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02-07-19 CC Retreat Agenda Packet CITY OF SHOREWOOD 24100 SMITHTOWN ROAD CITY COUNCIL RETREAT PUBLIC SAFETY BLDG. THURSDAY, FEBRUARY 7, 2019 11:00 A.M. AGENDA CONVENE CITY COUNCIL WORK SESSION Roll Call Mayor Zerby _____ Johnson _____ Labadie _____ Siakel _____ Sundberg _____ Review Agenda 1. REVIEW 2018 GOALS Presentation at Retreat 2. CITY INFRASTRUCTURE A. Planned Infrastructure work City Engineer Memo B. Financing Improvements Shannon Sweeney, David Drown Associates Memo C. Tax and Utility Rate Analysis Finance Director Memo 3. STAFFING City Administrator Memo 4. SHOREWOOD COMMUNITY EVENT CENTER A. Analysis of revenues and expenditures Presentation at Retreat B. Promotion and Marketing City Administrator Memo 5. OTHER 6. ADJOURN #2C MEETING TYPE City of Shorewood Council Meeting Item Retreat Title / Subject: Street & Utility Reconstruction Project Funding Meeting Date: February 7, 2019 Prepared by: Joe Rigdon, Finance Director Reviewed by: Greg Lerud, City Administrator Attachments: Streets Capital Improvement Plan Projected Fees Background: A memo was provided by David Drown Associates, Inc. (DDA) regarding the funding and financial impact of completing various street and utility construction projects from 2019-2023, and 2026. In order to sustain positive cash balances in the street improvement fund and the utility funds, DDA has estimated annual increases to the street improvements property tax levy and utility rates through at least 2028:  Property tax levy for street improvements 9%  Water 10%  Sewer 9%  Stormwater 12% The attached spreadsheet “Streets CIP Projected Fees” provides additional detail for very preliminary financial impacts to property owners. The report indicates a possible scenario for future property taxes that would somewhat mitigate the impact of the increase in capital funding:  CIP streets levy: increase by 9% annually from 2021 through at least 2028  All other levies (General and capital/other transfers): increase by 3% annually  Total levy: calculated estimated annual increases of approximately 4%  Annual increase in the CIP streets taxes paid by a $400,000 home: $15 to $28 per year The overall utilities increase, including water, sewer, and stormwater, would range from approximately $18 to $34 per quarter, or $70 to $136 per year. Mission Statement: The City of Shorewood is committed to providing residents quality public services, a healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial management through effective, efficient, and visionary leadership. City of Shorewood Council Meeting Item #3 Title/Subject: Staffing and Organizational Structure Meeting Date: February 7, 2019 MEETING Prepared by: Greg Lerud, City Administrator TYPE Reviewed by: RETREAT Attachments: Organizational chart Background: There are four discussion areas for this particular agenda item: 1) City Hall staffing and organization; 2) Shorewood Community and Event Center; 3) Public Works, and 4) Parks and Planning Commission stipends. Although there is some overlap in these three areas a synopsis of the questions/issues follows. City Hall. For the past few months, staff has discussed the organization structure of city hall and how duties are being managed. Over time staff has stepped up and taken on responsibilities that are not necessarily part of their job descriptions. Historically there has not been a great deal of clarity in the area of human resources. City Hall staff has divided the responsibilities in this area among three or four people, with the City Clerk handling the vast majority of the work. But “who does what” has never been formalized. Over the past year staff has taken steps to make sure there are clearer responsibilities among staff for the various components of human resource management – (i.e., benefits, processes, workers compensation, etc.) These duties have yet to be incorporated into position descriptions – they are just being managed by staff. One solution is to review the job descriptions and incorporate the duties with the respective positions and then re-evaluate the jobs to ensure internal consistency. A second possible solution is to redefine present jobs and titles. But that question has many facets that it is important for council direction before staff proceeds with a plan. Recruitment, staff qualifications, position relationships are all important considerations in providing a recommended course of action. In addition to defining human resource responsibilities, staff believes there should be the creation of a deputy city clerk position. Presently, the Administrative Assistants perform some of the duties of the city clerk. Staff believes it is important to recognize and encourage the work that is being done, so those employees who aspire to additional duties have the opportunity for additional training in that area, along with a commensurate increase in pay. Mission Statement: The City of Shorewood is committed to providing residents quality public services, a healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial management through effective, efficient, and visionary leadership. Page 1 In either scenario the goal should be to create an environment with growth opportunities so the city can attract and keep good employees and to ensure that the city’s responsibilities for human resources are clearly spelled out in job descriptions and policy. Shorewood Community and Event Center (SCEC). Later in the Retreat, the SCEC will be discussed. It is anticipated that with additional rentals, additional management time will be needed from Twila, which will decrease her availability as an Administrative Assistant at City Hall. Her present job description is for Park and Rec Coordinator, and there is no mention of community center responsibilities or for scheduling the skating rink attendants. There has been council discussion in the past that the SCEC events and operations should be viewed as, or incorporated into, park activities. It is recommended that her job description be evaluated to more accurately reflect what she is anticipated to be doing in the future. Public Works. Staff has discussed the possibility of considering adding a street inspector/construction observer to city staff. The basis for considering this staffing change is two-fold – cost savings and to incorporate controls into the public project process. In 2018 the city spent $134,067 for construction observation for city projects. In addition, the city paid $41,618 for project management and meeting costs to WSB for the street inspector. Considering all activities, 2018 was a relatively average year for city projects. Staff therefore believes that bringing the street inspection component in house will result in cost savings to the City and something the City Council should strongly consider. Staff wishes to be clear – the competency and ability of the present inspector is not being questioned. Staff believes that the WSB inspector assigned to city projects is very knowledgeable and competent and he provides good service to the City. In fact, it is the service that is most important consideration. Should the Council decide to proceed with the hiring process, staff is not willing to trade competence and experience just to save money. Planning and Park Commission. The City has historically not paid planning or park commissioners a meeting stipend or per diem. The Commissioners provide a valuable advisory service to the City and City Council, and it is recommended that the Council consider a meeting stipend for their attendance at their respective meetings. Staff also requests direction from the Council on whether the commission members should be recognized for length of service as council members are recognized. If so, what criteria should be considered if the Council directs staff to develop a policy for consideration? Finally, staff recommends that Planning and Parks Commissioners receive a city email account. Presently they use their private email accounts for city-related business. Given the requirements around data preservation and practices, staff recommends that each commissioner be provided a city email account and that it be used only for city- related purposes. If the Council so directs, staff will work on a policy for the availability and use of a city sponsored email account, as well as their responsibility in the preservation of data. Options: City Council decisions for the retreat and requested direction to staff: 1. Human Resources continued to be handled by a primary person and how do those duties manifest in the organization. 2. Providing direction on how SCEC responsibilities are incorporated into job descriptions. 3. PW – should the city being the process of hiring a street inspector/construction observer? 4. Should Park and Planning Commissioners receive a stiped for their participation in meetings? Should Commissioners be recognized for their service on city commissions – similar to how City Council members are recognized? Should a policy be developed as to the creation and use of city email addresses for Commission members. City of Shorewood Council Meeting Item #4 Title/Subject: Shorewood Community and Event Center Meeting Date: February 7, 2019 MEETING Prepared by: Greg Lerud, City Administrator TYPE Reviewed by: Twila Grout, Park and Rec Coordinator/Administrative Asst. RETREAT and Julie Moore, Communications and Recycling Coordinator Attachments: Marketing and Promotion plan Policy Consideration : Staff is requesting guidance and direction on taking the next step in promoting and marketing the Shorewood Community and Event Center (SCEC). Please consider the following discussion/decision points as you review the attached information: 1. Staffing needs 2. Promotion 3. Marketing 4. How to measure progress in these efforts 5. Next steps There will be a Power Point presentation at the retreat showing historical data and trends. Background: H ere is some basic information for your consideration. The city has tracked SCEC usage since 2014, and below is a table of selected information: 2014 2015 2016 2017 2018 Op. Exp 85111 110180 101838 130001 98629 Op. Rev 42629 49816 47988 54533 62552 Difference (42482) (60364) (53850) (75468) (36077) # Events 1095 1176 1270 1345 1320 A couple of takeways from this information: The SCEC has seen a 20% increase in events/activities since 2014, and 2018 had the lowest operating deficit of the past five years. Staff has talked about how to increase the usage of the facility and continue to lower the annual deficit. The ultimate goal is to make the facility generate enough revenue to cover expenses. In the near term, that is likely unattainable and general fund transfers Mission Statement: The City of Shorewood is committed to providing residents quality public services, a healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial management through effective, efficient, and visionary leadership. Page 1 continue to be likely. The attached plan is staff’s recommendation on how to initially market and promote the facility. Financial or Budget Considerations: The proposed plan requires minimal financial commitment. There is a cost for production of informational flyers, and mailings, but the bulk of the work will be done on existing staff time. Retreat Goal: Receive council input on the proposed plan and develop a plan to measure success. SHOREWOOD COMMUNITY AND EVENT CENTER 2019 MARKETING AND PROMOTION PLAN A.Immediate steps: 1.Photo shoot of the banquet room completed last week. 2.Working on logo for Council consideration. 3.Shortly thereafter the new brochure will be developed. B.Identify New Potential Renters: 1.Banquet Room: Sub-dividable space for larger groups a.Work to establish relationship with area caterers. b.Contact with area funeral homes for Celebration of Life services. c.Advertisement (affordable) in wedding publications. d.Area organizations (Rotary, Masonic, Girl and Boy Scouts, Chamber, Sports teams/clubs/teams). e.Area Businesses – holiday or other company events (ex. Training) f.Class reunions – classreport.org. g.Graduation and birthday parties. 2.Conference Room: Room provides a quality meeting space for off-site corporate meetings, an affordable meeting place for home-based businesses on a temporary basis. a.Local businesses and corporations b.Attorneys and Mediators c.Home Owner Associations d.Home-based Businesses 3.Kitchen: Having one of the only commercially licensed kitchens available for rent has potential for significant growth. a.State Farmer’s Market organization. b.Small area food-based businesses. C.Contact methods: 1.Traditional mailing. One before end of March, and a second one in September. 2.Newspaper and other paid ads on targeted basis. 3.Social media. 4.Notice to residents on utility bills. D.Measures: 1.Developing “where did you hear about us” form for all reservations so we can measure the success of various contact methods. 2.Report to City Council in July or August, and then again in January 2020 on efforts. E.Next Steps: Staff is confident it can accomplish this plan. Should the need come to expand the market area, or more sophisticated promotion and marketing tools are needed, staff will work with the council to identify resources or firms to assist the city in further marketing.