HomeMy Public PortalAboutRes-CC-2018-12CITY OF MOAB RESOLUTION NO. 12-2018
A RESOLUTION ENDORSING THE CITY OF MOAB 2018-2019
ADMINISTRATIVE WORK PLAN
The following describes the intent and purpose of this resolution:
1. In order to establish clear expectations between the City's administrative staff and
the City Council, the City Manager drafted an Administrative Work Plan ("Plan")
that identifies new and ongoing initiatives and projects to be accomplished in
addition to the administration's daily responsibilities (Attachment A);
2. This Plan memorializes and updates the historical priorities of the City of Moab's
municipal government based on priorities established by the 2018 City Council;
3. The City Council and the Mayor agree that the Plan is an advisory document that
effectively represents their expectation for the prioritization of City resources, and
will provide guidance for the Fiscal Year 2018-2019 budgeting process;
4. This Plan is effective immediately and contemplates a timeframe of approximately
eighteen months.
The foregoing resolution is approved and adopted by action of the Moab City Council, as
set forth below. This resolution shall take effect immediately.
Z-l3-LS/
Mayor Emily S. Niehaus Date
Rachel Stenta, Recorder
2— l3
Date
Attachment A
2018-2019 City of Moab Administrative Work Plan
City of Moab 2018-2019 Administrative Work Plan
City employees spend much of their time working on essential services to maintain a
functional municipal government. In addition, unexpected emergency or urgent items
require immediate attention, which can take many hours to address and resolve.
At the same time, employees are expected to work on new initiatives or projects that
advance agreed -upon goals. Set forth below is a work plan that reflects Council priorities
while balancing the practical constraints of available time and resources for the next
eighteen months (March 2m8-August 2019.)
Section 1: Housing
1.1 Bring Council and community up to speed regarding affordable
housing issues in Moab and the historical efforts to add affordable
housing. Conduct a workshop or workshops to better understand the issue.
1.2 Follow through with the assured housing analysis and possible
implementation.
1.3 Identify and reduce barriers to affordable housing development in
city code.
1.4 Financially support an actual workforce housing project in
partnership with HASU and other agencies.
1.5 Create an incentive program for deed -restricted housing development
(single or multifamily). This will likely include a new "planned affordable
development" ordinance but may also include other approaches to incentivizing
deed -restricted development.
Section 2: Water Resource Protection
2.1 Retain legal and political expertise to ensure that water rights are
maintained.
2.2 Implement additional measurement capabilities at surface water
sources.
2.3 Closely follow and participate in the formulation of the State -led
groundwater management planning process.
Section a: Quality -of -Life and Cross -Jurisdictional Initiatives
3.1 Support a high-level community -driven visioning process. The City will
help identify a consultant and/or community groups that will lead this effort.
3.2 Create a io-Year Sustainability Plan. We will develop a comprehensive
Sustainability Plan that builds upon the Vision 2020 Plan and set actionable
priority goals for carbon reduction, energy efficiency, water conservation, and the
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tree canopy. This will guide the City's decision making across departments as well
as provide a roadmap for meeting community -wide sustainability goals.
3.3 Establish baseline data for a municipal and community -wide
emissions inventory. Doing so will assist businesses with establishing baseline
inventories regarding energy, water, biodiversity, trash and fuel, among others.
3.4 Facilitate the wattsmart Program. This will include the "Green to Gold"
initiative and a Residential Outreach Program.
3.5 Engage internal and external constituents. The Sustainability Director will
spend significant time fostering relationships and working with the public and
city staff to identify sustainability goals and tactics.
3.6 Conduct community -wide challenges. These will educate and engage
community members and tourists in conservation activities.
3.7 Coordinate a legislative strategy with Grand County. To ensure that we
are as effective as possible during the 2018 Utah Legislative session, the City will
coordinate closely with the County on priorities and lobbying strategy.
3.8 Implement Dark Skies Initiatives.
• Update and amend City Code outdoor lighting elements to minimize light
trespass;
• Retrofit street lights with full cutoff shielding
3.9 Address in -town ATV/UTV noise issues. Options include:
• Pursuing state -level legislative fixes
• Exploring parking alternatives that allow for trailering and/or shuttling to
trailheads
3.10 Support the development of the new USU Campus. The City will continue
to take the lead on the primary infrastructure project and stay involved in
planning and financing efforts.
3.11 Analyze potential for future shared services with Grand County. The
City and County will conduct a jointly -funded study to determine where, if any,
consolidated services may be appropriate and if current partnerships are
optimized.
Section 4: Land Use and Infrastructure Planning and Development
Land use planning:
4.1 Complete the Downtown Master Plan.
4.2 Conduct the annual revision/update of the General Plan. Given the
recent comprehensive update, the effort in 2018 will primarily focus on creating a
more specific Future Land Use Map.
4.3 Complete a citywide parking plan. This Plan will a) identify existing
facilities, opportunities, and constraints, b) project out parking needs, and c)
propose possible solutions.
4.4 Develop small area plans. Specific neighborhood plans will be developed for:
• Powerhouse Lane/Millcreek Drive area
• 400 East corridor
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4.5 Participate in regional mobility planning. In partnership with Grand
County and UDOT, facilitate long-range mobility and transportation planning for
the greater Moab area.
Development standards:
4.6 Revise various development standards. This will include:
• Parking on commercial and multifamily sites'
• Residential area driveway separations;
• Fencing;
• Landscaping;
• Signs and lighting (in accordance with dark skies policies); and
• Pedestrian safety.
4.7 Develop standards for "pocket neighborhoods". These will address
character and infrastructure issues in areas such as:
• East Center;
• West Center; and
• East loo North.
Development -related code reorganization and revisions:
4.8 Remove conditional uses from the development code.
4.9 Propose code revisions regarding planned affordable/planned unit
developments.
4.10 Reorganize the development -related sections of City Code. Specifically,
consolidate and update as appropriate the sections describing commercial zones
and residential zones, and add a comprehensive use table.
Infrastructure planning:
4.11 Finish sewer, culinary water, and storm water master plans.
4.12 Create a 5 year capital improvement plan.
4.13 Inventory all transportation system components. This is needed to better
predict future needs and plan for capital improvements.
4.14 Develop a pavement management plan. This plan will provide guidance for
the capital improvements list for streets, sidewalks, curb and gutter, and paved
non -motorized pathways.
4.15 Inventory all public signage and develop signage plan. As Moab grows,
there is a need to evaluate signage and ensure that current and new signage
complies with federal and state standards.
4.16 Create a striping plan for all city roads.
Section 5: Infrastructure Maintenance and Operations
Sewer and Storm Water:
5.1 Complete the annual sewer and storm water capital projects list.
5.2 Clean up sewer easement issues on Soo W.
5.3 Facilitate orderly transition from old to new WRF.
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Culinary Water:
5.4 Complete the annual culinary water capital projects list.
5.5 Implement the SCADA upgrades for the culinary water system.
Streets/Sidewalks/Curb/Gutter:
5.6 Complete the annual concrete -related capital projects list, including
an annual new seal coat for all roads chip sealed in 2017.
Fleet:
5.7 Establish fleet master list and preventative maintenance schedule.
5.8 Evaluate purchasing/leasing options for vehicles.
5.9 Establish a tracking system for vehicle miles traveled, fuel usage, and
other relevant metrics.
Parks:
5.10 Develop and implement a park -specific plan for Old City Park. This will
likely include trailer removal, pond revitalization, and stage
rehabilitation/rebuilding.
Facilities:
5.11 Implement a SCADA system for city buildings.
5.12 Develop a preventative maintenance program for city buildings. This
will address HVAC, mechanical, and electrical systems.
5.13 Conduct energy audits and establish benchmarks for all city facilities.
Section 6: Central Administration and Personnel
Personnel:
6.1 Institute succession planning. Each department will produce a
recommendation for how to best structure their organization to foster internal
advancement and ensure organizational resiliency. This may include professional
development in the form of mentoring programs and/or a training regimen, as
well as structural changes and the development of written policies and
procedures.
6.2 Develop performance indicators. Staff will collectively create a set of
recommended performance indicators for council consideration. These will
provide high-level trendlines over time to show how city government is
functioning. This will likely include conducting a community survey to
contextualize internal perceptions of success.
6.3 Update citywide personnel policies and procedures. The City's personnel
manual is due for a significant update to reflect recent changes in management,
leave time, grievance procedures, and many other HR-related items.
6.4 Revise the performance evaluation process. The new approach to
adjusting compensation based on performance evaluations is working well, but as
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with all new methodologies, refinements are needed (primarily with regard to the
evaluation form itself and what is expected from supervisors who perform the
evaluations).
6.5 Manage rising health care costs and implement a wellness incentive
program. Currently, employees are responsible for -4% of the health insurance
premium, but at a set amount. There is currently no incentive for employees to
proactively track and improve their own health. Given rising premiums, we need
to develop a more sustainable approach to managing health care costs.
Open and Better Government:
6.6 Implement the online agenda management system. This will create a
more efficient workflow, allow ease of access to relevant documents by the
Council and public, and show the evolution and progress of agenda items over
time.
6.7 Stand up an online public records archive. A public -facing archival system
will reduce the need to respond to GRAMA requests while increasing public
accessibility to official City documents.
6.8 Revise and implement records retention policy. This is a much -needed
clean up effort that will reduce the City's liability, increase efficiency, and save
both physical and digital space.
6.9 Evolve the City's digital presence. We will coordinate social media
engagement and website creation and maintenance across departments to ensure
consistent and effective messaging and communication. This includes a major
revision of the City's main website.
6.10 Implement a constituent response management system ("CRM").
Starting with a simple database, create a process and system for tracking
constituent feedback and comments to the City that come from any
communication vector (phone, email, verbal, etc.)
6.11 Create a Communications Plan. The Plan will address internal and external
engagement and standards for communication.
6.12 Continue overall City Code cleanup and updating. This would include a
consolidated fee schedule section and a reordering of the city code.
6.13 Implement an online Special Events application process.
6.14 Substantively revise specific non -land use code sections. These include
the following:
• GRAMA-related provisions;
• Business/Vendor/home occupation license provisions; and
• Alcohol regulations.
6.15 Approve a new contract for waste hauling services.
Management and Organization:
6.16 Fix process issues with Planning and Zoning Commission. This may
include:
• Instituting a required training program;
• Creating a job description for Commissioners
• Enforcing procedural requirements;
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" S c h e d u l i n g r e g u l a r C o m m i s s i o n / C o u n c i l j o i n t m e e t i n g s ; a n d / o r
" R e c r u i t i n g n e w m e m b e r s h i p .
6 . 1 7 S t r e n g t h e n t h e P l a n n i n g a n d D e v e l o p m e n t D e p a r t m e n t . A d d a j u n i o r
l e v e l p l a n n e r , s e t c l e a r g o a l s f o r s t a f f , a n d e n s u r e t h a t p r o f e s s i o n a l t r a i n i n g a n d
s u c c e s s i o n p l a n n i n g a r e p r i o r i t i e s .
6 . 1 8 R e v i s e P u b l i c W o r k s o r g a n i z a t i o n a l s t r u c t u r e . P u b l i c W o r k s w i l l c o n t i n u e
t o r e f i n e i t s o r g a n i z a t i o n a l s t r u c t u r e t o b e t t e r t r a c k f u n d s a n d a l l o c a t e e x p e n s e s
a p p r o p r i a t e l y , e . g . s e p a r a t e o u t S t r e e t s f r o m A d m i n i s t r a t i o n , a n d c r e a t e s e p a r a t e
b i l l i n g r e g i m e f o r F l e e t s e r v i c e s .
6 . 1 9 D e v e l o p a P u b l i c W o r k s - s p e c i f i c s e t o f w r i t t e n p o l i c i e s a n d
p r o c e d u r e s .
6 . 2 0 R e v i s e E n t e r p r i s e F u n d b u d g e t s . T h i s i s a c o n t i n u a t i o n o f t h e s e p a r a t i o n o f
t h e w a t e r a n d s e w e r f u n d s .
6 . 2 1 U p d a t e C i t y C e n t e r o f f i c e s a n d P u b l i c W o r k s o f f i c e s a n d s h o p s p a c e s .
S i g n i f i c a n t c a p i t a l f a c i l i t i e s p l a n n i n g a n d a n a l y s i s h a s b e e n c o n d u c t e d f o r C i t y
C e n t e r , a n d a s i m i l a r e n d e a v o r i s n e e d e d f o r t h e P u b l i c W o r k s o f f i c e s a n d y a r d .
S e c t i o n 7 : A r t s a n d R e c r e a t i o n S e r v i c e s
7 . 1 D e v e l o p a R e c r e a t i o n a n d T r a i l s M a s t e r P l a n . T h i s m a y r e s u l t i n a m o r e
s p e c i f i c i n - t o w n u r b a n t r a i l s p l a n a h e a d o f a m o r e c o m p r e h e n s i v e r e c r e a t i o n
p l a n .
7 . 2 U p g r a d e s i g n a g e f o r r e c r e a t i o n f a c i l i t i e s .
7 . 3 R e v i s e a n d r e n e w t h e l e a s e a g r e e m e n t r e g a r d i n g t h e g o l f c o u r s e .
7 . 4 E v a l u a t e o p t i o n s f o r e x p a n d e d a r t s o f f e r i n g s . T h i s m a y i n c l u d e :
" L a r g e s c u l p t u r e c o m m i s s i o n s ;
" C r e a t i v e l i g h t i n g d o w n t o w n ;
" A n a r t i s t - i n - r e s i d e n c e p r o g r a m ; a n d / o r
" A d d i t i o n a l a r t s c o n t e s t s a n d f e s t i v a l o f f e r i n g s .
S e c t i o n 8 : P u b l i c S a f e t y
8 . 1 C o n d u c t a m a j o r r e v i s i o n o f t h e d e p a r t m e n t a l p o l i c i e s a n d p r o c e d u r e s
m a n u a l .
8 . 2 I n s t i t u t e a f o r m a l i n d i v i d u a l i z e d t r a i n i n g p l a n f o r e v e r y o f f i c e r .
8 . 3 F i l l v a c a n t p o s i t i o n s .
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