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HomeMy WebLinkAbout2023 Q3 Action Plan ReportCITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 1 CI T Y O F R O C H E S T E R 2 02 2 - 2 02 3 AC T I O N P L A N 2 02 2 Q UART E R 3 U P DAT E CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 1 City Vision, Principles, and Priorities 2022 Quarter 3 Update Strategic Priorities & Action Plan Background Affordable Living Economic Vibrancy Quality Services Appendix 2 3 4 5 9 13 1a TABLE OF CONTENTS CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 2 Action Plan Organizational Vision Foundational Principles Strategic Priorities City Vision - Environmental Stewardship - Fiscal Responsibility & Sustainability - Public Safety - Social Equity - Compassion A vibrant, compassionate, innovative team. - Affordable Living - Quality City Services for Quality Living - Economic Vibrancy and Growth Management Rochester is a city that cares. Where all people are treated with dignity and respect. Where residents, employees, and visitors enjoy high quality of life. Where business and industry thrive, and where the land and environment are renewed and sustained for the benefit of all. It is a welcome and diverse community. Renowned for it’s reputation as a center for growth and innovation. Characterized by its safe and friendly neighborhoods. Committed to health and wellness for its people. Connected both physically and socially. Dedicated to the sustainable and responsible use of public resources. In order to achieve these priorities, the Council has committed to a legislative and process structure that emphasizes Strategic Governance and Inclusive Decision-Making: • Service delivery models consider partnerships where City is not always the leader • Decision-making is informed by citywide communication and engagement strategy with Diversity/Equity/Inclusion (DEI) at the forefront • Teammates create action plans/annual commitments aligned with Foundational Principles and Strategic Priorities • Policy and operational actions reflect equitable community investment Strategic Priority: Affordable Living Strategic Priority: Economic Vibrancy and Growth Management Strategic Priority: Quality Services for Quality Living Areas of Focus • Housing variety and affordability • Transportation options and access • Equitable regulatory landscape and creative incentives • Access to opportunities and amenities Areas of Focus • Create clarity, alignment and unity with economic development partners in defining city leadership and community values • Establish competitive and sustainable approach to effectively allocate DMC resources, Legislative allocations, and city revenue • Develop implementation tools and strategies for Comprehensive Plan to ensure current decisions reflect future projections • Adopt design guidelines that better reflect Council and community values Areas of Focus • Cultural and Recreational opportunities that provide access and equity • The organization and Services reflect changing demographics and needs identified by community • Operations are sustainable, integrated, and easy to navigate • Service delivery is optimized, cost effective, and reflect our Foundational Principles Action Plans will be developed to identify goals, actions and performance indicators that help advance priorities. VISION, PRINCIPLES, AND PRIORITIES CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 3 2022 QUARTER 3 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. Some highlights of progress include: Alignment of positions within Human Resources to create a singular organizational development position, which is currently focused on supporting our teammate survey, High Performance Organization Academy, organizational learning, Strengths Finder assessments, as well as supporting team development. A ten-percentage point increase in the response rate on the teammate engagement survey from the previous survey in 2019; this year’s overall response rate was 81%. Stakeholders are now in the process of reviewing their departmental/ service area data and developing action plans in alignment with the engagement survey results. The Community Co-Design Toolkit has been completed and is now available for use by organizations at no cost. COR teammates are currently undergoing co-design and facilitation training. Additionally, with the completion the National Community Survey and the Teammate Engagement Survey, we now have more baseline metrics to review and measure within our Key Performance Metrics. The process of creating and executing the Citywide Action Plan continues to evolve as we strive for alignment with the City’s Strategic Goals. Forward together! CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 4 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 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 5 AFFORDABLE LIVING AREAS OF FOCUS • Housing variety and affordability • Transportation options and access • Equitable regulatory landscape and creative incentives • Access to opportunities and amenities OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 6 GOAL 1 Promote an inclusive, clean, safe and healthy community. TACTICS KEY PERFORMANCE INDICATORS • Protect quality rental housing through rental housing inspections for compliance with the housing code (Community Development Goal 1) • • West Transit Village: Secure development partner and establish stakeholder-supported vision (DMC Goal 3) • % Violators in compliance after 1st notice, Number of days to complete service request, • • # of rehabbed properties (rental and single family dwelling) • • National Community Survey measurement feeling of safety GOAL 2 Continue to collaborate and build community partnerships. TACTICS • Collaborate with Olmsted County and Rochester Public Schools on the Tri Government Committee to identify areas where each entity best leads, supports, and influences on issues • • • • With the County and community partners clarify roles and coordinating response to people experiencing homelessness (Administration Goal 3) OFF TARGET DELAYED ON TARGET COMPLETE *90%*Ongoing. *6 rehab projects in place *75% *Development Prospectus complete and currently being marketed to potential developers. *Leadership for all organizations have collaborated and have come to a mutual decision that there are better venues and approaches for ongoing collaboration. *The shelter workgroup concluded their meeting sessions and prioritized recommendations to address our long-term shelter needs, resulting in 12 prioritized recommendations. These recommendations will be presented to Council in early 2023. The City has once more updated their encampment enforcement processes per additional discussion to better communicate resources and processes to occupants. OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 7 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. • Enhance City and neighborhood accessibility and mobility through a safe, efficient, convenient, and sustainable multi-modal transportation system (Public Works Goal 1) 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) *Preliminary site survey is being conducted. *Financial plan complete. Preparing for presentation. OFF TARGET DELAYED ON TARGET COMPLETE *Current estimates show the gas peaking plant impact to be less than $5.00/month. OFF TARGET DELAYED ON TARGET COMPLETE KEY PERFORMANCE INDICATOR • Completion of Phase 1 Administration and Phase 2 Treatment Works upgrades at WRP * 1) Public Works is in the process of updating its Engineering standards and specifications guidance document to ensure infrastructure materials are sustainable and achieve our life expectancy goals. * 2) Due to the upcoming phase 2 liquids and solids treatment project at WRP, we are evaluating new technologies and implementing pilot studies such as hydrocyclone and rotary drum thickener to evaluate treatment effectiveness, ease of operation, and life cycle costs. *Ongoing stretch goal; continued focus on incorporating Complete Streets Policy on all designs, Active Transportation Master Plan scheduled for adoption into P2S Comp. Plan on 10/17/22. * 30% engineering design of the liquid and solids treatment project (Phase 2) completed in July. Working towards 70% design. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 8 GOAL 7 Enhance urban mobility with an emphasis on Rapid Transit TACTICS KEY PERFORMANCE INDICATOR • Rapid transit: Complete environmental analysis; complete 100% design; meet federal review process milestones • Develop an active commuter plan and enact programs to expand alternative commuting (DMC Goal 1) • Reduce drive-alone mode share from 71% to 58% GOAL 6 Advance the City’s Foundational Principle of financial sustainability TACTICS • Leverage ARPA funds for ongoing collaboration and stewardship (Administration Goal 4) GOAL 5 Local Option Sales Tax TACTICS • Engage with communiuty stakeholders, legislative delegation, and legislators on requests and coordinate legislative process (Legislative Policy Goal 2) *Continue to engage with community stakeholders, internal working group, legislators, and legislative consultant partners to assesses potential legislative landscape. OFF TARGET DELAYED ON TARGET COMPLETE *The Council received an update use of the Holistic Budget Stability Funds in September with an emphasis on DEI and communications focused collaborations. OFF TARGET DELAYED ON TARGET COMPLETE *Project remains on schedule. Current activities include proceeding through the regulatory environmental and historic preservation review processes before continuing design. *Active Transportation Coordinator is starting in November. OFF TARGET DELAYED ON TARGET COMPLETE *Q3 Update CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 9 ECONOMIC VIBRANCY AREAS OF FOCUS • Create clarity, alignment and unity with economic development partners in defining city leadership and community values • Establish competitive and sustainable approach to effectively allocate DMC resources, Legislative allocations, and city revenue • Develop implementation tools and strategies for Comprehensive Plan to ensure current decisions reflect future projections • Adopt design guidelines that better reflect Council and community values OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 10 GOAL 2 Provide quality development review services through efficient and innovative review processes TACTICS KEY PERFORMANCE INDICATOR • Lead and facilitate development review collaboration through the creation of the Development Review Committee (DRC) • Enhance operational efficiency and community awareness through proactive education around regulations and code enforcement (Community Development Goal 2) • Track building plan review time to ensure we’re meeting Council’s expectation of completing residential reviews in 2 weeks or less, and commercial reviews in 3 weeks or less. 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 communitites • Develop paths to home ownership for diverse community members (DEI Goal 1) *Completed. Recipient of the Bloomberg Mayors Challenge grant. *This item will need to re-evaluated for 2023. *Co-Design in collaboration with Housing Coalition and DMC in progress with competion in Dec 2022. *Weekly Development Review Committee has greatly improved coordination around identifying possible issues early in the development process and improving effectiveness of pre-development meetings. *This is ongoing work. We have not been able to prioritize this proactive approach as much thus far based on staffing and workloads.. *Of the commercial plans that were submitted during this quarter 42% were reviewed within 3 weeks, 77% within 4 weeks and 97% within 5 weeks. For residential 93% were reviewed within 2 weeks and 99% within 3 weeks. OFF TARGET DELAYED ON TARGET COMPLETE OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 11 GOAL 4 Facilitate private investment in the Destination Medical Center District TACTICS KEY PERFORMANCE INDICATOR • DMC Funding: Revise DMC Funding application process to allow for public infrastructure funding proposals by small and local businesses and property owners (DMC Goal 3) • More than $1 billion of new private development, consistent with development plan, underway *Q3 Update GOAL 3 Invest in public realm to advance economic vibrancy, resident experience, visitor experience, and talent attraction TACTICS KEY PERFORMANCE INDICATORS • Chateau Theatre: Develop and execute Activation Strategy and ongoing capital maintenance • 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 *Threshold Arts continues to host events to activate the space within the Chateau as well as some events in the plaza outside. Two grants have been received to help with bathroom renovations and art in the form of alley art/ murals. We continue to work with the operator & our music department to make enhancements to the space that will make it more suitable for a variety of events that are intended to be held here. Examples include: lighting repairs, electrical repairs, acoustic panels and other general improvements and cleanup. Related to ongoing capital maintenance, the facility will become part of the city’s efforts to build a centralized fund for capital expenditures for all city owned facilities. *The first phase of the project will be wrapping up for the end of the construction season soon. It has been a major success to date. It is on time and on budget. Sidewalks, streets and intersections have been completed. Some landscaping remains, but will be completed in the spring. *Completed. *In progress. *In progress. *In progress. OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 12 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. Added Community Development (CDBG) and Public Works (State Aid) projects (DMC Goal 5) • Project bids meet Targeted Business goals (4% on heavy civil projects and 7% on commerical construcdtion 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 *Q3 Update * Added: J7344 3rd Ave SW project started October 2022. Closed: 12th/13th Ave SSS project. *E. City Sidewalks (PW) F. Chester Woods Trail (PW) G. South Broadway Multi-use Trail (PW). *A. Reviewed TB Bidders List for 3rd Ave SW (August) B Reviewed and approved Benike Construction Targeted Business Good Faith Efforts Lake Park project (July). Met with Pember Companies to discuss workforce participation shortfall on projects. OFF TARGET DELAYED ON TARGET COMPLETE OFF TARGET DELAYED ON TARGET COMPLETE *Legislature not in session; no special session has been convened. Phase One of District Energy System (downtown Business Energy Transition-DBET) using alternate funding [i.e. $2M congressional designated spending (earmark) for renewable components selected by Congressional committees to be included in budget] and underway due to time sensitivity to replace heating/cooling by fall 2023. Legislature not in session; no special session has been convened. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 13 QUALITY SERVICES AREAS OF FOCUS • Cultural and Recreational opportunities that provide access and equity • The organization and Services reflect changing demographics and needs identified by community • Operations are sustainable, integrated, and easy to navigate • Service delivery is optimized, cost effective, and reflect our Foundational Principles OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 14 GOAL 1 Align tools to unify and better meet customers needs TACTICS • Implement 311 system for receiving and tracking customer calls (Clerk Goal 3) • Evaluate options for Clerk’s office to operate as the front desk for all departments at City Hall (Clerk Goal 3) • Develop and implement a customer experience survey tool for Community Development (DSI Goal 2) • Evlauate 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) • Through ongoing data collection and engagement activities, prioritize teammate engagement and inspiration (Administration Goal 2) • Realign resources to advance organizational development (Administration Goal 2) • Develop an organizational leadership philosophy (Administration Goal 2) *In process. * No change at this time, waiting for some other moving pieces to line up for this conversation and/or potential change to occur. * Developing the form and process. * This is basically completed and waiting for a final document from Admin/ Finance. Mr. Cartwright and Deputy Clerk Gierach reviewed the list in detail with Noloan Schild. * This conversation is delayed until 2023, likely. *In progress. Working with the City Data Alliance on skill building related to Evaluation. Anticipate completing the Customer Service evaluation in Q1 2024. *The teammate engagement survey was a significant success with an almost 10% increase in response from our previous survey. Stakeholders are now in the process of reviewing their data and developing action plans. *We have realigned positions within HR to create a singular organizational development position which is currently focused on supporting our teammate survey, HPO Academy, organizational learning, Strengths Finder, and supporting team development. Outside of the concept being discussed in our HPO Academy, limited work has been done in this space. *Q3 Update OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 15 GOAL 1 CONTINUED Align tools to unify and better meet customers needs KEY PERFORMANCE INDICATOR • Percent of Customers indicating satisfied or higher on Community Development survey (DSI Goal 2) • Overall teammate engagement score • Teammate rating of organizational change management: “When changes are made in the City, they are usually for the better.” • Teammate rating of organizational change management: “I am kept informed about organizational matters that affect me.” • Teammate rating of organization as a whole being managed well *A draft survey has been developed and will be rolled out in November. This will be an automated survey that will seek feedback on our processes and customer experience. A baseline for customer satisfaction will be established after 6 months of the survey instrument being used. *30% Fully Engaged, 51% Somewhat Engaged, 19% Not Engaged. *Q3 Update OFF TARGET DELAYED ON TARGET COMPLETE *29.8% Positive, 46.6% Neutral, 23.5% Negative. *42.6% Positive, 33.3% Neutral, 24.1% Negative. GOAL 2 Development of organization wide Diversity Equity and Inclusion (DEI) plan, recruitment and retention of diverse teammates, and organization-wide DEI professional development TACTICS KEY PERFORMANCE INDICATOR • Develop Department specific DEI Action Plans that align with Organization-wide DEI goals • Department specific action items for recruitment and retention for FY 2022 • Development of department specific professional development action plans (DEI Goal 1) • 100% of City of Rochester job postings include inclusive language • 100% of deparments identify action items for recruitment and retention of diverse teammates *Completed with recommendations for 3 priority areas. *Completed in 2022 Quarter 2: Each department identified action items specific to recruitment and retention. Currently in implementation. *Completed. *Completed in 2022 Quarter 2. Utilized in all job posting and marketing materials. *Completed in 2022 Quarter 2. Utilized in all job posting and marketing materials. OFF TARGET DELAYED ON TARGET COMPLETE *51.7% Positive, 26.5% Neutral, 21.8% Negative. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 16 GOAL 3 Develop Park plans that are innovative, reflect community perspectives, and have a pathway to implementation TACTICS KEY PERFORMANCE INDICATOR • Development and adoption of Master Plans for Soldiers Field and Silver Lake, enriched by robust community engagement (Parks and Recreation Goal 2) • Master Plans had engagement from a minimum 4 engagement sessions Master Plans approved on 10/4/22. Completed; exceeded 4 engagement sessions. OFF TARGET DELAYED ON TARGET COMPLETE GOAL 4 Implement prioritized Parks and Recreation referrendum projects TACTICS • Develop final approach for park levy investment including accelerated and annual projects (Parks and Recreation Goal 8) Completed. *Q3 Update OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 17 GOAL 5 Develop data governance structure and enterprise wide data strategy TACTICS • Establish Data Governance Team • Achieve Silver Level What Works Cities Certification • Conduct Community Survey • Complete Annual Performance Report and quarterly Action Plan updates (Administration Goal 1) 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) *This team has helped provide feedback on Data Alliance efforts, evaluation policy & DEI guidelines. The team has also been asked to provide feedback on and assistance with the completion of the What Works Cities Survey. They continue to meet monthly to discuss data topics and assist with the items previously mentioned. *Beginning to transition this responsibility to teammate Jaymi Wilson. She has been working to familiarize herself with the survey and criteria. Jaymi will be working with the Impact Team and teammates across the city to complete the survey in the near future. The 2023 Application process will begin soon and is integrated into our City Data Alliance workstream. *Community Survey results were reviewed with City Council at the 8/1/22 Study Session. Items from the NCS will integrate throughout the Citywide Action Plan and Departmental DEI Action Plans. *Ongoing. OFF TARGET DELAYED ON TARGET COMPLETE OFF TARGET DELAYED ON TARGET COMPLETE *Off Target - 1st Qtr 2023. *Off Target - 1st Qtr 2023. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 18 GOAL 9 Sustainable physical infrastructure for Rochester Public Library to meet the needs of community members within our growing and changing landscape TACTICS KEY PERFORMANCE INDICATOR • Explore and expand programming partnerships with Rochester Music and Parks and Recreation Departments to leverage and maximize funding and facilities • Explore space options to meet service and programming needs at Rochester Public Library (Library Goal 4) • 90% of people surveyed report a positive experience with the programs offered by Rochester Public Library GOAL 8 Assist with high-performance orgnaization 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) GOAL 7 Develop and implement organization wide digital communications strategy TACTICS • Audit City Council meeting production and identify opportunities to create a better experience for residents and businesses • Create a story telling strategy which utilizes video and photography (Communications Goal 3) *Both work in the Council Chambers as well as ongoing conversation about the media room and other City spaces continues. *Work in progresss. OFF TARGET DELAYED ON TARGET COMPLETE OFF TARGET DELAYED ON TARGET COMPLETE *Results have been distributed and action plans are starting to be developed. Our biggest opporunties center around communicaiton, change management, compensation, and overall management. OFF TARGET DELAYED ON TARGET COMPLETE *BookBike & ArtCart season wrapped up in September 2022 with 52 our of 62 total events at Adaptive Recreation & area parks. 6 out of 13 total Youth Services Bookmobile outreach events took place at area parks. *Study session planned for 01/18/23 with Library Board and City Council. *In progress. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 19 GOAL 10 Complete IT Integration (RPL, RPU, and COR) / Organization-wide Data Security Efforts TACTICS KEY PERFORMANCE INDICATORS • Update Security Policy and develop a procedure plan for security related tasks • Finalize remaining IT Integration implementation (IT Goal 2) GOAL 11 Create and adequately fund a facilities preventative maintenance account to maximize the useful life of assets and reduce expenditures on facilities maintenance TACTICS KEY PERFORMANCE INDICATORS • Implement a facilities reinvestment fund for predictive maintenance and achieve sustainable annual funding level of 1% of insured value in 4 years. • 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) • 0.25% of building Insured value funded per year • List of annual costs for known capital maintenance categories and 10 yr. prioritized capital project list *PCI Assessment Complete - Implementation Plan Steps Underway. *On-going. • Percentage of Devices with vulnerabilities 90+ days old • Percentage of teammates completing basic security awareness training *On-going. *On-going. OFF TARGET DELAYED ON TARGET COMPLETE OFF TARGET DELAYED ON TARGET COMPLETE *Several large capital project funded. Will continue to work with Finance on long- term funding. *Template developed. In process assembling prioritized list. *In progress. *In progress. CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 20 GOAL 12 Improve public safety and ensure fiscal sustainability through the optimization of fire department service delivery TACTICS KEY PERFORMANCE INDICATOR • Transition to a Fire Records Management System (RMS) that supports department and City strategic priorities (Fire Goal 2) • Identification of an RMS vendor, creation of implementation plan, and execution of plan GOAL 13 Police Department: Build trust with the community and continue to collaborate on community problem solving TACTICS KEY PERFORMANCE INDICATORS • Refine the RPD Accountability Dashboard to make data easier to access and understand • Expand the Community Engagement Response Team (C.E.R.T.) to build bridges between law enforcement and community • Enhance orgnaizational cultural fluency and resilency (Police Goal 1) • Quarterly comparisons of Accountability Dashboard views • Track reach of C.E.R.T. by maintaining event log *Completed. *Many elements of the new RMS system went live on 8/1/22. These included the Scheduling module, the Incident Documentation module, and the outward-facing Community Connect site to help inform building and residential pre-plans. The Apparatus module is anticipated to go live in the 4th quarter. The payroll export that will allow RFD to transition off of the AS400 for payroll will be delivered in the 4th quarter and undergo testing. *Collaborating with new Professional Standards Manager on site improvements. *Increased C.E.R.T. membership to 14. *Continue to meet regulary (twice/month minimum) with community members of color to enhance understanding and build bridges. *In Q3, there were 367 Accountability Dashboard views. *In Q3, we partnered on a movie night, back to school event, softball game and provided a joint presense at the fair. C.E.R.T. has begun facilitating monthly meetings with Police, RPS admin, Corrections and parents of youth struggling in the school disciplinary system or the juvenile justice system. C.E.R.T. is also assisting with providing volunteers to reduce tension in the schools. OFF TARGET DELAYED ON TARGET COMPLETE OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN - ADOPTED BY CITY COUNCIL ON 12/6/2021 21 GOAL 15 Provide the community with opportunities for high quality, diverse, and accessible musical and educational programs TACTICS KEY PERFORMANCE INDICATORS • Continue to present admission free events (Down by the Riverside series, forWARD Neighborhood Park series, 4th Fest-Independence Day Celebration, Global Music Series Youth and Adult Enrichment Programs and Capstone concerts, Artist-in-the- Schools Residency Program, Live from Med City virtual concerts) . (Civic Music Goal 1) • Number of free events • Attendance at Down by the Riverside between 25,000-45,000 *Q3 Update GOAL 14 Enhance traffic safety throughout Rochester TACTICS KEY PERFORMANCE INDICATOR • Education and enforcement targeting areas of interest (neighborhood based traffic enforcement) (Police Goal 4) • Measure/log speed trailer usage *RPD participates in state and regional traffic enforcement campaigns and publicizes those campaigns on social media. Also utilizes speed trailer in neighborhoods with concerns. *In Q3, the speed trailer was used in five different locations for a week at a time. *In progress. *8 free, public events were held this quarter. 4th Fest Independence Day Celebration at Soldiers Field; five Down by the Riverside Concerts in Mayo Park; and two forWARD concerts. *The 4th Fest Independence Day celebration had an estimated audience of 5,000. Down by the Riverside concert 1 with Nur-D had an estimated audience of 2,350; concert 2 with Brittney Spencer had an estimated audience of 2,425; concert 3 with Mavis Staples had an estimated audience of 4,850; concert 4 with John Waite had an estimated audience of 3,800; and concert 6 with Kashmir had an estimated audience of 5,400. The ForWARD Ward 1 concert with Good Morning Bedlam had and estimated audience of 632; and the Ward 4 concert with Kokou Kah had an estimated audience of 225. Combined, the total audience was 24,682. OFF TARGET DELAYED ON TARGET COMPLETE OFF TARGET DELAYED ON TARGET COMPLETE CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 1a 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 4a 5a 5a 6a 7a 8a 9a 9a 10a 11a 12a 13a 14a 15a 16a 17a 17a 18a 19a 20a 21a 21a CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 2a CCiivviicc MMuussiicc 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Provide the community with affordable access tohigh quality and diverse musical programs On Target 1.1 Tactic Present free events to both provide cultural andrecreation opportunities and to build a sense ofcommunity and civic pride (e.g. Down by theRiverside, forWARD, 4th Fest Independence DayCelebration, Live from Med City virtual concerts) On Target 1.a KPI Number of free events and programs produced 8 free, public events were held this quarter. 4th Fest Independence Day Celebration atSoldiers Field; five Down by the Riverside Concerts in Mayo Park; and two forWARDconcerts. On Target 1.2 Tactic Attendance numbers for free events andprograms The 4th Fest Independence Day celebration had an estimated audience of 5,000.Down by the Riverside concert 1 with Nur-D had an estimated audience of 2,350;concert 2 with Brittney Spencer had an estimated audience of 2,425; concert 3 withMavis Staples had an estimated audience of 4,850; concert 4 with John Waite had anestimated audience of 3,800; and concert 6 with Kashmir had an estimated audienceof 5,400. The ForWARD Ward 1 concert with Good Morning Bedlam had andestimated audience of 632; and the Ward 4 concert with Kokou Kah had an estimatedaudience of 225. Combined, the total audience was 24,682. On Target 1.b KPI Present paid concerts to the public at heavilyreduced (accessible) ticket prices On Target 1.3 Tactic Number of reduced admission events 0 On Target 1.c KPI Civic Music discounted ticket cost as compared tonational average ticket cost (per artist/concert)N/A On Target 1.4 Tactic Present events outside of the downtown area inan effort to promote neighborhood vibrancy andvitality; accessibility to Civic Music programming(e.g. forWARD) On Target 1.d KPI Number of events held outside the downtownarea Two events were held outside of the downtown area as part of the forWARDNeighborhood Park concert series. Good Morning Bedlam performed at John WithersSports Complex in Ward 2, and Kokou Kah performed at Dr. Rev Martin Luther King Jr.Park in Ward 4. On Target 1.e KPI Attendance number for events held outside ofdowntown area Good Morning Bedlam was approximately 632; Kokou Kah was approximately 225.Total estimated audience was 857.On Target 1.5 Tactic Develop and increase diverse revenue streams tosupport Civic Music programming. Possibilitesinclude but are not limited to federal, state, andregional grants; sponsorships; individual andcorporate donations On Target 1.f KPI Grants and sponsorships pursued 0 On Target 1.g KPI Grants and sponsorships awarded 0 On Target 1.h KPI Individual and corporate donations received No corporate donations were received in Q3. Individual cash donations were receivedas freewill offerings at the five Down by the Riverside Concerts, including $571.47($35.20 via QR code) from concert 1 with Nur-D ; $996.16 ($27.49 via QR code) fromconcert 2 with Brittney Spencer; $3,171.92 ($144.21 via QR code) from concert 3 withMavis Staples; $1,621.78 from concert 4 with John Waite; and $2,110.41 ($73.79 viaQR code) from concert 6 with Kashmir. $468.42 was collected from the forWARD Ward1 concert with Good Morning Bedlam, and $214.30 was collected from the Ward 4concert from Kokou Kah. We also received one individual donation for $40. In total,$9,194.46 in donations were received. On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 3a LLiibbrraarryy 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Increase community members opportunities to access informationand services including support for physical and mental health,employment, education, affordable housing and transportation On Target 1.1 Tactic Partner with Family Service Rochester using a variety of fundingsources to pilot a social worker at the Library in order to improveaccess to community resources. Alison continues to provide services with the library on a .75 FTE basis. On Target 1.a KPI 113 unique people make connections with GPS social worker atRPL 87 unique people served through September 30, 2022 1.b KPI 55 RPL Staff gain skills/knowledge to better assist under- servedpeople.Staff referred 149 customers to the social worker through September 30, 2022 1.c KPI 225 interactions (points of service) occur with GPS 177 interactions (points of service) through September 30, 2022 1.d KPI 90% of people surveyed report a welcoming experience with theLibrary 94% of visitors report feeling welcome when visiting the library. 2 Goal Expand literacy skills (basics and digital) and technology accessto improve equity for community members On Target 2.1 Tactic Secure federal funds to purchase connected Chromebooks andsupport monthly internet service for Library patrons who wouldotherwise lack sufficient access to internet connectivity and/ordevices. Funding for ongoing TMobile connected ended 9/20/22. Customers are able tocontinue borrowing devices to use with available Wifi (including at the library).Chromebooks returned by users who no longer qualify are being processed and will beavailable for year-long checkouts starting on 10/18/22. On Target 2.a KPI Secure $400,000 to purchase 1000 connected Chromebooks N/A 2.2 Tactic Partner with community organizations to identify communitymembers with insufficient internet connectivity and/or devices anddeploy devices accordingly. N/A On Target 2.b KPI 1000 community members/households sign eligible useagreement and receive connected devices 2.c KPI 80% of people surveyed report improved knowledge or skills N/A 2.3 Tactic Partner with Dover/Eyota Schools as an extension of RochesterReading Champions' mission to eliminate barriers for under-resourced youth who struggle to read. Complete 08/31/22 2.d KPI Improve student reading levels by an average of 1 grade 2.e KPI Number of students that receive Orton-Gilingham literacyintervention at the Doyer/Eyota location. 3 Goal Improve access to impactful Library services for communitymembers On Target 3.1 Tactic Combine the feedback from community members-- especiallythose whose voices are not typically represented-- with researchdata to make recommendations on library open hours, implementnew hours, and assess if changes are more equitable andaccessible to a broader audience. On Target 3.a KPI Percentage change in library card holders after implementation ofnew hours Planning to review library usage data to measure outcomes of hours shift. Review ofdata to be completed in early 2023.On Target 3.b KPI Analyze pre and post patron usage trends including circulation,door counts and occupancy 3.2 Tactic Install reserve lockers and/or vended library collection in alocation outside of downtown to increase equitable access tolibrary resources. Working with vendor to set up installation time. Once delivered, teammates will runtests to finalize processes and procedures for maintaining BookBox. Wrap design iscomplete and will take place after delivery of BookBox. Estimated opening in 1Q 2023. On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 4a PPaarrkkss aanndd RReeccrreeaattiioonn 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Develop Natural Areas Management Plan 1.1 Tactic Complete Inventory of Park Natural Areas Slight delay. Inspections taking place currently 9/15/2022 MP Completion 11/1/22 Delayed 1.2 Tactic Develop best management practices for differingareas On Target 1.a KPI Decreasing presence of invasive Speciesconfirmed through two year inspection cycles ofmapped areas Delayed 1.b KPI Increased bio-diversity confirmed throughinspections/viewing by volunteer naturalists andpartners. On Target 1.c KPI Special environmental locations (i.e. goat prairie)are retained.On Target 2 Goal Develop Park plans that are innovative, reflectcommunity perspectives, and have a pathway toimplementation 2.1 Tactic Development and adoption of Master Plans forSoldiers Field and Silver Lake, enriched by robustcommunity engagement Master Plans approved on 10/4/22. Complete 10/04/22 2.2 Tactic Neighborhood park plans will includeneighborhood input in consideration MLK Park is being schedculed On Target 2.a KPI Master Plans had engagement from a minimum 4engagement sessions SF and SL master plans approved! Complete 10/04/22 2.b KPI 3 Neighborhood Park Plans developed 3 Goal Implement Urban Forest Master Plan 3.1 Tactic Target tree planting in areas of highest benefit orneed On Target 3.2 Tactic Increase tree canopy cover city wide On Target 3.3 Tactic Reduce pruning cycles from current 20 year. Delayed 3.a KPI Adopt Tree Preservation Policy Delayed 3.b KPI Plant more trees than removed annually Delayed 3.c KPI Increase staffing annually to meet levelsestablished in UFMP Delayed 3.d KPI Complete pruning of 1 FMU annually On Target 4 Goal Asset preservation and enhancement of Parkinfrastructure On Target 4.1 Tactic Utilize Park System Plan & allocated funding (CIP& Operations) to guide project categories forimprovement On Target 4.2 Tactic Establish a specific maintenance protocol forlandscaping and physical park amenities Delayed 4.3 Tactic Prioritize maintenance & enhancement projectsbased on highest need and ability to extenduseful life, safety and asset distribution On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 5a DDSSII OOvveerraallll 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Leadership Development: Becoming thoughtleaders in our professions focused on innovationand quality Delayed 1.1 Tactic Collaborate on DSI Leads leadershipdevelopment program A DSI leads meeting was held on August 26th, 2022. The team learned about processmapping. Teammates were divided up into 4 groups to map out processes. Each ofteammates was encouraged to map out a process with their teams. On Target 1.2 Tactic Expand teammate use of technology to supportinnovation and develop teammate survey toidentify most frequently used software This work did not kick off in Q2 due to the prioitization of other work. We're still hopfulwe can accomplish this in 2022 Delayed 1.a KPI Hold 4 DSI Leads meetings per year 3rd qtr DSI leads meeting was held on Aug 26th. On Target 1.b KPI Create a matrix identifying what software eachemployee uses and cross training/collaborationopportunities An employee software usage survey is being developed by the Customer Experienceteammate and will be circulated in Nov. 2022. The results of this survey will driveemployee training in 2023 Delayed 2 Goal Customer Experience: create an open andwelcoming experience for our customers On Target 2.1 Tactic Expand Customer Service Learning DSI Leadership team will be reviewing the community wide survey at the NovemberDSI Leads meeting. We will identify the top 3 areas for focus in 2023 and trainingneeded to support these 3 areas. On Target 2.2 Tactic Develop and Implement DEI action plan Team has held monthly meetings and recently implemented DEI related video learningevents for team members. First one was hosted in Sept.On Target 2.3 Tactic Develop and implement a customer experiencesurvey tool for Community Development Developing the form and process Delayed 2.4 Tactic Assess frequently used customer informationbrochures to determine if need to be multi-lingual CDD is updating the design for notices and community posters for public meetings.Included in this updating is translation into the top 3 most common languages inRochester. This work will continue in 2023. On Target 2.a KPI Percent of Customers indicating satisfied orhigher on Community Development survey A draft survey has been developed and will be rolled out in November. This will be anautomated survey that will seek feedback on our processes and customer experience.A baseline for customer satisfaction will be established after 6 months of the surveyinstrument being used. Delayed 2.b KPI All DSI teammates participate in at least oneannual customer service learning session To date 34 DSI teammates have participated in training to support a positive customerexperience as part of our quarterly DSI leads meeting.On Target 3 Goal Creating a culture of process improvement &collaboration On Target 3.1 Tactic Activation of DSI Engagement team This item is being evaluated to see if there is synergy with other teaming efforts suchas DEI engagement committees. Related engagement initiatives are underway that areproject specific that are helping to inform overall engagement. Delayed 3.2 Tactic Develop & Hold Process mapping training for DSILeads team team held process-mapping exercise on 4 topic areas at DSI Leads meeting in August;continued buildout of those 4 processes is ongoing On Target 3.3 Tactic Establish baseline of employees understanding ofIAP2 engagement strategies and identify projectsand what IAP2 strategy should be used Teammates are now starting to identify in memos and RCAs the IAP2 engagementstrategy used.On Target 3.4 Tactic Continue DSI Dine and Discover & DSI Download DSI downloads are done monthly and sent to the entire DSI team as well as Adminteam.On Target 3.a KPI Hold 3 engagement meetings per year 3.b KPI Conduct DSI Leads process mapping sessionsand implement 4 improvements as a result of thesessions 4 process mapping sessions were held at the Aug 26 DSI leads meeting. Each team iscompleting the process maps.On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 6a CCoommmmuunniittyy DDeevveellooppmmeenntt 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Promote an inclusive, clean, safe and healthycommunity.On Target 1.1 Tactic Protect quality rental housing through rentalhousing inspections for compliance with thehousing code Ongoing On Target 1.2 Tactic Continued enforcement of city ordinances toprevent blight and zoning violations Ongoing On Target 1.3 Tactic Partner with the State & County on Lead Freeprogram to make five homes lead safe 6 projects currently in process On Target 1.4 Tactic Partner with the State & County on HealthyHomes program to distribute 100 healthy homeskits Project funding no longer available. Activity not compliant with original project funding Off Target 1.5 Tactic Rehab 15 single-family dwellings through CDBGprogram 6 projects completed. 8 in process. On Target 1.6 Tactic Implement one pilot neighborhood sprint/sweep Neighborhood selection is up to Taryn. Delayed due to prioritization of the HousingCode Enforceent, Fee Reimbursement Program, Persons Experiencing HomelessnessShelter Workgroup, ADU Pilot Program and enforcement preparation of the updatedHousing Code. Delayed 1.a KPI Track # of inspections completed 4432 On Target 1.b KPI % Violators in compliance after 1st notice,Number of days to complete service request,90% On Target 1.c KPI # of rehabbed properties (rental and single familydwelling)6 On Target 1.d KPI National Community Survey measurement feelingof safety 75% On Target 1.e KPI % Zoning compliance through education, # ofnuisance complaints, # of neighborhoodsprints/sweeps, # of courtesy inspections, # ofneighborhoods with sidewalk repair investmentsfrom CDBG 65% of zoning compliance through education, 339 zoning nuisance complaints, 351housing nuisance complaints On Target 1.f KPI # of homes made LEAD safe 6 projects currently in process in LEAD safe program On Target 2 Goal Provide quality development review servicesthrough efficient and innovative review processes On Target 2.1 Tactic Complete building reviews in accordance withCity Council expectations (2-4 weeks)Of the commercial plans that were submitted during this quarter 42% were reviewedwithin 3 weeks, 77% within 4 weeks and 97% within 5 weeks. For residential 93% werereviewed within 2 weeks and 99% within 3 weeks. On Target 2.2 Tactic Complete planning application review inaccordance with state and local laws.Continue to comply with the land development manual. On Target 2.3 Tactic Provide next day/requested date buildinginspection scheduling for customers Communication with contractors is on going and generally next day or 2nd dayinspections are satisfied. Delays have occurred mostly due to staffing time off.Overtime has occurred but at a lower occurance. On Target 2.4 Tactic Lead and facilitate development reviewcollaboration through the creation of theDevelopment Review Committee (DRC) Weekly Development Review Committee has greatly improved coordination aroundidentifying possible issues early in the development process and improvingeffectiveness of pre-development meetings. On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 7a DDMMCC 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Enhance urban mobility with an emphasis onRapid Transit Delayed 1.1 Tactic Rapid transit: Complete environmental analysis;complete 100% design; meet federal reviewprocess milestones Project remains on schedule. Current activities include proceeding through theregulatory environmental and historic preservation review processes before continuingdesign. On Target 1.2 Tactic Establish a baseline for workforce mode shareand methodology for tracking progress Active Transportation Coordinator is starting in November Delayed 1.3 Tactic Develop an active commuter plan and enactprograms to expand alternative commuting Active Transportation Coordinator is starting in November Delayed 1.a KPI Reduce drive-alone mode share from 71% to 58% Active Transportation Coordinator is starting in November Delayed 2 Goal Invest in public realm to advance economicvibrancy, resident experience, visitor experience,and talent attraction On Target 2.1 Tactic Heart of the City: Complete Post-OccupancyEvaluation Gehl conducted data gathering and trained local teammates to collect observationsurveying. Gehl presented draft findings and we expect to share that report in 4thQuarter. On Target 2.2 Tactic Heart of the City: Develop and execute ActivationStrategy Draft of a Plaza Activation Policy has been created to guide plaza rental and activationexpectations. Team meets weekly with RDA, DMC, and Naura to discuss events andengagement. On Target 2.3 Tactic Chateau Theatre: Develop and execute ActivationStrategy and ongoing capital maintenance Threshold Arts continues to host events to activate the space within the Chateau aswell as some events in the plaza outside. Two grants have been received to help withbathroom renovations and art in the form of alley art/murals. We continue to work withthe operator & our music department to make enhancements to the space that willmake it more suitable for a variety of events that are intended to be held here.Examples include: lighting repairs, electrical repairs, acoustic panels and other generalimprovements and cleanup. Related to ongoing capital maintenance, the facility willbecome part of the city's efforts to build a centralized fund for capital expenditures forall city owned facilities. On Target 2.4 Tactic Discovery Walk: Complete first phase (400-500blocks)The first phase of the project will be wrapping up for the end of the construction seasonsoon. It has been a major success to date. It is on time and on budget. Sidewalks,streets and intersections have been completed. Some landscaping remains, but will becompleted in the spring. On Target 2.5 Tactic Discovery Walk: Implement Business Forwardand community engagement strategies Project team continues to implement tactics from Quarters 1 and 3. Construction teamconducted a successful "Big Dig" event to draw families to the construction site.Neighboring businesses supported the event and gave the surrounding area significantexposure. On Target 2.6 Tactic Rapid Transit: Develop community-supportedstation area public realm concepts andneighborhood connections Project remains on schedule. Through a public engagement process, station platformsare being enhanced with integrated artist elements on features such as railings andglass wind screens. On Target 2.7 Tactic Saint Marys Place: Incorporate public realmconcept into transit station area design Project remains on schedule. Through a public engagement process, station platformsare being enhanced with integrated artist elements on features such as railings andglass wind screens. On Target 2.8 Tactic Education/Recreation: Convene stakeholders toestablish vision for sub-district public realm(Soldiers Field) Soldiers Field Master Plan has been adopted by City Council. Team is now working todetermine DMC CIP contribution and design concepts.On Target 2.9 Tactic Downtown Waterfront: Develop community-supported public realm concept Complete 06/30/22 2.a KPI Increase pedestrian traffic in the Peace Plazaarea by 50% CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 8a PPuubblliicc WWoorrkkss 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Establish programs that acheive reliable andsustainable public infrastructure to support avibrant community 1.1 Tactic Continue to develop and implement infrastructurestrategies through a targeted focus on equity,sustainability, and fiscal responsibility. see qtr 1 update. On Target 1.a KPI Council adoption of updated assessment policy Adopted by Council on 7/18. Complete 07/18/22 1.b KPI Completion of Phase 1 Administration and Phase2 Treatment Works upgrades at WRP 30% engineering design of the liquid and solids treatment project (Phase 2) completedin July. Working towards 70% design.On Target 1.c KPI Customer rates are competitive in comparison toregional averages and rate of inflation LOST was not approved by state legislature. That will push the Stormwater utility ratestudy to 2023.Delayed 1.2 Tactic Enhance City and neighborhood accessibility andmobility through a safe, efficient, convenient, andsustainable multi-modal transportation system Ongoing stretch goal; continued focus on incorporating Complete Streets Policy on alldesigns, Active Transportation Master Plan scheduled for adoption into P2S Comp.Plan on 10/17/22 On Target 1.d KPI Deliver and complete 90% of projects on time andwithin scope see Q2 update On Target 1.e KPI No projects exceed 10% change order allowance see Q2 update On Target 1.3 Tactic Snow removal map becomes an interactive webapp for the public and internal see qtr 1 update. 1.4 Tactic Continued implementation of Safe Systemsevaluation related to speed limit ordinance Continued evaluation of higher volume corridors. This is a stretch goal that will takemultiple years.On Target 1.5 Tactic Engage in efforts to strategically invest in theCity’s infrastructure.An asset management tool for stormwater infrastructure is being completed as part ofthe comprehensive surface water management plan. The planning support andstructure has been established along with an Asset Management Campion identified.Will be complete by December 2023. On Target 1.f KPI Council adoption of Sidewalk ImprovementDistrict policy Working on agreement with Olmsted County for billing. Planning to present as aReport and Recommendation at council meeting in November.On Target 1.g KPI Prioritize projects and obtain funding to be usedfor recreational trail and alley pavementrehabilitation Project is still not started and may slide to 2023 Off Target 1.h KPI Environmental services CIP projects implementedwithin 2 years of council approval 1) Project will be bid fall, 2) Project complete, 3) Design beginning this fall/winter, 4) Onhold under trunk line project is designed, 5) Project will be bid late fall, 6) 30% designcomplete, 7) Under design, 8) start construction fall 2022, 9) under design, 10) N.A. 1.i KPI Updated asset management plans across thedepartment that prioritize the extended life ofinfrastructure See qtr 1 update. 1.6 Tactic Implement strategies to promote the social andeconomic well-being, inclusion, and mobility ofCity residents Active Transportation Plan set for adoption in OctoberTransit Stop & Shelter Attendant hired to clean and maintain stops.Bus Stop Inventory completed. On Target 1.j KPI Number of electronic communications as well aspostcard mailers provided to community membersbefore major projects. System created. Working on inputting data. On Target 1.k KPI Implement DEI action plan for Public Works Began monthly DEI conversations consisting of short video and discussion on subject -sessions offered at each PW facility On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 9a AAddmmiinniissttrraattiioonn 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Develop data governance structure andenterprise wide data strategy 1.1 Tactic Establish Data Governance Team This team has helped provide feedback on Data Alliance efforts, evaluation policy &DEI guidelines. The team has also been asked to provide feedback on and assistancewith the completion of the What Works Cities Survey. They continue to meet monthlyto discuss data topics and assist with the items previously mentioned. On Target 1.2 Tactic Achieve Silver Level What Works CitiesCertification Beginning to transition this responsibility to teammate Jaymi Wilson. She has beenworking to familiarize herself with the survey and criteria. Jaymi will be working with theImpact Team and teammates across the city to complete the survey in the near future.The 2023 Application process will begin soon and is integrated into our City DataAlliance workstream. On Target 1.3 Tactic Conduct Community Survey Community Survey results were reviewed with City Council at the 8/1/22 StudySession. Items from the NCS will integrate throughout the Citywide Action Plan andDepartmental DEI Action Plans. Complete 08/01/22 1.4 Tactic Complete Annual Performance Report andquarterly Action Plan updates On Target 1.a KPI Conduct quarterly Action Plan updates Quarter 3 Action Plan updated scheduled to be delivered to City Council on 11/28/23 On Target 2 Goal Develop our commitment to High PerformanceOrganization 2.1 Tactic Conduct evaluations and benchmark: Fleet, Golf,Facilities, Public Safety, 311, Purchasing In progress. Working with the City Data Alliance on skill building related to Evaluation.Anticipate completing the Customer Service evaluation in Q1 2024.On Target 2.2 Tactic Develop succession planning strategy for keyleadership positions We are focused on succession and transition planning for the RPU General Managermost specifically, and need to reengage our focus in two other high priority areas.Off Target 2.3 Tactic Through ongoing data collection and engagementactivities, prioritize teammate engagement andinspiration The teammate engagement survey was a significant success with an almost 10%increase in response from our previous survey. Stakeholders are now in the processof reviewing their data and developing action plans. On Target 2.4 Tactic Forward team/impact team/leadership forum Our leadership structure has been established and is actively being implemented. Inaddition to the standing impact teams, we have also created important focused impactteams to support the needs of the organization and community. Complete 09/30/22 2.5 Tactic Realign resources to advance organizationaldevelopment We have realigned positions within HR to create a singular organizational developmentposition which is currently focused on supporting our teammate survey, HPOAcademy, organizational learning, Strengths Finder, and supporting teamdevelopment. Complete 08/12/22 2.6 Tactic Develop an organizational leadership philosophy Outside of the concept being discussed in our HPO Academy, limited work has beendone in this space.Off Target 2.7 Tactic Develop change management toolkit The need for this was reinforced by our recent teammate engagement survey and isbeing discussed as the focus for the 2023 HPO Academy.Off Target 2.8 Tactic Evaluate best hours of operation to meetteammate and customer needs We have data from the community survey to review and consider along with factorsrelated to teammate recruitment and retention to consider.On Target 2.a KPI Overall teammate engagement score 81% of teammates were fully (30%) or somewhat engaged (51%) On Target 2.b KPI Teammate rating of organizational changemanagement Just 50% of teammates agree that organizational changes are for the better.Off Target 2.c KPI Teammate rating of organization as a whole beingmanaged well 42.6% of teammates indicated that the organization as a whole was being managedwell (24.1% negative and 33.3% neutral)Off Target 3 Goal Continue to collaborate and build communitypartnerships CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 10a CCiittyy CClleerrkk 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Provide support for Council through efficientexecution of processes Delayed 1.1 Tactic Implement Granicus Peak Peak fine-tuning related to the Council Agenda process is ongoing, and someaccessibility fixes were implemented this quarter with changes to linking agenda itemtitles to item packets for easier mobile access, etc. but Boards & Commissions changeover has yet to start, and hoping to move that forward in Q4 and 2023 Q1 once wehave moved past the General Election. Delayed 1.2 Tactic Enhance video production of Council meetings The Council Chambers hybrid optimization project has been approved (on the StateA/V contract with Bluum); project is underway, but running into supply chain issues.Tentatively looking at 2023 Q1 for uprgrades to be completed in the CouncilChambers. Delayed 1.3 Tactic Evaluate staffing levels and considerimplementation strategies A new Clerk II was hired and is being training in supporting Council and Records. Thishire should give us a better sense of our staffing needs heading into the 2024 budgetprocess, where we will consider major changes to election staffing budgeting and thepotential for some position shifts as DPs going forward. On Target 2 Goal Assess efficiency of various city processesrelated to individual license types On Target 2.1 Tactic Collaborate and align with other departments tocreate better efficacy and equity in code andregulatory enforcement Progress has been made in the final stages of a joint enforcement agreement withCounty Public Health for inspecitions of massage therapy businesses to further cutin/down on the potential sex-trafficking and illegal sex work activity. On Target 2.2 Tactic Collaborate on the creation standardizedprocesses and associated forms for non-criminalcode enforcement citywide This is an ongoing conversation regarding administrative hearings and delegation ofCouncil authority to departments to approve and enforce various licensing andpermitting activities that are already outlined in the RCO. On Target 2.3 Tactic Evaluate and adjust the administrative fineschedule for licensing This is basically completed and waiting for a final document from Admin/Finance. Mr.Cartwright and Deputy Clerk Gierach reviewd the list in detail with Noloan Schild.On Target 2.4 Tactic Evaluate licensing structure, potentialadministrative approvals, and adopting legislationto more clearly define business types Ongoing On Target 3 Goal Align tools to unify and better meet customersneeds On Target 3.1 Tactic Implement 311 system for receiving and trackingcustomer calls In process On Target 3.2 Tactic Evaluate options for Clerk's office to operate asthe front desk for all departments at City Hall No change at this time, waiting for some other moving pieces to line up for thisconversation and/or potential change to occur.On Target 3.3 Tactic Create a unified records repository that isorganized, accessible, and located at City Hall With the hiring of a new Clerk II - we will have some movement on this startingimmediately with beginning a large scale inventory of all of our records across the Cityin various locations. Delayed 3.4 Tactic Evaluate and implement a citywide contractmanagement system for uniformity Continuing to dial in logistics and streamlining current processes to bring this to pass. On Target 3.5 Tactic Develop strategies to manage the volume of datapractices requests Working on potential policy language and have tweaked some of our interactionapproaches to help requesters fine-tune their asks for quicker response times.On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 11a CCoommmmuunniiccaattiioonnss && EEnnggaaggeemmeenntt 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Develop data governance structure andenterprise wide data strategy 1.1 Tactic Establish Data Governance Team This team has helped provide feedback on Data Alliance efforts, evaluation policy &DEI guidelines. The team has also been asked to provide feedback on and assistancewith the completion of the What Works Cities Survey. They continue to meet monthlyto discuss data topics and assist with the items previously mentioned. On Target 1.2 Tactic Achieve Silver Level What Works CitiesCertification Beginning to transition this responsibility to teammate Jaymi Wilson. She has beenworking to familiarize herself with the survey and criteria. Jaymi will be working with theImpact Team and teammates across the city to complete the survey in the near future.The 2023 Application process will begin soon and is integrated into our City DataAlliance workstream. On Target 1.3 Tactic Conduct Community Survey Community Survey results were reviewed with City Council at the 8/1/22 StudySession. Items from the NCS will integrate throughout the Citywide Action Plan andDepartmental DEI Action Plans. Complete 08/01/22 1.4 Tactic Complete Annual Performance Report andquarterly Action Plan updates On Target 1.a KPI Conduct quarterly Action Plan updates Quarter 3 Action Plan updated scheduled to be delivered to City Council on 11/28/23 On Target 2 Goal Develop our commitment to High PerformanceOrganization 2.1 Tactic Conduct evaluations and benchmark: Fleet, Golf,Facilities, Public Safety, 311, Purchasing In progress. Working with the City Data Alliance on skill building related to Evaluation.Anticipate completing the Customer Service evaluation in Q1 2024.On Target 2.2 Tactic Develop succession planning strategy for keyleadership positions We are focused on succession and transition planning for the RPU General Managermost specifically, and need to reengage our focus in two other high priority areas.Off Target 2.3 Tactic Through ongoing data collection and engagementactivities, prioritize teammate engagement andinspiration The teammate engagement survey was a significant success with an almost 10%increase in response from our previous survey. Stakeholders are now in the processof reviewing their data and developing action plans. On Target 2.4 Tactic Forward team/impact team/leadership forum Our leadership structure has been established and is actively being implemented. Inaddition to the standing impact teams, we have also created important focused impactteams to support the needs of the organization and community. Complete 09/30/22 2.5 Tactic Realign resources to advance organizationaldevelopment We have realigned positions within HR to create a singular organizational developmentposition which is currently focused on supporting our teammate survey, HPOAcademy, organizational learning, Strengths Finder, and supporting teamdevelopment. Complete 08/12/22 2.6 Tactic Develop an organizational leadership philosophy Outside of the concept being discussed in our HPO Academy, limited work has beendone in this space.Off Target 2.7 Tactic Develop change management toolkit The need for this was reinforced by our recent teammate engagement survey and isbeing discussed as the focus for the 2023 HPO Academy.Off Target 2.8 Tactic Evaluate best hours of operation to meetteammate and customer needs We have data from the community survey to review and consider along with factorsrelated to teammate recruitment and retention to consider.On Target 2.a KPI Overall teammate engagement score 81% of teammates were fully (30%) or somewhat engaged (51%) On Target 2.b KPI Teammate rating of organizational changemanagement Just 50% of teammates agree that organizational changes are for the better.Off Target 2.c KPI Teammate rating of organization as a whole beingmanaged well 42.6% of teammates indicated that the organization as a whole was being managedwell (24.1% negative and 33.3% neutral)Off Target 3 Goal Continue to collaborate and build communitypartnerships CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 12a FFaacciilliittiieess 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Create and adequately fund a facilitiespreventative maintenance account to maximizethe useful life of assets and reduce expenditureson facilities maintenance On Target 1.1 Tactic Implement a facilities reinvestment fund forpredictive maintenance and achieve sustainableannual funding level of 1% of insured value in 4years. Several large capital project funded. Will continue to work with Finance on long-termfunding On Target 1.2 Tactic Prioritize all facilities projects utilizing a commonformat and scoring process and develop a list ofanticipated projects for the next ten years. Template developed. In process assembling prioritized list On Target 1.3 Tactic Develop annual costs for known capitalmaintenance: roofs, exterior maintenance,parking lots, major mechanical, buildingautomation systems (BAS) controls,uninterruptible power supply (UPS), andgenerators. In process - developing list On Target 1.a KPI % of building Insured value funded per year In progress On Target 1.b KPI List of annual costs for known capitalmaintenance categories and 10 yr. prioritizedcapital project list In progress On Target 1.c KPI % of assets exceeding their useful life. In progress On Target 1.d KPI Facilities Condition Assessments (FCA) - 4 yearcycle. Quarter of physical assets assessed eachyr. In progress On Target 1.e KPI Number and dollar amount of deferredmaintenance In progress On Target 2 Goal Create a funding process for energy efficiencyand sustainability projects On Target 2.1 Tactic Propose annual funding sources for energyefficiency and sustainability projects:1. Calculate projected savings of 15% off of 2019base energy costs for Phase 1 building (9 total).2. Internal commissioning group charge to CIPprojects3. Rebates, Grants, etc. Currently implementing plan . Joint Facilities Maintenance account has beenestablished Complete 2.a KPI Annual $ savings of 2019 energy cost for eachbuilding normalized for weather data. 2.b KPI Annual $ excess internal commissioning groupcharges to CIP projects 2.c KPI Annual $ Rebates, Grants, etc. 2.d KPI # project completed with < 5yr payback 3 Goal Create a COR Building Automation Systems(BAS) operations group (pilot implement in 2022).Complete CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 13a FFiinnaannccee 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Operationalize Facilities Reinvestment Fund On Target 1.1 Tactic Set up Accounting structure for fund and businessunits Complete 06/30/22 1.2 Tactic Establish operational accounting policies andprocedures for teammates use of the fund On Target 1.a KPI Reporting of Fund Balance / Operational Analysisby Building/BU Complete 06/30/22 2 Goal Assist Facilities Manager in Facilities Work Order/ Maintenance Tracking System Complete 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 CommonSystem Complete 06/30/22 2.a KPI Successful tracking/completion of maintenancetasks Complete 06/30/22 3 Goal Develop/Enhance Two-Year Budget Presentation On Target 3.1 Tactic Budget Book Presentation - Detail of two-year Complete 03/31/22 3.2 Tactic Enhance Process / Presentation Delivery On Target 3.a KPI Budget Book with two-year complete presentationby business unit Complete 03/31/22 4 Goal Update Financial Policies Off Target 4.1 Tactic Update existing policies (e.g. budget, microcontract, economic incentive, etc.Off Target - 1st Qtr 2023 Off Target 4.2 Tactic Develop new Accounts Receivable Write-offs,Dept. Head, claim settlements, etc.Off Target - 1st Qtr 2023 Off Target 4.a KPI Updated and approved financial policies Off Target - 1st Qtr 2023 Off Target 5 Goal Banking Services - complete Request forProposals (RFP) process and implementation Off Target 5.1 Tactic Complete RFP Off Target - Now possible end of 2024 Off Target 5.2 Tactic Select "socially responsible" bank meetingcouncil's expectations that ALSO can meet theCity's service requirements Off Target - Now possible end of 2024 Off Target 5.3 Tactic Implementation - moving all electronic transactionsetups including all electronic transfers Off Target - Now possible end of 2024 Off Target 5.a KPI New bank meets social equity standards andelectronic processes are maintained Off Target - Now possible end of 2024 Off Target 6 Goal Assist in Sales Tax 2024 Development Complete 6.1 Tactic Historical use information and status/projections Died at legislature in 22 Complete 03/31/22 6.2 Tactic Development of Project/Program and FinancingPlan Died at legislature in 22 Complete 03/31/22 CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 14a HHRR 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Assist with high-performance government culturalinitiatives.On Target 1.1 Tactic Execute the employee engagement process andlead the dissemination of the engagement surveyresults; assist departments supervisors withaction planning; monitor progress. Results have been distributed and action plans are starting to be developed. Ourbiggest opporunties center around communicaiton, change management,compensation, and overall management. On Target 1.2 Tactic Lead the dissemination of the engagement surveyresults; assist departments supervisors withaction planning; monitor progress. Results have been distributed and action plans are starting to be developed. Ourbiggest opporunties center around communicaiton, change management,compensation, and overall management. On Target 2 Goal Valued Business Partner Support On Target 2.1 Tactic Support RPU Power of One initiative This work has integrated with organizational DEI efforts and training. Complete 09/30/22 2.2 Tactic Develop and implement performancemanagement training for Fire teammates Complete 03/31/22 2.3 Tactic Serve as COVID resource for supervisors;research legislative changes; update policies Activity in the COVID space has been limited. Complete 09/30/22 2.4 Tactic Negotiate labor contracts Bargaining has been scheduled and occurring. It is anticipated that not all contracts willbe finalized until by the end of 2022 Off Target 2.5 Tactic Implement Chaplaincy Program Both the PD and Fire have implemented pilot programs and are seeing early successfrom a wellness perspective.Complete 09/30/22 2.6 Tactic Assist with coordination of DEI training efforts HR teammates are participating in the organization wide DEI training and activelyparticipating in the Justice, Equity, Diversity, and Inclusion Audit.On Target 2.7 Tactic Support leadership development traininginitiatives, customer service training, implementemployee development plans Substantive work has occurred in this space including our HPO Foundations cohorts,supporting strength's conversations with teams, and launching Benchmarks forExecutives 360degree feedback for Leadership Forum members. On Target 3 Goal Talent Management Strategies Off Target 3.1 Tactic Implement Pathways Program and InternshipProgram Limited activity based on staffing constraints Off Target 3.2 Tactic Modernize NEOGOV job applicant process Limited activity based on staffing constraints Off Target 3.3 Tactic Evaluate option of new job evaluation system Limited activity based on staffing constraints Off Target 4 Goal Core Services/Ongoing Process Improvement 4.1 Tactic Audit JDE and Kronos security access andprotocols Limited activity based on staffing constraints Off Target 4.2 Tactic JDE process improvement initiative The remaining work in this space is projected to be completed in 4th quarter On Target 4.3 Tactic Move Fire Department to Kronos system This has evolved to integarte with the Fire Department's new Records ManagementSystem and not integrate into Kronos.On Target 4.4 Tactic Correct HR Laserfische structural databaseproblems Our timing is off target but we have engaged with a vendor to get the work completed.Off Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 15a IITT 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Support Facilities Maintenance - Common WorkOrder / Ticketing System On Target 1.1 Tactic Following selection, assist in setup work for workorder tracking system.Complete 08/17/22 1.2 Tactic Assist in training all facilities maintenanceteammates in use of selected system New Employee's - Ongoing On Target 1.a KPI All facilities preventative and unexpectedmaintenance items tracked and accounted for Preventative possible JDE On Target 2 Goal Complete IT Integration (RPL, RPU, and COR) /Organization-wide Data Security Efforts On Target 2.1 Tactic Update Security Policy and develop a procedureplan for security related tasks PCI Assessment Complete - Implementation Plan Steps Underway On Target 2.2 Tactic Continually scan and identify known securityvulnerabilities and remediate them in a timelymanner Complete 06/30/22 2.3 Tactic Ensure Center for Internet Security recommendedconfiguration baselines are applied to devices On Target 2.4 Tactic Finalize remaining IT Integration implementation On-going On Target 2.a KPI Percentage of devices and applications meetingconfiguration standard.On-going On Target 2.b KPI Percentage of Devices with vulnerabilities 90+days old.On-going On Target 2.c KPI Percentage of teammates completing basicsecurity awareness training.On-going On Target 3 Goal Evaluate IT staffing levels and considerimplementation strategies Delayed 3.1 Tactic Analyze historical data, including system growth,and the impact on the department Shooting for 2024/25 Budget process Delayed 3.2 Tactic Present decision package with staffing needs toCity Administrator/Council Delayed 3.a KPI Percentage of teammates satisfied with resolutionof their support request.Delayed 3.b KPI Percentage of support requests successfullycompleted in 48 hours or less.Delayed 3.c KPI Percentage of projects completed on time Delayed CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 16a LLeeggiissllaattiivvee PPoolliiccyy 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal State Bonding Delayed 1.1 Tactic Secure state bonding for District Energy SystemRochester Legislature not in session; no special session has been convened. Phase One ofDistrict Energy System (downtown Buisness Energy Transition-DBET) using alternatefunding [i.e. $2M congressional designated spending (earmark) for renewablecomponents selected by Congressional committees to be included in budget] andunderway due to time sensitivity to replace heating/cooling by fall 2023. Delayed 1.2 Tactic Secure bonding funding for Willow Creek Trail Legislature not in session; no special session has been convened. Discussions withlegislative work group to incorporate into 2023 proposed legislative priorities. Exploringany potential other funding sources. Delayed 1.3 Tactic Secure state bonding for Silver LakeRevitalization Legislature not in session; no special session has been convened. Discussionsongoing with legislative work group and teammates; exploring any potential otherfunding sources. Delayed 1.a KPI Secure author for bill and move throughlegislative process Legislature not in session; no special session has been convened. Next legislativesession convenes 1/3/2023.Complete 03/31/22 1.b KPI Secure author for bill and move throughlegislative process Legislature not in session; no special session has been convened. Next legislativesession convenes 1/3/2023.Complete 03/31/22 1.c KPI Progress toward securing bonding requests Legislature not in session; no special session has been convened. Delayed 2 Goal Local Option Sales Tax On Target 2.1 Tactic Engage with community stakeholders, legislativedelegation, and legislators on requests andcoordinate legislative process Continue to engage with community stakeholders, internal working group, legislators,and legislative consultant partners to assesss potential legislative landscape.On Target 2.a KPI Laying groundwork and education at legislaturefor future Local Option Sales Tax requests Will present proposed 2023 legislative priorities at November study session. Will needto pass another updated council resolution with scope and projects before Jan 31,2023. On Target 3 Goal Federal Advocacy On Target 3.1 Tactic Assist with funding requests at federal level Awarded $19.9M in funding for 6th Street Bridge via RAISE grant (announced inAugust); September announcement of funding for Chateau and Mayo Civic Centerimprovements; exploring other potential federal funding via USDOT, National ParkService, and others On Target 3.2 Tactic Continue to engage congressional delegation incity priority, projects, and needs Continue to share information about city projects and updates related to federallyfunded projects (Chateau, etc.) and status of Congressional Designated Spendingproject around renewable components of a district energy system ($2M) On Target 3.a KPI Monthly meetings with SSDC participate and attend these meetings On Target 3.b KPI Interact with congressional delegation/staff atleast quarterly and maintain city as point ofcontact City hosted visit by Sen. Klobuchar in August; met with Sen. Klobuchar staff and newCOR emergency management director; corresponded with Sen. Smith staff duringstaffing transition On Target 4 Goal Other legislative priorities On Target 4.1 Tactic Advocate on behalf of city priorities in issues asadopted by the council Activly participated in over 15 League of MN Cities policy committee and task forcemeetings along with other teammates (i.e. Taryn E. and Cindy on housing; ChristiaanC. on elections and licensing; Jennifer K. on data practices) On Target 4.a KPI Testimony, talking points, social media, andlegislator education and outreach on legislativepriorities Wrote talking points and participated as requested in Transportation Alliance eventwith legislative candidates to share Rochester priorities; continue to build talking pointsaround potential legislative issues (salary cap; water quality/PSIG; licensing, etc.) On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 17a CCiittyy AAttttoorrnneeyy 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Build and develop city attorney team On Target 1.1 Tactic Hire for existing vacancies Filling the Atty I permanent position, but still looking for a temporary Atty I Delayed 1.2 Tactic Provide specialized training opportunities for staff(CLEs, networking conferences - LMC) on areasof Land Use, Community Development, andContract & Legal document review Slow, but in progress, as opportunities arrise. On Target 1.3 Tactic Evaluate and develop standards to determinewhen to utilize outside council Getting closer to a rhythm on this topic On Target 1.a KPI Fully staffed City Attorney department Have a great new Atty I hire starting shortly. Still working on a temp. Atty I hire. On Target 2 Goal Ensure effective criminal and civil prosecution On Target 2.1 Tactic Partner with State Court Administration to reducecriminal case backlog The City Attorney's Office is doing what we can, though staffing challenges for otheragencies are causing significant delays.On Target 2.2 Tactic Bring parking ramp 6 litigation to resolution Resolved, and repair completed Complete 03/21/22 2.a KPI Reduce criminal case backlog by 20% per quarter Ongoing "pandemic court" efforts, but there are challenges On Target 2.b KPI Number of cases that go to trial and result inconviction 2.c KPI Number of cases that settle before going to trial 3 Goal Ensure Rochester is a welcoming community forall by ensuring social equity in City policies On Target 3.1 Tactic Continue Just Deeds work assisting propertyowners find discriminatory covenants anddischarge them from their property titles Tran recently presented to statewide partners On Target 3.2 Tactic Serve on Olmsted County Justice Council andthe Justice Equity Planning Group ongoing meetings, preparing for feedback and advised next steps for OCJC On Target 4 Goal Enhanced collaboration and coordination withpublic safety impact team partners Delayed 4.1 Tactic Provide enhanced training opportunities forofficers Ongoing training of many new officers, and now an opportunity to coordinate with thenew Professional Standards Mgr, who would like to build out training capacity from thatposition. On Target 4.2 Tactic Evaluate options to more effectively bring codeenforcement and quality of life issues to resolution This conversation is delayed until 2023, likely. Delayed CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 18a DDEEII 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Development of organization wide DEI plan,recruitment and retention of diverse teammates,and organization-wide Diversity Equity andInclusion professional development On Target 1.1 Tactic Conduct organization-wide and community audit On Target 1.2 Tactic Analyze and share audit with teammates andCouncil. Recommend DEI goals for FY 2022 Complete 05/01/21 1.3 Tactic Develop Department specific DEI Action Plansthat align with Organization-wide DEI goals Complete 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 Complete 2.1 Tactic Review job posting template for inclusivelanguage All new job postings are reviewed for inclusive language by HR and include City DEIcommitment statement.Complete 2.2 Tactic Department specific action items for recruitmentand retention for FY 2022 Completed in Q2 Complete 2.3 Tactic Development of Diversity, Equity and Inclusioncommitment statement Completed in Q2 Complete 2.a KPI 100% of City of Rochester job postings includeinclusive language Complete 2.b KPI 100% of departments identify action items forrecruitment and retention of diverse teammates Complete 3 Goal Develop organization-wide Diversity Equity andInclusion professional development On Target 3.1 Tactic Assessment of organization DEI climate Current review of DEI responses to engagement survey. Results will be used to inform2023 DEI Action Plans On Target 3.2 Tactic Development of department specific professionaldevelopment action plans Complete 06/30/22 3.a KPI Assessment report and recommendations 3.b KPI Development of department specific professional 4 Goal Develop and implement an organizational-wideapproach to communications & engagement witha focus on Diversity, Equity & Inclusion On Target 4.1 Tactic Create a communications and engagement toolkitthat focuses on diversity, equity and inclusion Final Draft Review of Toolkit in Progress. Completed toolkit anticipated Dec 2022 On Target 4.2 Tactic Develop DEI page on City of Rochester Website Complete 03/31/22 4.a KPI National Community Survey data oncommunications and engagement 5 Goal Develop economic/workforce developmentstrategies On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 19a FFiirree 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Increase and improve the Fire Department efforts to establishmeaningful interactions and relationships in all communities withinthe City, and improve diversity, equity, and inclusion within thedepartment 1.1 Tactic Establish connections and partnerships in the 3 diversecommunities of initial RFD focus: Black, Latinx, and Asian We met with a group of Somalian leaders on October 6th. They confirmed what we had alreadylearned from our previous 2 community engagement listening sessions.Complete 03/26/22 1.a KPI Complete 3 community engagement/public fire and life safetyeducation events focused on each of the following communities:Black, Latinx, and Asian community We attended and hosted several community engagement events to support this goal throughoutthis quarter. These included: promoting the high school program and the RFD Women's Expo atThursdays Downtown, NAACP hosted career fair, Back to School Rally, orientation for the newestHigh School Firefighter class, RFD Women's Expo, Welcoming Week, Meadow Park Initiativeevent, and Spanish/Latino Heritage Festival Complete 10/01/22 1.2 Tactic Partner with the MN National Guard (MNNG) to promote the fireservice and RFD as a viable career to help utilize their effortstoward diversity to promote diversity in RFD Complete 03/31/22 1.b KPI Complete 3 engagement events with the MNNG Complete 03/31/22 1.3 Tactic Foster interactions with youth in communities in and around thecity to promote firefighting and RFD as a viable career option We worked with the Rochester Public Schools this quarter to plan participation in the Junior HighSchool Physical Education classes during the 4th quarter. We also continue to offer the HighSchool Firefighter class, and the RFD Women's Expo provided the opportunity to interact withfemales 14 years of age and older. On Target 1.c KPI Organize and facilitate a High School course that is a college levelFirefighter I/II program in partnership with the Career andTechnical Education Center at Heintz (CTECH) annually The orientation classes for the current year High School Firefighter classes were held this quarter.In addition to the Rochester Public Schools and surrounding community high schools that havebeen part of this program, this year added several new schools including Lourdes, St. Charles, andMinnesota Online High Schools. On Target 1.d KPI Conduct 2 special recruiting events annually for the High SchoolFirefighter program that are focused on outreach to diversestudent communities Though we haven't held specific events for recruiting, we have instead shifted to being intentionalabout recruiting for the high school program at community events we attend. This quarter thoseinclude Thursdays Downtown and an event hosted by the Meadow Park Initiative. On Target 1.e KPI Increase Percent of Qualified BIPOC Male Applicants with aParticular Focus on the Black/African American, Hispanic/Latinx,and Asian Communities by 16% In addition to the community interactions previously listed, we have been reviewing our hiringprocess for barriers and with the lens of the feedback we received during the communityengagement sessions with diverse communities. We anticipate proposing changes to our hiringprocess and requirements in the 4th quarter. On Target 1.f KPI Increase Percent of Qualified Female Applicants by 5% In addition to the community interactions previously listed, we have been reviewing our hiringprocess for barriers and with the lens of the feedback we received during the communityengagement sessions with diverse communities. We anticipate proposing changes to our hiringprocess and requirements in the 4th quarter. On Target CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 20a PPoolliiccee 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Build trust with the community and continue tocollaborate on community problem solving On Target 1.1 Tactic Refine the RPD Accountability Dashboard tomake data easier to access and understand Collaborating with new Professional Standards Manager on site improvements. Complete 1.2 Tactic Expand the Community Engagement ResponseTeam (C.E.R.T.) to build bridges between lawenforcement and community Increased C.E.R.T. membership to 14. Complete 1.3 Tactic Enhance organizational cultural fluency andresiliency Continue to meet regulary (twice/month minimum) with community members of color toenhance understanding and build bridges.On Target 1.a KPI Quarterly comparisons of AccountabilityDashboard views In Q3, there were 367 Accountability Dashboard views. On Target 1.b KPI Track reach of C.E.R.T. by maintaining event log In Q3, we partnered on a movie night, back to school event, softball game andprovided a joint presense at the fair. C.E.R.T. has begun facilitating monthly meetingswith Police, RPS admin, Corrections and parents of youth struggling in the schooldisciplinary system or the juvenile justice system. C.E.R.T. is also assisting withproviding volunteers to reduce tension in the schools. On Target 1.c KPI Review DEI Strategic Plan bi-monthly to ensurecompletion targets are met Last review conducted 10/11/2022 Complete 10/11/22 2 Goal Increase community engagement with RochesterPolice Department On Target 2.1 Tactic Increase participation in Safe City Nights events 2022 Estimated Total Participation: 5,450 Complete 08/31/22 2.2 Tactic Increase engagement on Twitter & Facebook 10/5/2022 15,157 followers on FB, 1,060 followers on Twitter On Target 2.3 Tactic Reintroduce Citizen Police Academy Modifying this to be a mini Citizens Academy for newly electeds.Off Target 2.4 Tactic Continue to engage the public in all spaces,including neighborhoods, churches and placesspecific to their needs Some noteworthy engagement activites in Q3: RPD coordinated Night to Uniteregistrations and visited approximately 65 neighborhood gatherings, hosted six SafeCity Nights events in various locations throughout Rochester and had a weeklypresence at Thursdays Downtown. On Target 2.a KPI Track number of attendees at Safe City Nightsevents 2022 Estimated Total Participation: 5,450 Complete 08/31/22 2.b KPI Utilize tools to measure social media engagement In Q2, 10 FB posts had a reach of more than 15,000. 8/10 were news releases, scamwarnings or overdose information. Only 2/10 posts were feel-good communityengagement-type posts. On Target 2.c KPI Completion of Citizens Academy with trackedattendence Off Target 2.d KPI Maintain inventory of community engagementactivities and review for expansion opportunities RPD officers participated in approximately 40 engagement activites in Q3. On Target 3 Goal Provide the highest level of public safety Delayed 3.1 Tactic Expand Community Outreach Specialist Team Still hoping to add a fifth by the end of the year.Off Target 3.2 Tactic Introduce Active Bystandership for LawEnforcement (ABLE)Three RPD officers are now trained as ABLE instructors and will be providing trainingto department.On Target 3.a KPI Addition of social worker(s), addition of shifts Recently filled a social worker position that was vacant. Current total of four socialworkers on the team.Delayed 3.b KPI Completion of ABLE training for all sworn staff Sworn staff to begin training in January of 2023. On Target 4 Goal Enhance traffic safety throughout Rochester Delayed CITY OF ROCHESTER 2022-2023 ACTION PLAN, APPENDIX - ADOPTED BY CITY COUNCIL ON 12/6/2021 21a RRPPUU 22002222 QQuuaarrtteerr 33 IItteemm NNoo..Item type Item Description Quarter 3 Update Quarter 3 Status Completion Date 1 Goal Expand Service Assured Program for WaterCustomers Complete 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 On Target 2.1 Tactic Contact all delinquent customers and connectthem with available resources To date 10,610 outreach calls have been made On Target 2.2 Tactic RPU staff is trained on available financialresources.Training has occurred on exsiting and new finacuila resouces available. On Target 2.a KPI 100% of delinquent customers contacted Currently at 100% 3 Goal Increase Hours That Customers Can Interact withRPU Delayed 3.1 Tactic Implement a payment kiosk Kiosk is ordered. Plans are in place to install before year end. Delayed 3.a KPI 10% increase in customer satisfaction scores 3.b KPI 20% increase in transactions outside of normalbusiness hours 4 Goal Electric and Water Reliability statistics are aboveindustry averages On Target 4.1 Tactic Invest in infrastructure replacements andmaintenance As of Oct 1, 2022, RPU has invested in facility upgrades, new infrastructure andsystem maintenance in the amount of $1,340,354 for the water utility and $13,523,737for the electric 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 = 59.86 minutes for a 12 month rolling average for electrical outages 4.b KPI Customer Average Interruption Duration less than165 minutes for water CAIDI = 125.5 minutes for a 12 month rolling average for water outages 4.c KPI Gas Turbine -1 & Gas Turbine-2 Forced Outagelower than 21%, Westside Energy Station lowerthan 13% GT1 @ 0 GT2 @ 20.3 WES @ .8 5 Goal Add additional renewable energy to our portfolio Complete 5.1 Tactic Install a 10 MW solar farm Solar farm is operational and conducting final check-out Complete 06/01/22 5.a KPI Residential customer cost impact is less than$1.00/month No change 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 Preliminary site survey is being conducted On Target 6.2 Tactic Prepare long term financial plan for the powersupply plan Financial plan complete. Preparing for presentation On Target