HomeMy Public PortalAbout01.16.2024 Work Session Meeting Packet Posted 5/29/2009 Page
WORK SESSION AGENDA
MEDINA CITY COUNCIL
Tuesday, January 16, 2024
6:00 P.M.
Medina City Hall
2052 County Road 24
I. Call to Order
II. Motion to Delegate Duties to Preside Over the Meeting to
Council Member Albers
III. Strategic Goal Setting
IV. Adjourn
Posted 01.12.2024
Mayor Kathleen Martin will
participate in the meeting virtually
from the Forum Room at the Sonoma
Valley Regional Library, 755 West
Napa Street, Sonoma, CA 95476
1
MEMORANDUM
TO: Medina City Council
FROM: Scott Johnson, City Administrator
DATE OF REPORT: January 8, 2024
DATE OF MEETING: January 16, 2024
SUBJECT: 2024 Draft Strategic Goals Discussion
Background
In December 2023, the City Council requested further information at the strategic goals work
session on December 19, 2023.
Staff have been working with Council Member Todd Albers to update the draft strategic goals
for Medina per Council direction.
The draft strategic goals document highlights the top challenges and opportunities facing the city
over the next few years. They include:
• Addressing the long-term fire infrastructure/coverage needs for Medina.
• Addressing the long-term park funding needs
• Establishing a long-term vision and process for the recently purchased properties on
Willow Drive and Chippewa Road
• Maintaining an efficient and competitively compensated staff
The goals have been linked to the 2040 Comprehensive Plan. We have incorporated the
Comprehensive Plan Community Vision into the draft document.
The staff goal was to create big picture overarching goals for the Council and Staff to strive
towards over a period of time. The strategies and tactics would need to be reviewed, updated,
and adjusted with the City Council at work sessions periodically. The draft document is
structure in the following manner:
1. Overarching Goals,
a. Strategies supporting the overarching goals,
i. Tactics addressing the key issues, with estimated timeframes.
Requested Action
We are seeking Council discussion on our recommendations to ensure we are appropriating
resources in the desired areas. Set a time/date for further discussion if necessary.
WS Agenda Item #III
Draft Medina Multi-Year Strategic Plan as of January 1, 2024
Community Vision: The following statement provides a vision of the
community for the future and the resultant goals and strategies.
Medina is a community united by a common goal: to sustain and enhance the quality
of life of its residents. Medina will protect its significant natural resources and open
space throughout the City, while honoring its rural heritage and fostering safe and
well-designed neighborhoods, places of recreation and destinations for citizens to
gather. Development within the City will be commensurate with available
transportation systems, municipal services and school capacity.
Strategic Goals
Goal 1: Maintain its commitment to cost-effective, high quality public safety and public infrastructure through support of the
City’s police department, public works, and coordination with its contracted fire departments.
Strategies Action Items Completion
Timeframe
Evaluate the Long Lake Fire Contract
area and options for coverage.
Evaluate taxing jurisdiction options 2024 – Q2
Contract ends 12/31/25. Work with fire departments to ensure long-term fire coverage
for area
2024 – Q4
Assist and support the evaluation and
analysis of implementing a taxing
jurisdiction for the West Suburban Fire
District.
Evaluate joint power agreement (JPA) or taxing jurisdiction options. 2024 – Q2
Facilitate meetings with neighboring cities and fire departments to coordinate long-term
fire services in the area. Formulate a plan for board representation at the fire district
meetings
2024 – Q2
Formulate communication plan for internal and external fire communications. 2024 - Q3
Analyze the means to meet the future funding requirements for a fire district based on
current committed cities.
2025 - Q4
Establish long-term funding strategy for
park, trail, and recreation system
Review and evaluate desired level of park, trail, and recreation infrastructure and
programing and estimate projected costs for construction, replacement, maintenance,
operations, and programming.
2024 – Q4
Establish long-term funding strategy for park, trail, and recreation budgets including park
dedication, municipal park fund and general fund park budget.
2025 – Q2
Implement capital improvement plan (CIP) based on costs and needs. 2025 – Q4
Goal 2: Manage the City through prudent budgeting processes and operational efficiencies.
Strategies Action Items Completion
Timeframe
Maintain a competitive and economical
total compensation and benefits plan for
city staff.
Review recruitment and retention policies and practices. 2024 - Q2
Research opt-out policies to encourage staff to obtain medical coverage through a
spouse’s employer.
2024 - Q2
Analyze cost of living increases (COLA) and wage caps. 2024 - Q2
Evaluate staff benefits, including opt out policies. 2024 - Q3
Review and refine performance evaluation forms for yearly review. 2024 - Q3
Evaluate paid time off polices in the context of the recently passed MN Paid Family
Medical Leave Law (law will be implemented Jan. 1, 2026).
2025 - Q4
Improve efficiencies in operations.
Analyze the costs and benefits of outsourcing payroll operations. 2024 - Q2
Implement new website and packet management software. Review workflow software
options.
2024 - Q4
Review staff capacity, job descriptions, pay grades, outsourcing options, years of
experience requirements and organizational structure.
2025 - Q2
Maintain and develop high-quality staff through training and professional development
opportunities.
Ongoing
Evaluate options to celebrate and
recognize staff accomplishments.
Discuss options with employee recognition. 2024 - Q3
Evaluate options to further recognize staff members at City Council Meetings. 2024 - Q3
Review ways to recognize staff members at the bi-annual all employee training sessions. 2024 - Q4
Goal 3: Encourage attractive, vibrant new developments and redevelopments that complement the residential areas of the City.
Strategies Action Items Completion
Timeframe
Determine the City of Medina’s role in
supporting the economic development
of Uptown Hamel.
Complete the Uptown Hamel Market Study and Feasibility study with WSB. Evaluate the
results and communicate the viable development options with the community.
2024 – Q2
Evaluate development standards and density allowances and determine whether
changes are necessary.
2024 – Q4
Engage with key stakeholders (property owners, tenants, residents, businesses,
developers) to gather input and ideas (many conversations have occurred to date).
2024 – Q4
Evaluate the use of economic development tools, including tax increment financing and
land acquisition.
2025 – Q2
Evaluate whether improvements are necessary for road configurations, traffic control
and parking options.
2025 – Q3
Establish vision for the recently
purchased properties on Willow Drive
and Chippewa Road.
Consider hiring consultant(s) to assist with engagement, evaluation, planning, and
implementation.
2024 – Q2
Engage with stakeholders on vision for future use of the property. In addition to other
stakeholders, engage with West Suburban Fire District related to facility
interest/location and Park Commission to determine desired park programming, park
size, and location.
2024 - Q4
Evaluate potential implications with the Comprehensive Plan based upon potential use
of the land.
2025 – Q2
Evaluate the use of economic development tools, including tax increment financing and
land acquisition.
2025 – Q4
Evaluate opportunities to partner in land development opportunities. 2025 - Q4
Evaluate the City of Medina’s role in
economic development in situations
beyond the targeted areas noted above.
Review sewer and water rate/fees in conjunction with infrastructure costs, impact on
existing users, economic development and comp plan.
2024 – Q4
Evaluate the use of economic development tools, including tax increment financing and
land acquisition.
2025 – Q4
Discuss options with stakeholders, city officials, local developers and cities. 2026 - Q1
2024 Goals
Administration
(1) Implement the new website and packet preparation process - 4th quarter
(2) Improve election administration by:
a. Cross-training more City Hall staff.
b. Recruiting and training election judges for specialized roles of head judge, assistant
head judge, and poll pad specialist.
c. Further develop the student election judge program and continue building
relationships with the local high schools.
d. Better utilize City Hall facilities to provide a better voter experience (use council
chambers for AB voting and use the garage for the general election day voting) -
4th quarter
(3) Review compensation, benefits, job capacities, job descriptions, and organizational
structure - 4th quarter
(4) Continue to work with Council and West Suburban FD to implement a fire services district/JPA
for services - ongoing.
(5) Evaluate hiring practices, personnel recruitment - ongoing
(6) Coordinate a spring 2024 business forum meeting with businesses, City Council and staff. Also,
set up business tours for spring and fall of 2024.
Public Works
(1) Complete road and utility projects in 2024 – 3rd quarter
(2) Discuss and reinforce core values at staff meetings and other meetings as appropriate
(ongoing)
(3) Training Opportunities – professional development opportunities for you and for your staff
- ongoing
(4) Complete the stormwater infrastructure plan – 2nd quarter
(5) Complete the lead service line identification project – 2nd quarter
(6) Restructuring plan for public works personnel – 4th quarter
(7) Begin planning for the water treatment plant expansion - 4th quarter
(8) Evaluate the IB lift # 1 concrete for possible replacement – 3rd quarter
Finance
(1) Train Accountant position to audit financial statements - 4th quarter
(2) Implement deeper utility billing report analysis - 2nd quarter
(3) Budget and Finance Department education for staff and council - ongoing
(4) Provide updates on values when they are received from Hennepin County - ongoing
(5) Provide a 5-year budget review to Council – 1st quarter
Public Safety
(1) Establish “Faith and Blue” program – 3rd quarter
(2) Revise the Police Reserve Program – 4th quarter
(3) Update the Police Department staffing plan – 4th quarter
(4) Continue to review recruitment and retention policies and practices – 4th quarter
(5) Work with RMS consortium to come up with a new records management system that will
be in place for the next ten years starting in 2024 – 4th quarter
(6) Implement audits of the evidence room and body camera’s in 2024 – 4th quarter
Planning
(1) Cates land planning - 4th quarter
(2) OpenGov implementation - 1st quarter
(3) Stormwater Maintenance - 3rd quarter
(4) Uptown Hamel - 1st quarter
(5) Developer Handbook - 2nd quarter
(6) Accessory Dwelling Unit regulation review - 3rd quarter