetings and regularcommunication.
On Target
2.2 Tactic Bring parking ramp 6 litigation to resolution Complete 03/21/22
2.b KPI Number of cases that go to trial and result in conviction This is ongoing, of course. But it appears that attorneys are using goodjudgment in deciding which cases to take to trial.On Target
2.c KPI Number of cases that settle before going to trial Similar to the trial dynamics, we are appropriately resolving cases as soonas reasonable to do so. This includes negotiating with attorneys as well asunrepresented people during all stages of the criminal proceedings.
On Target
3 Goal Ensure Rochester is a welcoming community for all byensuring social equity in City policies
3.2 Tactic Serve on Olmsted County Justice Council and the JusticeEquity Planning Group Ongoing, but supporting all departments in the ordinance or policy efforts inthis space.Complete 11/14/22
3.1 Tactic Continue Just Deeds work assisting property owners finddiscriminatory covenants and discharge them from theirproperty titles
With Tran Nguyen's departure we have the opportunity to recommit to theJust Deeds effort. We will do just that, hopefully with the assistance of alaw clerk or student certified attorney.
On Target
4 Goal Enhanced collaboration and coordination with public safetyimpact team partners The "camping" ordinance conversation presented new opportunities andchallenges to coordinate the efforts of the public safety team. While thediscussion has been hard at times, we are also reached significantalighnment and we hope to continue that trend going forward. Additionally,our office has been meeting regularly with personnel from RPD and RFD, todiscuss priorities and support.
On Target
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4.1 Tactic Provide enhanced training opportunities for officers This has required a significant time commitment but has largely gonesmoothly, with many new officers needing to be trained up. Our efforts inthis space will continue, as RPD hiring continues to be active.
On Target
4.2 Tactic Evaluate options to more effectively bring codeenforcement and quality of life issues to resolution This discussion has been mixed. We have found some success related tomassage business license processes, resutling in new ordinance language.Additionallly, the Clerk's Office, with our input, has brought forward otherordiance changes similar to the process changes instituted for massagebusinesses.
On Target
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DDEEII 22002233 QQ44
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CompletionDate
1 Goal Development of organization wide DEI plan, recruitmentand retention of diverse teammates, and organization-wideDiversity Equity and Inclusion professional development
1.1 Tactic Conduct organization-wide and community audit
1.2 Tactic Analyze and share audit with teammates and Council.Recommend DEI goals for FY 2022 05/01/21
1.3 Tactic Develop Department specific DEI Action Plans that alignwith Organization-wide DEI goals 11/01/21
1.a KPI Completed audit report
1.b KPI Recommendation of goals and council approval
1.c KPI Completion of Department DEI Action plans
2 Goal Recruitment and retention of diverse teammates
2.1 Tactic Review job posting template for inclusive language
2.3 Tactic Development of Diversity, Equity and Inclusion commitmentstatement
2.2 Tactic Department specific action items for recruitment andretention for FY 2022
2.a KPI 100% of City of Rochester job postings include inclusivelanguage
2.b KPI 100% of departments identify action items for recruitmentand retention of diverse teammates
3 Goal Develop organization-wide Diversity Equity and Inclusionprofessional development
3.1 Tactic Assessment of organization DEI climate
3.2 Tactic Development of department specific professionaldevelopment action plans 06/30/22
3.a KPI Assessment report and recommendations
3.b KPI Development of department specific professionaldevelopment
4 Goal Develop and implement an organizational-wide approach tocommunications & engagement with a focus on Diversity,Equity & Inclusion
4.2 Tactic Develop DEI page on City of Rochester Website 03/31/22
4.1 Tactic Create a communications and engagement toolkit thatfocuses on diversity, equity and inclusion
4.a KPI National Community Survey data on communications andengagement
5 Goal Develop economic/workforce development strategies
5.3 Tactic Develop paths to home ownership for diverse communitymembers
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5.1 Tactic Apply for Economic Development Grants with DEI Focus:Bloomberg Mayors Challenge, NLC, McKnight 03/31/22
5.2 Tactic Develop programming to facilitate Higher Educationcompletion of diverse communities
6 Goal Development of community Intercultural competence
6.1 Tactic Develop strategies to address disparities in InterculturalCities Rochester, MN Index
6.2 Tactic Develop translation/interpretation program for City ofRochester materials
6.3 Tactic Develop Community engagement - co-design toolkit
6.a KPI Provide teammates opportunities to volunteer during a CORJuneteenth Day of Service
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FFiirree 22002233 QQ44
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CompletionDate
1 Goal Increase and improve the Fire Department efforts toestablish meaningful interactions and relationships in allcommunities within the City, and improve diversity, equity,and inclusion within the department
Ongoing
1.1 Tactic Establish connections and partnerships within Rochester'sdiverse communities.Ongoing. On Target Ongoing
1.a KPI Complete 3 community engagement/public fire and lifesafety education events focused Rochester's diversecommunities.
Completed 6 community engagement activities within Q3 that increasedRFD's exposure to Rochester's diverse communities Complete 07/01/23
1.2 Tactic Foster interactions with youth in communities in and aroundthe city to promote firefighting and RFD as a viable careeroption
Ongoing On Target 12/31/23
1.b KPI Organize and facilitate a High School course that is acollege level Firefighter I/II program in partnership with theCareer and Technical Education Center at Heintz (CTECH)annually
As of 8/8/2023; there is one, above capacity, section of high school studentsfor the 2023-2024 school year high school fire program in conjunction withRochester Public Schools and C-Tech. This is the fifth year for the program.
Complete 08/08/23
1.c KPI Conduct 2 special recruiting events annually for the HighSchool Firefighter program that are focused on outreach todiverse student communities
RFD did two separate, focused Expo's for targeted DEI purposes. One inMay for Women and another in October for the LatinX community Complete
1.d KPI Increase Percent of Qualified BIPOC Male Applicants with aParticular Focus on the Black/African American,Hispanic/Latinx, and Asian Communities by 16%
Currently, a review of the 2022 hiring process is underway to mine lessonslearned and ideas for improvement to include in the 2024 hiring process.Complete 05/31/23
1.e KPI Increase Percent of Qualified Female Applicants by 5% 05/31/23
1.3 Tactic Establish an apprenticeship program where citizensrecruited from within our community are hired, trained asEMS professionals, and then respond to EMS calls.Recruitment would focus on BIPOC and females. TheseEMS professionals would add to our recruitment pool forfirefighters. Additionally, the EMS calls provided by theapprenticeship program could allow Engine 16 to berelocated from the downtown corridor for more effective firecoverage.
City Council approved the implementation of steps 1 & 2 through theadoption of the '24-'25 budget.Complete Ongoing
1.f KPI Add an Assistant Chief to focus on community interactionand development of the Operations Division.An additional Assistant Chief has been added beginning QTR1 24. Complete Ongoing
1.g KPI Add a Captain position to help implement, run, and overseethe new EMS Division.An additional Captain has tentatively been approved with the adoption ofthe '24-'25 budget.Complete Ongoing
1.5 Tactic Establish a training program for professional developmentfocused on DEI and deliver to department Vendor and curriculum have been selected. Will be taking a funding requestto Council QTR1 of 24.On Target Ongoing
1.h KPI Identify programming for DEI professional development Vendor and curriculum have been selected. Complete 08/03/23
1.6 Tactic Training Captain through use of overtime funds until 2026when FTE is sought to add capacity for additional coursedevelopment, collaboration with community partners, andcourse delivery to support the DEI training program
Training Captain position currently still funded through overtime funds. On Target Ongoing
1.i KPI Complete DEI training for all RFD teammates Vendor and program have been selected. Finalizing details on presentationdates and arrangements for 2024.On Target TBD 2024
1.j KPI Mentor diverse recruits Ongoing On Target Ongoing
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IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
2 Goal Improve public safety and ensure fiscal sustainabilitythrough the optimization of fire department service delivery
2.1 Tactic Transition to a Fire Records Management System (RMS)that supports department and City strategic priorities QTR 4 presented challenges with the integration of our historical data intoFirst Due. Currently we are working with the vendor and an internal team toaddress the technical issue.
Delayed TBD2024
2.a KPI Complete data migration from previous RMS (New World)into First Due and on to a City Server for access.Currently, working with other teammates to help move or load our historicaldata contained in the bulk download into First Due.Delayed TBD2024
2.b KPI Complete payroll management transition into First Duesoftware.Payroll reporting with First Due had progressed to the point where we havebeen able to begin comparing payroll reports with those generated from the Delayed QTR2 2024
2.2 Tactic Complete a station location analysis to understand theoptimal station distribution given existing resources,historical calls for service, and social equity
03/31/23
2.c KPI Complete a GIS analysis of station location and historicalcalls for service through continued collaboration with MNState Mankato GIS Professor
03/01/23
2.d KPI Report findings and make recommendations based on thatanalysis to most effectively utilize department resources toCity Administration
04/30/23
2.3 Tactic Maintain City’s ISO 2 rating Review is complete. Results indicate an improvement for Rochester's ISOrating from a 3 to a 2. Effective date is July 1st, 2023.Complete 07/01/23
2.e KPI Utilize GIS data to inform recommendations to Council andCity in an effort to maintain ISO 2 rating Continuing to meet with University of Minnesota Mankato Professorquarterly to review new data and analysis On Target Ongoing
2.f KPI Complete community risk reduction efforts sufficient tomaintain ISO 2 rating Still have one vacancy within the Fire Marshals Division to fill in order tobring it to full strength. Work is currently underway to identify the best wayto fill this need.
On Target Ongoing
2.g KPI Complete training hours sufficient to maintain ISO 2 rating Fall recruit academy successfully graduated in early November. Work is inprogress to prepare for another large spring recruit academy.Complete Ongoing
2.4 Tactic Integrate City and fire department GIS information andupdate annually to provide a foundation for evidence basedrecommendations and City collaboration
Have started to work with Jay Forstner at DSIC to collaborate on GISintegrations.On Target 12/31/23
2.h KPI Explore GIS integration with new RMS (First Due) Mainly waiting on further work between our RMS provider and their third-party vendor to help the integration of GIS into the RMS product.Delayed 12/31/23
3 Goal Engage in robust efforts that promote community riskreduction
3.1 Tactic Implement a program for building preplans and inspection 09/30/22
3.a KPI Publish and implement the department preplan andinspection strategy FM Sathre is currently reviewing the existing plan to identify any updates orareas for improvement prior to moving forward. He is also in the process ofdeveloping a new fire inspector and assistant fire marshal as recentadditions to his team.
Delayed
3.2 Tactic Provide fire and life safety education to the community 2023 efforts have concluded. Work is starting to identify opportunities for2024 and begin planning for them.Complete 12/31/23
3.b KPI Complete fire safety classes for all Rochester PublicSchools 2nd grade students in the month of October 2nd grade education was provided to students in Rochester with theassistance of Rochester Fire line staff during the month of October. It was agreat success and we were so inundated with requests that we had totemporary deny requests for station tours and site visits.
Complete 12/31/23
3.c KPI Identify 5 high risk groups within the Community to providefire and life safety education.Ongoing On Target 08/21/24
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3.3 Tactic Remain active partners in community fall prevention andadult protection efforts, and seek to improve departmentparticipation in these efforts
Remain active fall prevention partners. On Target
3.d KPI Increase the number of fall prevention referrals by 5% Current lift assist referrals are under the 2022 percentage.Off Target
4 Goal Improve the environmental sustainability of departmentfacilities and fleet
4.1 Tactic Improve the efficiency of our existing facilities Ongoing. The 4 QTR saw the departure of our Administrative ServicesCoordinator who oversaw much of this work. We are currently focused onfinding a replacement and bringing them up to speed so that we can resumethis work.
On Target
4.a KPI Take action on facility sustainability assessmentrecommendations We continue to work with the Facilities Department to reassess our facilitiessustainability assessment recommendations and integrate our planning withthe other city building recommendations.
Delayed
4.b KPI Identify grant sources that can help facilities and operationsmeet City goals and priorities No grants were submitted in the fourth quarter. We did not receivedonations for suppression or general operational expenses that could offsetexpenses for facilities operations. Work did begin on a federal grant to aid inthe replacement of RFD self-contained breathing apparatus (SCBAs). Thisgrant is being extended to several of the other fire departments within theCounty partly in an effort to improve interoperability.
On Target
4.3 Tactic Seek fleet alternatives that promote sustainability Continuing to monitor this technology. On Target Ongoing
4.c KPI Begin data tracking and analysis of large rolling stockmaintenance costs. (Parts, labor, & new replacement costs)First Due implemented some the required product enhancements for theirapparatus module to help RFD track apparatus. We are waiting on onemore enhancement for tracking part numbers. Continuing to review andwork toward implementing this module of the RMS.
On Target Ongoing
4.2 Tactic Ensure that the department fleet operations promote fiscalresponsibility Ongoing On Target 12/31/23
4.d KPI Complete fleet assessment that outlines the frontline andreserve schedule for all fleet vehicles Ongoing On Target 12/31/23
4.e KPI Identify viable option for the department’s first hybridfirefighting apparatus Continuing to monitor this technology. On Target Ongoing
4.f KPI Replace existing fleet vehicles with hybrid and electricoptions as necessary Ongoing. This is an item of consideration but we will need to assesswhether the infrastructure is in place to support this as we consider thistechnology for future vehicle purchases.
On Target 12/31/23
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PPoolliiccee 22002233 QQ44
IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
1 Goal Strengthen our community connection to enhance publicsafety and build trust
1.1 Tactic Update website to integrate department priorities Added/updated subpages on Explorers, Internships and Cadets to highlightPD opportunities and help create a pipeline to address recruitmentchallenges
On Target
1.2 Tactic Refine the RPD Accountability Dashboard to make dataeasier to access and understand Continue to work on integrating data from Axon... Delayed
1.3 Tactic Inform community on RPD training initiatives Social media coverage of various trainings and media coverage from KIMT,KTTC and KAAL on 12 week- training academy for new recruits On Target
1.a Tactic Review homepage and subpages quarterly to maintaininformation and identify opportunities for improvement Completed a quarterly review in mid-October. Added subpage on firearmspermits and posted required grant information.Complete
1.b KPI Review Accountability Dashboard quarterly to maintaininformation and identify opportunities for improvement Use of force data updated 9/15/23; Vehicle pursuits data updated 8/28/23. Delayed
1.c KPI Track training-related external communications (newsreleases, social media posts, etc.)Publicized 5 different trainings on social media in the fall (Active shooterdrill, Senior Mgmt. Institute for Police, 12-week training academy,Courtroom 101 and K9 trials)
Complete
2 Goal Increase engagement between RPD and the community
2.1 Tactic Increase participation in Safe City Nights events One event had to be canceled because of weather. Averaged approximately845 people per event, roughly the same as 2022 Off Target 08/31/22
2.2 Tactic Increase engagement on social media Continue to see steady growth on Facebook, X and LinkedIn. On Target
2.3 Tactic Continue to engage the public in all spaces, includingneighborhoods, churches and places specific to their needs Continue to meet with African American faith leaders monthly and havemonthly check-ins with the Warming House, The Landing and SalvationArmy.
On Target
2.4 Tactic Provide presentations to community on a variety of crimeprevention and public safety topics Delivered multiple community presentations on topics such as scamprevention and emergency preparedness in the workplace.Complete
2.a KPI Track number of attendees at Safe City Nights events Averaged approximately 845 people per event, roughly the same as 2022 Complete 08/31/22
2.b KPI Utilize tools to measure social media engagement 1/28/2024 18,644 followers on FB (19% increase the last 12 months), 1,297followers on X (16% increase in the last 12 months) 209 followers onLinkedIn (new in 2023)
Complete
2.c KPI Maintain inventory of community engagement activities andreview for opportunities to reach more people Tracked 40 community engagement events in Q4, Tracked 52 communityengagement events in Q3 Complete
2.d KPI Create inventory of existing presentations to more efficientlyrespond to community requests Compiled list of existing presentations to avoid overlap and identify subjectmatter experts within the department Complete
3 Goal Enhance traffic safety throughout Rochester
3.1 Tactic Increase speeding enforcement Continue to have a DWI/Traffic Safety officer dedicated to focusing onimpaired driving but also other dangerous driving behaviors such asspeeding. Also dedicating increased enforcement by Patrol officers.Monitoring enforcement needs by evaluating traffic concerns reportedonline.
On Target
3.2 Tactic Inform/educate drivers in areas of concern Utilizing speed trailer to make drivers aware of their speed and the limit,obtaining a second speed trailer in January 2024.On Target
3.a KPI Track and compare speeding citations quarterly RPD issued 422 speeding citations in Q3 2023 compared to 82 in Q3 2022 -- a 415% increase! Q4 numbers pending.Complete
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
43a
IItteemmNNoo..Item type Item Description 2023 Quarter 4 Update
2023Quarter 4Status
CompletionDate
3.b KPI Measure/log speed trailer usage quarterly RPD utilized speed trailer at 26 locations in Q4. Complete Ongoing
4 Goal Enhance safety in downtown Rochester
4.1 Tactic Establish strategies for the business district that addresscurrent/seasonal conditions and needs Summer Safe Zone initiative concluded in early September. Complete
4.2 Tactic Develop a comprehensive Bus Rapid Transit Safety &Security Plan for The Link Rapid Transit Project Collaborated with Public Works and community partners to draft plan.Currently under review.On Target
Tactic Downtown substation
4.3 Tactic Establish RPD substation in business district Began design discussions with Mayo. On Target
4.a KPI Provide summaries of strategies Contract with BEST security for skyway and parking ramp control wasextended through winter months. Two dedicated Downtown ResourceOfficers continue to evaluate resource needs.
On Target
KPI Calculate workhours associated with strategies, twiceannually Summer Safe Zone: June 1-September 1 Downtown Resource Officer time:908 hours; Reallocated staff time to DT Safe Zone: 1,018 hours; OT 444 Complete
4.b KPI Completion of Safety & Security Plan Plan drafted and under review. On Target
4.c KPI Substation open and operating Continuing discussions with Mayo on a sublease agreement. Began design On Target
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
44a
RRPPUU 22002222 QQuuaarrtteerr 44
IItteemm NNoo..Item type Item Description Quarter 4 Update Quarter 4 Status Completion Date
1.1 Tactic Enroll all residential water customers into theexisting program with an opt out option Complete 03/31/22
1.a KPI 85% of customers on program. 99% of customers remain signed up. Complete
2 Goal Increase Outreach to Customers FinanciallyStruggling Complete
2.1 Tactic Contact all delinquent customers and connectthem with available resources To date 11,138 outreach calls have been made Complete 12/31/22
2.2 Tactic RPU staff is trained on available financialresources.Training has occurred on existing and new financial resources available. Complete
2.a KPI 100% of delinquent customers contacted On Target
3 Goal Increase Hours That Customers Can Interact withRPU Delayed
3.1 Tactic Implement a payment kiosk Kiosk has arrived. Will be configured and operational in March 2023. Delayed
3.a KPI 10% increase in customer satisfaction scores Delayed
3.b KPI 20% increase in transactions outside of normalbusiness hours Delayed
4 Goal Electric and Water Reliability statistics are aboveindustry averages On Target
4.c KPI Gas Turbine -1 & Gas Turbine-2 Forced Outagelower than 21%, Westside Energy Station lowerthan 13%
GT1 @ 35.95 GT2 @ 25.1 WES @ 1.2 Off Target
4.1 Tactic Invest in infrastructure replacements andmaintenance As of Dec 31, 2022, RPU has invested in facility upgrades, new infrastructure and systemmaintenance in the amount of $3.2 million for the water utility and $17.6 million for theelectric utility
On Target
4.2 Tactic Determine outage causes and identify mitigationplans In addition to squirrels and vegetation we have a program to proactively replace failingfuse holders on the distribution system to prevent future outages.On Target
4.a KPI Customer Average Interruption Duration less than60 minutes for electric CAIDI = 58.22 minutes for a 12 month rolling average for electrical outages On Target
4.b KPI Customer Average Interruption Duration less than165 minutes for water CAIDI = 128.1 minutes for a 12 month rolling average for water outages On Target
5 Goal Add additional renewable energy to our portfolio Complete
5.1 Tactic Install a 10 MW solar farm Complete 06/01/22
5.a KPI Residential customer cost impact is less than$1.00/month Current impact is forecasted to be $0.47/month Complete
6 Goal Develop a transition plan for post-2030 powersupply needs On Target
6.1 Tactic Evaluate the current two options (gas peakingplant or battery storage) for a 100% renewableenergy power supply after existing contractexpires in 2030
On Target
6.2 Tactic Prepare long term financial plan for the powersupply plan Presentation in Q1 of '23 On Target
6.a KPI Options presented to RPU Board and City Council Council presentation scheduled for April 17, 2023 On Target
6.b KPI RPU Board and City Council determine preferredoption No change On Target
6.c KPI Cost impact to residential customer of the powersupply plan is less than $5.00/month (indexed to2020)
New carbon free legislation may impact cost projections. Will need to re evaluate afterfinal decision on legislation proposed.On Target
CITY OF ROCHESTER 2023 Q4 ACTION PLAN UPDATE
45a
IItteemm NNoo..Item type Item Description Quarter 4 Update Quarter 4 Status Completion Date
7 Goal Zero Recordable Accidents Off Target
7.1 Tactic 100% of employees complete the required safetytraining 6 recordable cases to date On Target
7.2 Tactic Investigate all near misses On Target
7.a KPI % safety training completed Currently at 100% On Target
7.b KPI Number of near misses investigated One near miss has been investigated On Target
8 Goal Establish Diversity, Equity, and Inclusion Goals
8.1 Tactic Develop a set of RPU goals Complete 03/31/22
8.2 Tactic Engage with local schools to highlight careeropportunities in our industry Staff turnover at school resulted in a delay. We have re engaged Delayed
8.a KPI Number of DEI goals/plans implemented 9 of 17 goals completed. Remaining will be carried over to '23 Off Target
8.b KPI Number of school engagements completed Delayed