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11-30-21 CC Retreat Agenda Packet CITY OF SHOREWOOD 24100 SMITHTOWN ROAD CITY COUNCIL RETREAT WORK SESSION EOC ROOM TUESDAY, NOVEMBER 30, 2021 9:00 A.M. AGENDA 1. CONVENE CITY COUNCIL RETREAT WORK SESSION A. Roll Call Mayor Labadie _____ Siakel _____ Johnson _____ Callies _____ Gorham _____ B. Review and Adopt Agenda ATTACHMENTS 2. LEAGUE OF MN TRAINING 3. DEPARTMENT SUMMARIES Verbal 4. STREETS AND CAPITAL IMPROVEMENT PLAN City Administrator memo City Engineer memo Director of Public Works memo Finance Director memo 5. FLEXIBLE WORKPLACE HR Director memo 6. CODE ENFORCEMENT Planning Director memo 7. OTHER 1. NON-CONFORMING ZONING ISSUES City Attorney 8. ADJOURN City of Shorewood Council Meeting Item 4 Title/Subject: Capital Improvement Plan Meeting Date: November 30, 2021 MEETING Prepared By: Greg Lerud, City Administrator TYPE RETREAT Reviewed By: Larry Brown, Director of Public Works; Joe Rigdon, Finance Director, and Andrew Budde, City Engineer Attachments: Background: This retreat item has four main topics for discussion under the umbrella of Capital Improvement Plan: A. The city’s street minimum standard B. Communication policy 1. Current policy 2. Other ideas a. Story map b. Other 3. Flow chart on process 4. Council expectations on process C. Updated CIP schedule D. Water system Attached to this cover memo, are memos about each topic. Staff’s goal for each of the items is as follows: A. Explain how the city’s minimum street standard was developed and the rationale behind it. B. Present the current communication plan and hear from the council what potential changes and opportunities there could be for communicating the plans. C. Making sure that the council expectations are met regarding each step of a project. Questions such as: What information is available at each point? What is not known? At what point in the process will certain information be available? What and when are the opportunities for public input? Providing clarity and aligning expectations for what will be known and when it will be known is critical for project success going forward. D. We will present the current CIP, as well as a couple of other possible scenarios along with financial implications of each option. These are not meant to be the final plan that 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 would be brought forward at a future meeting for council approval, but rather meant to generate some additional ideas for schedule as well as funding options. City of Shorewood Council Meeting Item 4B1 Title/Subject: Communications Plan for Projects Meeting Date: November 30, 2021 MEETING Prepared By: Greg Lerud, City Administrator; Andrew Budde, City TYPE RETREAT Engineer Reviewed By: Larry Brown, Director of Public Works Attachments: Current communications plan Background: During the course of the plan development for the Strawberry Lane/Strawberry Court/Peach Circle street and utility project, the council has discussed possible improvements to the current plan for communicating with residents about upcoming projects. At the retreat we will go through the current communications plan, which was developed in 2018, as well as present potential changes or different methods to present plan information. The goal is to make sure there is an understanding of the process; what information is available (and perhaps more importantly, what information is not available) at each step in the process, and finally to ensure that the communication plan that is adopted by the council aligns with those expectations. 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 City of Shorewood Council Staff Retreat Title/Subject: Flexible Workplace 5 Meeting Date: Tuesday, November 23, 2021 MEETING TYPE Prepared by: Sandie Thone, City Clerk/HR Director Council/Staff Reviewed by: Greg Lerud, City Administrator Retreat Attachments: Flexible Workplace Employee Survey Personnel Policy 4.0 Section 4 Proposed Flexible Work Arrangement Policy Proposed Flexible Work Arrangement Form Performance Appraisal Non-Supervisory Qualitative Evaluation Discussion: In MARCH of 2020 as a result of the pandemic the city of Shorewood created a remote and flexible workplace out of necessity In MAY of 2021 an employee survey was provided to employees to gather feedback on flexible work arrangements In JUNE of 2021 staff proposed a Flexible Work Arrangement Policy to the city council In JUNE of 2021 the city council agreed to bring back the discussion regarding the Policy to a later date In NOVEMBER of 2021 at the annual Council/Staff Retreat the council will review the proposal and provide direction to staff Connection to Vision/Mission: Consistency in 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. 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 Flexible CITY OF SHOREWOOD Workplace “A company is only as good as the CITY OF SHOREWOOD people it keeps” Background Council/Staff RetreatWorkplace Discussion Continues at Flexible November 2021 Arrangement Policy PostponedFlexible Work Arrangement Policy ProposedFlexible Work Work Arrangement Policy Survey Provided Regarding Flexible Employee May 2021 Shorewood Remote and Flexible WorkplacePandemic City Pivots and Creates a As a Result of the March 2020 retention and commitment to the organizationAlmost 80% of city employees surveyed believe it increases and allows for a better life/work balanceOver 85% of city employees surveyed believe it improves morale would be interested in some form if available for their position 100% of city employees surveyed support flexible work and permanent Of 300 organizations surveyed, 85% will make remote options workplace options Majority of MN state, county and city offices are offering flexible Replaces irrelevant language and adds policy parametersexists in the current Personnel Policy–NOT a new policy Flexible Workplace Considerations and Timeline Shorewood workplace?work arrangements in the Do you support flexible responding)(14 of 22 employees ResultsEmployee Survey Shorewood all that apply)? arrangements (check flexible work Do you believe that Survey ResultsEmployee Shorewood city?your commitment to the arrangement increase Would a flexible work Survey ResultsEmployee Shorewood you may be interested in? arrangement something position, is a flexible work If available in your current Survey ResultsEmployee Shorewood appeals to you? which of the following your current position, If so, and if available in Survey ResultsEmployee Shorewood 1 employeeDid not specify2 employees3 days per week-22 employees2 days per week3 employees2 days per week-12 employees1 day per weekremotely would like the option of working 10 of 14 Employees responded they working remotely like the option of responded they would 10 of 14 Employees Remotely/Offsite:Working Survey ResultsEmployee Shorewood 2 employeesDid not specify2 employees(w/early Fridays)9 hour days -83 employees(e/o Friday off)9 hour days -96 employees10 hour days-4work week would like the option of a compressed 11 of 14 Employees responded they week compressed work like the option of a responded they would 11 of 14 Employees Week:Compressed Work Survey ResultsEmployee Shorewood 5 employees*Did not specify1 employeeFlex w/meetings1 employeeLate start/leave 1 employeeEarly start/leavewere requested in survey flexible schedule * no specifics they would like the option of a 8 of 14 Employees responded schedule like a flexible responded they would 8 of 14 Employees Week:Compressed Work Survey ResultsEmployee We appreciate our employees every day for the work they do for the community!We appreciate the city council in taking the time and care to consider making Shorewood a Flexible Workplace***We appreciate management who took the time and care to value the employee’s input and bring it forth to council Thank you for your time and care in responding to this survey Shorewood Personnel Policy – Current Language *The proposal would include this language being removed from the current Personnel Policy and replaced with the Flexible Work Arrangement Policy which allows more detailed parameters for flexible work arrangements. Information in this language is no longer valid (b. the proposal includes a limit of 1-2 days remote work if approved, not 3 days as allowed in this policy language; c. office phones are no longer forwarded to mobile phones, Cisco jabber is used; f. employees no longer use personal computers to access the network). 4.0 RESPONSIBILITIES OF EMPLOYEES Section 4. Telecommuting and Remote Access a. The City provides employees the ability to connect remotely to the worksite to access their e-mail and documents from home or other remote location. The City provides this access for the convenience of the employee, to provide added work schedule flexibility when needed, and other related benefits. b. Employees who wish to telecommute must propose a schedule with their supervisor and obtain approval of the city administrator before the telecommuting begins. The schedule shall not be for more than three (3) days per week and shall not affect services provided to the public if the position provides direct customer service. c. The employee is responsible to provide their own internet access and shall follow all the provisions of this policy while telecommuting. A department head who chooses to work from home and who has a mobile communications device shall forward their office phone to their mobile phone for that day. d. A non-exempt employee who is on vacation or home on sick leave, is not expected to access their e-mail or files and work from home during this period. Working from home while on sick leave does not constitute a regular day and will be counted as a sick day. e. The city may monitor and track employees who telecommute with or without their knowledge. f. An employee who uses their personal computer to connect to the City’s secure network to access from home or telecommute, are required to maintain current anti-virus software and shall not retain government data on their personal computer. g. The City Administrator may terminate an employee’s remote access and telecommuting schedule at any time and for any reason. CITY OF SHOREWOOD FLEXIBLE WORK ARRANGEMENT POLICY Introduction The City of Shorewood supports workplace flexibility to promote a highly productive work environment and recognizes that flexible work arrangements can help the organization retain valuable employees and reduce turnover costs while also benefiting staff by offering an alternative approach to completing work through non-traditional work hours and worksites. Therefore, in recognition of the ever-evolving workplace, it is the policy of the City of Shorewood to provide flexible work environments to eligible employees. To participate in this program, an employee’s work and responsibilities must be conducive to a flexible work arrangement without causing disruption to performance, disruptions to fellow employee work schedules, and/or service delivery. The employee is expected to perform all duties as assigned. The policy is a business and workplace strategy. It is not an entitlement, it is not a city-wide benefit, and in no way changes the terms and conditions of employment with the city, and outstanding service to the public will remain paramount to how we work. Options Flexible work arrangement is an all-encompassing term that includes flex time, a compressed work week, or working offsite. Definitions: Flextime: Agreed-upon starting and departure times that differ from the standard schedule for the department, division, or work group, that typically occurs over a period of at least two months. Flextime does not reduce the total number of hours worked in a given workweek. Flextime options include fixed starting/ending times that change periodically or are fixed. Compressed workweek: A traditional 40-hour workweek condensed into fewer than five workdays. Working offsite (remote): A regular, routine work arrangement that allows the employee to perform a portion of their job outside City facilities. This type of arrangement specifies the number of hours and/or days to be worked outside the office. Criteria To maintain a flexible work arrangement the following parameters must be met:  Employees requesting formal flexible work arrangements must have exhibited above-average work performance.  The schedule for working offsite shall be defined by the supervisor in communication with the employee.  Any flexible workplace agreement made may be discontinued, at any time, at the request of the employee or the City.  Employees who work in a flexible workplace must conform to all City of Shorewood polices, especially those relating to the use of City equipment, data privacy, and computer security.  Appropriate communication is expected with the employee’s supervisor and coworkers regarding offsite arrangements. This communication includes the use and sharing of an employee’s Outlook calendar, along with use of Cisco Jabber so coworkers are aware of an employee’s availability. General Guidelines A. A flexible work arrangement is a business and workplace strategy, not an employee right or universal employee benefit. B. The probationary period is integral to employee development. Probationary employees will not be eligible for flexible work arrangements, unless there are extraordinary circumstances, as determined by the Human Resources Director and the City Administrator. C. A flexible work arrangement is not a substitute for dependent care, or other personal needs, commitments, or requirements. D. Flexible work arrangement requests are not the same as the occasional need for flexibility. Flexible work arrangements generally last longer than two months and are a regular and predictable part of the employee’s work schedule. E. Not all requests will be accommodated and not all positions are appropriate for flexible work options. F. The operational needs of the department or work group cannot be compromised by flexible work options. G. Performance expectations remain the same regardless of the employee’s work schedule or location. H. Flexible work arrangements are not guaranteed or permanent. I. The supervisor or city administrator may temporarily adjust work schedules or location as needed to meet the operational needs of the work group. J. When making decisions regarding flexible work arrangements, the impact on other staff members should be considered. This includes, but is not limited to, coverage for each department during regular City Hall hours will be maintained. K. Customers and staff should not be adversely affected by a flexible work arrangement. A flexible work arrangement may be discontinued if adverse effects arise. L. Flexible work arrangements must follow the city’s information security and data policies as well as all other city policies. M. This policy is not designed to replace the temporary schedule deviations that the city and employee manage from time to time. N. Meetings or trainings already established should not be rescheduled because of flexible work arrangements. O. Employees working offsite should be accessible as they would be in City offices. The arrangement must be seamless to residents and customers. P. When working under a flexible work arrangement, travel to and from a city office for the purpose of meetings or other work requirements are not considered eligible for compensation and mileage will not be reimbursed. Q. The department head retains the right to require an employee to work onsite, even on days that were previously approved for offsite work. This right shall only be exercised for specific dates and times, and not regularly exercised. R. The decision from the city administrator regarding a flexible work arrangement shall be final and not appealable. Nothing prevents the employee from submitting future flexible work arrangement requests. S. Failure to comply with any of the provisions of a flexible work arrangement agreement or this policy will result in the immediate termination of the agreement and may be grounds for discipline. T. All Flexible Work Arrangements will be done on a trial basis as determined by the Department Head. U. Fixed Standards: when considering requests, the following must be considered: 1. Maintaining regular business hours (CH: 8 a.m. to 4:30 p.m.; PW 7 a.m. to 3:30 p.m.) 2. Maintain coverage at city hall for each day of the week for each department 3. Remote work arrangements will not exceed one day/week for compressed work schedules and two days per week for non-compressed work schedules and will not include days that fall on either side of a weekend. 4. Eight hours of pay is the maximum allowed per holiday. If a holiday falls on a day that an employee is scheduled to work more than eight hours, the employee must use vacation or personal leave or work the additional hours in that pay period to supplement the rest of the scheduled workday as approved by their supervisor. 5. City employees are ambassadors of the community and should always conduct themselves professionally regardless of where the employee is located. Working Offsite Guidelines  The work area should be suitable to complete work assigned, safe, ergonomically appropriate, and located in a space where the employee can conduct business professionally. Employees that work offsite must have internet access with enough bandwidth to reliably connect to the city’s VPN.  Equipment, software, or other supplies provided by the City of Shorewood remain the property of the City and are subject to the same business use restrictions as if located at the employee’s primary work site. No personal software may be loaded on City-owned equipment.  All city provided equipment must be used for City business only and must be used exclusively by the employee.  The City will provide maintenance, repair and replacement of City-owned equipment and software.  Office furniture/equipment provided by the employee will be at no cost to the City and will be maintained by the employee.  The internet service needed by the employee to work remotely will need to be procured by the employee and at no cost to the City. Issues with the internet service shall be resolved through the internet service provider and not the city’s IT vendor.  Provisions of the Minnesota Government Data Practices Act and data privacy policies must be followed when performing work at a remote location. Employees will be expected to ensure the confidentiality and security of all City data assessed from or transported to the offsite location.  The City of Shorewood shall have no liability to third parties for injuries or property damage occurring at the employee’s home. The employee will remain responsible for such injuries and damages and should consult with their homeowner’s or renter’s insurance agent to protect themselves.  Employees are responsible for submitting claims for stolen or damage city-owned equipment to their personal insurance company and for filing a police report with their local police department. The employee shall promptly notify their city supervisor of any such claim.  The employee is responsible for establishing a safe and secure work environment. However, if the employee sustains an injury during the course and scope of performing assigned work responsibilities, the City of Shorewood may provide workers’ compensation benefits subject to review of the injury and applicable law. The employee is obligated to provide prompt notice of an injury.  In accordance with the Occupational Safety and Health Administration (OSHA) Home Worksite Directive, OSHA will not hold employers liable for employee’s home offices, and there is no expectation that the City will inspection the home office of their employees. The City, however, retains the right to visit the site are to determine if it meets the safety standards. Such visit will be scheduled with a minimum 24- hour advance notice. Performance Standards Performance expectations remain consistent whether on a flexible work arrangement or not. If performance standards are not met, the ability to work a flexible work arrangement may be revoked until such a time that performance meets the above-average expectation to utilize the policy. Supervisors and employees shall work together to establish performance metrics related to the position that are clearly defined in the FWA agreement before executing. Determine a review date when these measures will be assessed. Include customer satisfaction (including internal and external customers alike), responsiveness, communication, self-discipline, productivity related to work product, etc. Make sure the performance metrics are specific, measurable, achievable, relatable, and timely (see example below).  Self-discipline is the capacity to work independently and measures an employee’s ability to complete a specific task in an allotted time frame. A straightforward measurement for self-discipline is quantifying how many tasks an employee completes on schedule, omitting delays outside the employee’s control. Define the “tasks” that fit the position. Any changes to the agreed upon schedule shall be reviewed and approved in advance, by the supervisor. Regular progress check-ins, that focus on productivity, between the supervisor and employee are highly encouraged. “Getting the work done and being highly responsive” should be the measurement. Foster and promote regular team building and brainstorming sessions with remote and in-office employees alike, increasing communication tools and interactivity for this hybrid model. FLEXIBLE WORK ARRANGEMENT PROPOSAL FORM Complete this form and provide to Department Head. Name: _______________________________ Date Submitted: ___________________ Title: ________________________________ Dept: ___________________________ Type of Flexible Work Arrangement being proposed: ☐ Flextime ☐ Working Offsite ☐ Compressed Workweek Length of Request _____________________ Prior to submitting this proposal, I have reviewed the City’s Flexible Work Arrangement Policy. I understand that the City of Shorewood is not obligated to approve the proposed flexible work arrangement for any employee. I understand that the decision to approve my proposal is at the discretion of my Department Head in consultation with the City Human Resources Director and City Administrator. I understand that if my proposal is denied I will be provided with a written explanation. __________________________________________________ Employee Signature Date PROPOSED WORK ARRANGEMENT Week 1 Week 2 Start-End Total Location Start-End Total Location Monday Tuesday Wednesday Thursday Friday Saturday WORK RESPONSIBILITY DETAILS Employee/Department Head – list any potential concerns with any of the following: Impact on customers, co-workers, supervisors, departments, etc.: Potential distractions of working offsite: Performance standards: Description of City equipment that will be used if working offsite (model number, maker, etc.) DETERMINATION ☐ Request approved ☐ Request denied; explanation: AGREEMENT Flexible work schedules are subject to ongoing review and may be terminated at any time for any reason or no reason at all. The supervisor and the employee will endeavor to provide at least 30 days’ notice prior to ending or changing an approved arrangement. Certain City or personal needs may necessitate less advanced notice. In some instances, a resumption of the original schedule may no longer be possible, and alternatives will be considered. Upon termination of a Working Offsite agreement, all City-owned or provided equipment will immediately be returned to the City unless other arrangements have been made with the City Administrator. __________________________________ _________________ Employee Signature Date __________________________________ ________________ Department Head Date __________________________________ ________________ Human Resources Director Date __________________________________ ________________ City Administrator Date Trial Period: Arrangement will be reviewed on ______________________ PERFORMANCE APPRAISAL - NON-SUPERVISORY QUALITATIVE EVALUATION City of Shorewood Employee: Title: Department: Review Period: Supervisor: Date of Review: Performance Appraisal – Non-Supervisory Qualitative Evaluation Summary Annual reviews have traditionally focused on reaching minimal job performance thresholds and then grading upwards if someone has gone beyond the norm. This updated appraisal process is designed to drive individual and organizational change and improvement by setting the bar on highly effective performance and then grading downward if employees are not reaching their full potential. This will allow leaders to provide for more realistic feedback and aligns actual performance better with the reality of the employee’s contribution and potential. The Superior (4) ratings are for those who are generally recognized as standouts amongst their peers. The Distinguished (5) rating is for those that would be considered a role model amongst those in their occupation/field of study in their extraordinary accomplishments in all major areas of responsibility or performed above and beyond under exceptional circumstances. Raising expectations in the core competence categories drives higher levels of performance. In comparison to the past review system; on a scale of 1 through 5, 5 being the highest, the same individual who scored a 4 or 5 (Very Good or Exceptional) on a past review may only score a 3 (Fully Successful/Effective Performance) on the updated Qualitative Evaluation. It should be noted a rating of 3 indicates a completely successful performance with distinction! This performance appraisal system is based on and includes raised expectations in core competencies and highlights the city’s key values, goals, and priorities. People often want to perform at higher levels, but the next level of performance is often not well-defined. In fact, matching annual performance to a job description can be a mistake since the job description typically will define the lowest acceptable standards. This Qualitative Evaluation reflects enhanced descriptions of excellence so that employees can gauge their performance and conduct to the highest, not the most minimal, standards and expectations. What gets measured – gets managed, and helps to justify expectations. 1 PERFORMANCE APPRAISAL - NON-SUPERVISORY QUALITATIVE EVALUATION Performance Ratings Key (5) Distinguished Performance/Role Model Status Clearly and consistently demonstrates extraordinary and exceptional accomplishment in all major areas of responsibility. Performed above and beyond expectations under exceptional circumstances during the review period. Others rarely equal performance of this caliber in similar roles. (4) Superior/Highly Effective Performance Performance is continually and consistently superior and regularly goes beyond what is expected. An exceptional contributor whose performance exceeds expectations on a consistent and sustainable basis. (3) Fully Successful/Effective Performance Performance consistently meets the critical requirements of the position, continually achieves preset goals and performs with distinction. Incumbent performance is reliable and consistent in adding value to the department and organization. (2) Partially Successful Performance/Needs Improvement Performance does not consistently meet or occasionally falls below what is required of the position; improvement in specific areas is required. (1) Unsuccessful Performance/Unacceptable Performance – Requires Performance Improvement Plan (PIP) Performance fails to meet minimum expectations for this role, and immediate and sustained improvement is required. Complete PIP Form and Process with employee. Performance Evaluation List the main objectives and goals below for this employee during this review period and rate the performance for each objective accordingly (using the performance rating key above). Main Objectives/Goals Performance_________________________ 1) 1) 2) 2) 3) 3) 4) 4) 5) 5) 2 PERFORMANCE APPRAISAL - NON-SUPERVISORY QUALITATIVE EVALUATION Rate the following Attributes identified in and based on the Core City Values Respect: Showing consideration and understanding for co-workers, council members, and treats them with fairness and dignity. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Integrity: Carrying out ones duties and responsibilities with a high degree of professionalism, honesty, and truthfulness. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Communication: Information is accurate, complete and provided in clear, direct, and understandable form whether written or verbal and is delivered in a professional manner. Actively listens to co-workers, the public, and council and seeks to understand the others point of view. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Positive Attitude: Approaches situations, issues, and problems with enthusiasm, an open mind and views each challenge as an opportunity. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Team Work: Working cooperatively with other staff by providing constructive input on projects. Shares insights in an honest, respectful manner and is willing to ask for assistance as well as provide assistance to co-workers. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Responsiveness: Promptly responds to telephone calls, emails, etc. within 24 hours. Organizes work flow based on established deadlines and priorities. Communicates in a timely manner when a deadline will not be met and re-establishes a reasonable completion date. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: 3 PERFORMANCE APPRAISAL - NON-SUPERVISORY QUALITATIVE EVALUATION Rate the following Core Competencies and Performance Behaviors critical to job success Job Knowledge, Professional and Technical Skills: Consistently demonstrates master-level performance and serves as an internal subject matter expert. Stays abreast of industry trends, active in relevant field partnerships, and training which positively influences their work and is beneficial to other team members. Consistently works on developing their professional and technical skills and finding opportunities to contribute to their knowledge and skillset and actively offers new approaches and procedures that benefit the department and organization. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Quality of Work: Work product is free from errors and mistakes. Consistently produces work with accuracy, excellent attention to detail, and completeness. Quality of work goes above and beyond what is expected. Regularly uses creativity and ingenuity in producing high-quality results. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Productivity, Quantity of Work: Consistently makes excellent use of their time at work. Reliable, trustworthy, and persistent dependence to be available for work, complete work properly, and complete work on time. Their quantity of work exceeds expectations. Consistently uses advanced problem-solving skills to come up with creative solutions to working smarter, more efficiently, and more effectively. Performs duties with minimal direction anticipating changes and displaying adaptability to pivoting and creating new plans to achieve the tasks at hand. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Reliability/Dependability: Consistently comes to work and conforms to scheduled work hours. Great work ethic and excellent follow-through, striving to always do what they say they will do. Consistently meets and exceeds deadlines. Demonstrates dedication, and conscientiousness in their work. Responds and follows through on all requests in a timely manner. Always strives to follow time off, notification, and break policies appropriately with adequate and advanced notice. Willing to take full responsibility for their work, their mistakes, and their behavior. This employee can always be counted on! 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: 4 PERFORMANCE APPRAISAL - NON-SUPERVISORY QUALITATIVE EVALUATION Human Relations, Customer Service: Consistently promotes a positive work environment for others. Demonstrates total commitment to outstanding customer service. Provides knock- your-socks-off customer service that consistently exceeds customer expectations. Consistently exhibits creativity and flexibility in resolving customer issues. Readily and often shares information in a concise, courteous and helpful manner. Provides exceptional customer service to both external and internal customers alike. Is authentic in their approach to others and welcomes all forms of feedback with diplomacy, respect, and sensitivity. Views complaints or issues as growth opportunities to creatively solve issues and for continued improvement. Exerts advanced follow-through to ensure issues are fully resolved and internal/external customers are satisfied. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Initiative/Professionalism: Ability to analyze work, set goals, and utilize time well. Actively participates in improving the organization. Consistently shows initiative, generates ideas, participates in group discussions, and makes suggestions for improvement. Responds to internal and external customers alike with the utmost professionalism and represents the city in the highest manner. Shows intentional motivation to perform at a high level. Effectively develops strategies to reflect changing priorities and then translates them into objectives and action plans. Demonstrates appropriate curiosity, inquisitiveness, and engagement in reinventing workflow in light of changing needs. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Adaptability: Demonstrates the ability to multitask and handle pressure or crisis situations; Remains resolute and calm when faced with challenges. Leans into changing priorities and adapts expectations to revised goals and deadlines. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Judgement, Decision Making: Consistently makes decisions that are sound and based on fact rather than emotion. Decisions are based on the greater good of the city and the team. Involves others in making decisions that impact them or the department/organization. Always willing to be open to other’s suggestions and ideas. Consistently uses advanced problem- solving skills and offers solutions to problems in a constructive and timely manner. Follows through to ensure the actions taken are effective. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: 5 PERFORMANCE APPRAISAL - NON-SUPERVISORY QUALITATIVE EVALUATION Collaboration, Cooperation: Excellent team member who values and promotes teamwork. Adjusts priorities to meet the team or city’s needs; encourages greater collaboration and open discussion with peers and team members. Willing to work harmoniously with others to get a job done and is always ready to respond positively to instruction. Willingly transfers knowledge to others to raise performance standards across all departments. Refrains from gossip and negative talk about other team members and officials. 5) Distinguished 4) Superior 3) Fully Successful 2) Partially Successful 1) Unsuccessful Comments: Noteworthy Accomplishments during this review period: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ Areas for Improvement (Attach PIP for areas identified as Partially or Unacceptable): ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ Actions Taken to Improve OR Enhance Performance during this review period: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ Employee Comments: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 6 PERFORMANCE APPRAISAL - NON-SUPERVISORY QUALITATIVE EVALUATION Employee Signature: Date: Supervisor Signature: Date: City Administrator Signature: Date: Human Resources Director Signature: Date: Copy to Employee  File in Personnel File  7 6 MEETING TYPE Retreat City of Shorewood Council Meeting Item Title/Subject: Proactive Code Enforcement Meeting Date: November 30, 2021 Prepared By: Marie Darling, Planning Director What is Proactive Code Enforcement? Proactive Code enforcement is a process of reviewing all the properties in a community regularly in addition to taking specific complaints about code violations. What are the benefits of Proactive Enforcement? Wide-spread code violations can be harmful to a community by devaluing property, as well as detracting and degrading the quality of any neighborhood. With regular code enforcement, residents get a broad understanding of what’s expected of them and smaller nuisances can be spotted before they grow into larger situations. The biggest advantage is that the rules are enforced more consistently. With a complaint-based system, those that are comfortable reaching out to the government are more likely to place complaints and frequently target people who are different from them, in terms of age, race or economic circumstances. Additionally, a complaint-based system is also a means of using the government as a stick in neighbor disagreements. What is the downside of Proactive Enforcement? The downside of enforcement is the cost and the impact of more government services in a time of anti-government sentiment. Staff impacts: A successful code enforcement program requires setting goals and a thoughtful process of defining the size of the program and what the program should accomplish. It doesn’t only involve the initial identification of the violations, the inspector(s) must have time to follow up on all the violations to the point of completion and must follow all laws and the laws are increasingly complex. The enforcement officer should be specifically trained in enforcement and have a good idea of how to work with residents to gain compliance. 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. We contacted various other cities with proactive code enforcements (Bloomington, Brooklyn Park, Richfield, St. Louis Park, and West Saint Paul) for information on how they proceed and how many people they have as staff. City Pop. Employees How often are all properties inspected Bloomington 89,987 9 FTE plus Once per year seasonal/interns (includes sanitarians and rental) Brooklyn Park 86,478 9 FTE plus seasonal Once each five years, six /interns (includes neighborhoods each year sanitarians and rental) Richfield 36,994 1.5 FTE Staff may initiate complaints, no neighborhood sweeps St. Louis Park 49,069 1 Once each two years West St. Paul 20,615 1 FTE Staff may initiate complaints, no neighborhood sweeps To begin the program, the City would need to hire at least one full-time code enforcement person. That position could also take on the administration of the rental program and the related inspections as the rental inspections generally take place from November to January and code enforcement has its peak demand between early spring to late fall. The first few seasons of a proactive code enforcement program could reveal a significant number of violations and depending on how much of the city is reviewed each year, a summer intern/seasonal code enforcement person may also be necessary due to the likelihood of a high volume of violations. Staff Turnover: Code enforcement people have to contend with a lot of unhappy people. The importance of hiring a trained code enforcement person rather than to add those duties to an existing person is to prevent disillusionment and ongoing turnover. Although code enforcement people also burn out, most are fully prepared for the position once they are hired. Scope and Limitations: Proactive inspections are limited in that the inspectors are not permitted to enter the property. The inspections must be done from the street. With a complaint-based program, sometimes staff can gain access to rear yards by asking the complainant to provide legal access to their homes or back yards to complete the inspections. Antigovernment Sentiment: In 2017, the City conducted a survey for the Comprehensive Plan. One of the questions was regarding funding priorities and code enforcement. About 30 percent (61) of respondents thought that providing proactive code enforcement should be a funding priority. At Matters from the Floor, a few residents have also recently said that code enforcement should be proactively done without needing neighborhood complaints. Although this is the sentiment of those that are speaking up, staff assumes that there is another segment of the population that would be opposed to proactive code enforcement. Due to the current anti-government sentiment throughout the nation, staff are concerned that implementation of a new code enforcement program may have a substantial impact on public sentiment toward staff and the Council. This type of program should be well communicated before approving and public input should be encouraged. Additional recommendation: Whether or not the City Council directs staff to continue looking into this new program, staff would recommend amending Chapter 104 of city code so that staff has more autonomy in giving residents additional time to bring a property into compliance. By code, staff can only give a property owner 10 days to resolve a code violation. The City Council is required to give any more time to correct the situation. We would recommend giving staff more flexibility to resolve the issues before residents have to face the City Council to request additional time. Financial or Budget Considerations: Human Resources staff estimates at $150,000 annually for the full-time employee, including salary and benefits. Based on recent code enforcement job listings, a seasonal code enforcement hourly person could be between $21-$27 per hour.