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HomeMy WebLinkAboutPacket - 02/22/2016 - Committee of the WholeQ!Is i i / "E RT 6F TNC FOX RIY£RV COMMITTEE OF THE WHOLE McHenry Municipal Center 333 South Green Street, McHenry, IL Monday, February 22, 2016, 7:00 PM AGENDA 1. Call to Order 2. Roll Call 3. Pledge of Allegiance 4. City of McHenry Mission Statement 5. Public Comment: Any person wishing to address the City Council will be required to step forward to the podium and identify themselves for the record and will be asked but are not required to provide their address. Public comment may be restricted to three -minutes for each individual speaker. Order and decorum shall be maintained at public meetings. 6. City of McHenry Comprehensive Strategic Plan Update 7. Adjoununent The City of McHenry is dedicated to providing its citizens, businesses, mid visitors with the Itigltest quality ojprograms and services in a customer -oriented, effrcient, and fiscally responsible manner. Derik Morefield, City Administrator McHenry Municipal Center 333 Green Street McHenry, Illinois 60050 Phone: (815) 363-2100 Fax: (815) 363-2119 dmorefield@ci.mchenry.il.us COMMITTEE OF THE WHOLE AGENDA SUPPLEMENT DATE: February 22, 2016 TO: Mayor and City Council FROM: Derik Morefield, City Administrator RE: Strategic Plan Update ATT: City of McHenry Comprehensive Strategic Plan —August 2014 The February 22nd City Council Committee of the Whole Meeting has been identified as an opportunity to review and update the City's Comprehensive Strategic Plan. The following information is provided as background information, to highlight successes, and to provide a framework for ensuring that the discussion on the 22nd can be focused. Background In the fall of 2013 the City Council and Department Directors participated in a strategic planning session facilitated by Dr. Frannie Glossen and Marcy Piekos. The results of this exercise were compiled and presented to Council in the form of the City of McHenry Comprehensive Strategic Plan document that was adopted by Council in August of 2014. In addition to establishing updated Mission and Vision statements, Governing Principles and a Code of Ethics, the plan identified fifty-nine (59) Strategic Goals as guiding principles for decision -making. A copy of the strategic plan document has been provided for your reference. Key to ensuring that the strategic plan remains relevant to the activities/actions being undertaken by staff and elected officials, is reviewing the plan on a regular basis to celebrate achievements, revisit opportunities, and to identify/introduce any new strengths (assets), weaknesses (liabilities), opportunities, and threats (challenges) that may need to be incorporated in to the plan. The strategic plan itself identifies that the document should be reviewed and updated annually and, moving forward, it is recommended that Council and Staff The City of McHenry is dedicated to providing the citizens, businesses and visitors of McHenry with the highest quality of programs and services in acustomer-oriented, efficient and fiscally responsible manner. conduct this review/update each February to coincide with the development of the succeeding year's annual budget. Successes to Date As previously identified, The City of McHenry Comprehensive Strategic Plan contains 59 Strategic Goals defined as Assets, Liabilities, Opportunities or Challenges. While some strategic goals are more quantifiable than others, in reviewing them it is easy to identify a number of achievements that have been realized in the relatively short period of time since the development and adoption of the document. Highlights of those achievements which are quantifiable include: • Staff —Implementation of a merit -based compensation system for non -bargaining unit employees. A merit -based system of compensation was developed and implemented in 2015. • Transportation —Analyze, fund and implement local street improvement program on an annual basis. Funding of the local street program was increased in FY15/16 and is recommended to be doubled to $1,000,000 in FY16117. • Transportation —Leverage funding from local, state and federal partners for the continued completion of primary arterial roadway projects. The City has been successful in leveraging Surface Transportation Program (STP) funds for street projects. In FY15/16 this included approximately $1,000,000 for the McCullom Lake Road improvement project. FY16/17 will include $1.28 million in STF funding for the Bull Valley Road/Curran Road Intersection Improvements and $22,500 for the Curran S-Curve Project. Proposed for FY17/18 is $1.5 million in STP funding for the Pearl Street/Lincoln Road Improvement Project. • Community Events —Generally, the City continues provide services and support to a wide variety of events throughout the community in an effort to expand opportunities for existing residents and draw visitors. • Fox River and McCullom Lake —Development of the Riverwalk provides opportunities for redevelopment, business expansion, social and cultural activities along the river. In 2014 the City coordinated with the Riverwalk Foundation to implement another phase of the Riverwalk from Miller Point north under the Elm Street (Route 120) bridge. In addition, City Staff undertook an extensive cleanup of Miller Point to make it more accessible to the public. • Unique Downtown Areas —Generally, the City continues to provide focused efforts on downtown business districts by way of public improvements, landscaping, decorating, etc. In addition, since the implementation of the strategic plan, Venice Avenue has been opened providing some additional linkage between the Riverside Drive district and Green Street. • Financial Stability —Continue track record of conservative budgeting approach with the priority being the adoption of an annual budget that is balanced. The City Administration continues its commitment to the presentation of an annual budget that is crafted with a cautious approach to increased revenues and continued limited increased expenditures. This approach has allowed the City to rebuild the General Fund fund balance to a healthy level that not only provides an operational reserve, but now allows for the implementation of more aggressive capital improvement program. • Aging Infrastructure —Cannot ignore aging of vital infrastructure —roadways, water and sewer treatment and conveyance. In 2015 the City established the Utility Maintenance Division of the Department of Public Works for the sole purpose of focusing on undertaking much needed water and sewer utility maintenance projects. Funding for water and sewer main replacement has been proposed in the FY16117 CIP for implementation by this division. Street improvement funding has been increased, with $1,000,000 proposed for local streets in FY16117 and an increase in cracksealing from $30,000 to $50,000. • Finance/Reduction of Resources —Must continuously monitor threats to municipal resources. The Administration continues to keep one eye on activities at the State level that may jeopardize local funding. In 2015 this included the potential for a 50% reduction in the Local Government Distributive Fund (LGDF) as well as delayed payments for Motor Fuel Tax (MFT) and video gaming receipts. While the local economy may produce strong sales tax and income tax receipts, decisions at the State level could severely impact available funding. • Access to the Fox River and Expansion of the Riverwalk — o Partner with the Riverwalk Foundation, businesses, property owners and developers to expand the existing Riverwalk and link this amenity to the downtown. As identified previously, the City coordinated with the Riverwalk Foundation in 201412015 to complete improvements to the Riverwalk north to and under the Elm Street bridge. o Development of public boat slips at Miller Point, Weber Park and any other additional locations as possible. In 2015 the City completed the installation of twelve (12) public boat slips accessible from/to Miller Point. o Obtain necessary approvals for the development of a public boat ramp/launch at Charles Miller Riverfront Park. The City has continued to work with the US Army Corps of Engineers in receiving approval for the completion of this public amenity. Currently, the City anticipates an opportunity to partner with the Village of Lakemoor, Village of Johnsburg and McHenry County to obtain the rights to two boat launches which would enable the transfer of rights and related development of these to Miller Riverfront Park in late 2016, early 2017 • Decommissioning and Redevelopment of the Central Wastewater Treatment Plant (CWWTP) — Generally, while there is little debating that the cost estimates for this project fluctuated, the bottom line is that it is a project which the City of McHenry had little choice in implementing given the conditions put in place by the Illinois Environmental Protection Agency (IEPA). The future challenge will be the demolition and private redevelopment of the existing CWWTP site. • Development of an Aquatic and/or Recreation Facy —All four of the Strategic Goals have been addressed with the construction of the McHenry Recreation Center. Over the past two years Council has moved through the entire process of evaluating development potential, identifying the appropriate funding of such a facility, selecting development and construction firms, constructing and, in just a few short weeks, opening the facility. • Bike Path Implementation —Continue to promote opportunities for the development of bike paths throughout the community through the implementation of both public and private projects. Work to identify and secure funding, as available, for bike path projects. The City was able to secure more than $350,000 for the extension and development of a multi -use path connecting Knox Park with the new McHenry Recreation Center. This path will be developed in FY16/17. • Vacant/Underutilized Retail Space —All four of the Strategic Goals have been addressed through the creation of the Director of Economic Development position and efforts that have been put forth to work with property owners, brokers, users, etc. to fill vacant and/or underutilized retail spaces. Successes have included Big R, CVS, Door Services, Inc., Bulldog Alehouse, Restore, and many other smaller projects. In addition, in early 2015, Director Martin introduced the McHenry Market Pulse blog as an educational tool to inform the general public about economic development -related projects and generally promote an understanding of economic development processes. • Technology —Encourage the use of technology as an effective methodology for increasing efficiency for various municipal functions. Two primary examples of this that were implemented in 2015 included the implementation of a new finance/utility billing software, and the implementation of the BS&A permitting/project management software. As can be clearly identified we have been able to achieve many successes in the brief period of time since the strategic plan was adopted, just 19 months ago. Additionally, other opportunities have presented themselves — like dispatch consolidation — that we have been able to act upon. Just as there are Strategic Goals that can be improved upon or continuously addressed, there are most certainly new assets, liabilities, opportunities and challenges that need to be identified and incorporated in to our efforts. The purpose of the February 22"d Committee of the Whole Meeting is to identify, discuss, reach concurrence and incorporate these in to the strategic planning document. Process for February 22Committee of the Whole Meeting In preparation for the February 22°d Committee of the Whole Meeting I asked that each Council member and Department Director review the existing strategic plan and complete a self - directed SWOT analysis, affirming existing Strengths/Weaknesses/Opportunities/Threats included in the strategic plan and identifying any new attributes to be included as part of our discussions on the 22" d. 1 have received feedback from all of you per this request. Between now and the 22"d 1 will compile this updated SWOT information so that it can be used as a guide for our exercise at the meeting. I will not list repeated responses but will identify how many individuals listed the response. Each of you will receive these compiled results at the meeting and we will take some time to go through each of the compiled responses to ensure that each of the identified SWOT elements are clearly defined and to provide an opportunity for more in-depth discussion. This will be followed by a quick exercise that will allow us to identify and rank the top elements in each of the four (4) SWOT areas. The goal for the end of the session is to be able to identify the top five (5) Strengths, Weakness, Opportunities, and Threats to be included in a revised strategic planning document. Staff will then take this information and develop strategic goals for reinforcing, achieving, addressing, etc. this information and a draft updated strategic plan will be provided to Council for review, comment and adoption at a future City Council Meeting. Thank you again for taking the time to complete the SWOT analysis and I look forward to Monday's discussion. CITY OF MCHENRY COMPREHENSIVE STRATEGIC PLAN August 2014 Purpose This document sets out a detailed strategic plan for the City of McHenry for the next 3-5 years based on input derived from a planning session held in October of 2013, attended by both the elected City Council members and the City Administrative team (City Administrator and Department Directors). The strategic plan presents a series of statements relating to the City of McHenry's vision, mission, mandates, strategic issues, values and objectives; identifies the opportunities and challenges (threats) of the municipality's external environment and the assets (strengths) and limitations (weaknesses) of its internal environment. Finally, the strategic plan sets out proposed strategies and goals for organizational implementation and achievement along with the identification of those stakeholders responsible for that specific goal. Although revisions to this plan can be made at any time, the plan will be reviewed at least annually. Goal successes will be highlighted in future plans and will be incorporated in to documents such as the 5-Year Capital Improvement Program (CIP) and Annual Budget. Mission The City of McHenry is dedicated to providing its citizens, businesses and visitors with the highest quality of programs and services in a customer -oriented, efficient and fiscally responsible manner. MISSION ACCOUNTABILITY As a continuous reminder of the mission, a commitment is made to undertake the following actions: • The mission will be read at the beginning of each meeting of the City Council. (City Council) • The mission will be placed prominently in each addition of the City Newsletter. (Office of the City Administrator) • The mission will be framed and posted at major portals within all municipal buildings. (Office of the City Administrator, Department Directors) • The mission will be incorporated in to daily decision -making and included in future municipal planning documents. Examples include the annually updated 5-Year Capital Improvement Program and the annual operating Budget. (Office of the City Administrator, All) • The mission will be added to letterhead, memos, etc. (Office of the City Administrator, All) • The mission will be added to website and other social media. (Office of the City Administrator) _1�Page Vision To make McHenry a community of choice for living, working and recreating for all, with unique natural resources, abundant cultural opportunities, outstanding neighborhoods, and a vibrant and diverse economy. Governing Principles The values and beliefs guiding the actions of the elected and appointed officials of the City of McHenry shall include the following: • Provide an open and honest government. • Establish an environment that fosters open communication, dialogue, and active listening with both internal and external stakeholders and customers. • Ensure quality, responsive customer service. • Enhance the community's quality of life. • Embrace the diversity of a multi -cultural and multi -generational working environment. • Be fair and objective in making community decisions. • Remember that municipal employees, through their individual and collective abilities to provide quality services and programs to the residents, businesses and visitors of the community, are our most valued asset. Code of Ethics In addition to the guidance of ethical behavior for elected and appointed officials provided in thIce McHenry City Code (Sec. 2-55 Code of Ethics), the following Code of Ethics shall apply: • Avoid illegalities, improprieties and any perception thereof. • Avoid accusations or perceptions of wrongdoing. • Do what makes the most sense. • Do what is right, not what is easiest. • Be fiscally responsible and manage budgets effectively. • Be proactive, look for ways to anticipate and deal with issues. • Seek innovative ways to improve public services and increase efficiency. • Keep the public informed and provide opportunities for public engagement. Assets and Limitations of the Internal Environment The purpose of this section is to explore the environment inside of the influence of the municipal structure in order to identify assets (strengths) and limitations (weaknesses) that the organization currently faces. Assets are defined in order that they may be reinforced and expanded upon, while limitations are identified so that they can be acknowledged and addressed. They are listed in the order of importance identified during the session. In addition to identifying the asset or limitation, potential strategic goals have also been identified. Responsible stakeholders identified in italics. ASSETS: Asset Strategic Goals) • Conduct a comprehensive review of roles and responsibilities to ensure that operational needs are being met in the most efficient manner possible. (City Administrator, Human Resources Manager) • Conduct comprehensive wage and benefit survey to determine whether or not what exists is competitive with the current market. (City Administrator, Human Resources Manager) • For non -represented employees, implement a merit -based compensation system, using the Consumer Price Index (CPI) as a base, to provide a linkage Staff between performance and annual increases. (City Administrator, Human Resources Manager, All Department Directors) • For represented employees, continue to approach the collective bargaining process with an understanding that there must be a balance between fair compensation and the budgetary impact to the taxpayers of the community. (City Administrator, Human Resources Manager, All Department Directors) • Identify that appropriate training opportunities are available for employees to ensure that they remain knowledgeable relative in their respective positions. • Encourage cross -training of employees to be able to continue with near current staffing levels. (City Administrator, Department Directors, Human Resources Manager) • Analyze, fund and implement local street improvement program on an annual basis. (City Council, City Administrator, Public Works Director) • Leverage funding from local, state and federal partners for the continued Transportation completion of primary arterial roadway projects. (City Administrator, Public Works Director, City Engineer) • Continue to promote the implementation of bypass routes to relieve congestion along Routes 31 and 120. (City Council, DCA Community & Economic Development Public Works Director, City Engineer) • Continue to partner with community organizations for the hosting of a variety of community events that serve residents and draw visitors to the community. (City Council, DCA Parks & Recreation) • Review the opportunities to begin or expand events that have a Community Events recreational component — e.g., bike races, obstacle course -type events, etc. (City Council, DCA Parks & Recreation) • Expand selection of city -hosted events through the Department of Parks & Recreation. (DCA Parks & Recreation) 3_) Pale • Development of the Riverwalk provides opportunities for redevelopment, business expansion, social and cultural activities along the river. (City Fox River and McCullom Lake Council, City Administrator, DCA Community & Economic Development, DCA Parks & Recreation) • Access to McCullom Lake provides opportunities for expanded lake use for recreational activities and tourism. (DCA Parks & Recreation) • Existence of three (3) unique downtown areas —Main Street, Green Street, Riverside Drive — each with its own character/identity. • Ideally, downtown areas would be linked so that pedestrians could more easily navigate. (DCA Community & Economic Development, DCA Parks & Recreation) Unique Downtown Areas • Maintain sub -area plans for each of the downtown districts. (DCA Community & Economic Development) • Continue to assist in enhancing the downtown districts with specialized signage and seasonal decorations. (DCA Parks & Recreation, Public Works • Continue track record of conservative budgeting approach with the priority being the adoption of an annual budget that is balanced. (City Council, City Administrator, Finance Director, All Department Directors) Financial Stability • Maintain up-to-date 5-year Capital Improvement Program (CIP). (City Administrator, Finance Director, All Department Directors) • Research opportunities for additional revenues other than traditional taxing sources — grants, user fees, etc. (City Administrator, Finance Director, All LIMITATIONS: Limitation Strategic Goals) • Adopt communication policies for all customer groups — residents, staff, and council. (City Council, City Administrator, DCA's, Department Directors, All Staff) Communication . Continuously reinforce organizational vision and mission. (City Council, City Administrator, DCA's Department Directors, All Staff) • Reinforce importance of 24 hour maximum response time for inquiries. (City Administrator, DCA's, Department Directors, All Staff) • Agree to disagree when appropriate. (All) • Reference vision, mission, governing principles and code of ethics and hold Negative Attitudes every stakeholder accountable to these behaviors (elected officials, staff, etc.). (All) • Extremely limited commuter rail service (Metra). Continue to lobby to include the expansion of this service when possible. (City Council, City Administrator, City Engineer) Public Transportation • Identify additional opportunities for the expansion of public transportation, not only to serve the residents of the community but also to serve visitors that may wish to visit different sections of the community — downtown areas, Riverwalk, etc. (City Administrator, DCA Community & Economic Development, DCA Parks & Recreation, Public Works Director, City Engineer) • Cannot ignore aging of vital infrastructure — roadways, water and sewer Aging Infrastructure treatment and conveyance systems, etc. (City Administrator, Public Works Director, City Engineer) • Must continuously monitor potential threats to municipal resources Finance/Reduction of Resources (economy, state/federal legislation, unfunded mandates). (City Administrator, Finance Director, City Attorney) 4�P�ge Opportunities and Challenges of the External Environment The purpose of this section is to provide a snapshot of those current and future opportunities and challenges (threats) that were identified through the strategic planning process. They are listed in the order of importance identified during the session. In addition to identifying the opportunity or challenge, potential strategic goals have been identified. Responsible stakeholders identified in italics OPPORTUNITIES: Opportunity Strategic Goals) • Partner with the Riverwalk Foundation, businesses, property owners and developers to expand the existing Riverwalk and link this amenity to the downtown. (City Administrator, DCA Parks & Recreation) Access to the Fox River and Expansion . Development of public boat slips at Miller Point, Weber Park and any other of the Riverwalk additional locations as possible. (DCA Parks & Recreation) • Obtain necessary approvals for the development of a public boat ramp/launch at Charles Miller Riverfront Park. (City Administrator, DCA Parks & Recreation) • Coordinate with appropriate agencies to undertake the decommissioning of the CWWTP. (Public Works Director, City Engineer) • Identify funding source(s) for the approximate $20 million CWWTP Decommissioning and Redevelopment decommissioning project. (Public Works Director, Finance Director, City of the Central Wastewater Treatment Engineer) Plant (CWWTP) • Develop and implement plan for the redevelopment of the CWWTP site with the goal of generating private investment interest and, as such, establishing the site as a vibrant economic engine for the community. (City Council, City Administrator, DCA Community & Economic Development, DCA Parks & Recreation, Public Works Director, City Engineer) • Undertake feasibility study to evaluate the potential for the development of an aquatic and/or recreation center utilizing the existing Recreation Center Fund as a funding source. (DCA Parks & Recreation) • Identify and alternate funding sources for the development of an aquatic and/or recreation facility to address any "gap" in development/operational Development of an Aquatic and/or revenues vs. expenditures. (City Administrator, DCA Parks & Recreation, Recreation Facility Finance Director, City Engineer) • Undertake Request -for -Qualification (RFQ) and/or Request -for -Proposal (RFP) process(es) resulting in the selection of a professional firm or firms to design an aquatic and/or recreation facility. (DCA Parks & Recreation) • Secure funding sources and develop aquatic and/or recreation facility. (City Administrator, DCA Parks & Recreation, Finance Director) • Work with other local, regional, state and federal governmental entities to promote the various interests of the municipality. Specific issues to address Intergovernmental Cooperation include, but are not limited to: roadways, waterways, park or park facility development, bike path development, and economic development. (City Council, City Administrator, DCA Community & Economic Development, DCA Parks & Recreation, Finance Director, Public Works Director, City Engineer) • Continue to promote opportunities for the development of bike paths throughout the community through the implementation of both public and private projects. (City Council, City Administrator, DCA Community & Bike Path Implementation Economic Development, DCA Parks & Recreation, Public Works Director, City Engineer) • Work to identify and secure funding, as available for bike path projects. (DCA Parks & Recreation, Public Works Director, City Engineer) _5(Pag e _INtIqNq[%INt%JM Challenge Strategic Goal(s) • Maintain a comprehensive listing of vacant commercial space and, wherever possible, promote this space to potential new users. (DCA Community & Economic Development) • As practical, identify underutilized commercial space for potential enhancement/upgrade. (DCA Community & Economic Development) • Utilize available economic development incentivization "tools" to promote Vacant/Underutilized Retail Space the development or redevelopment of vacant and/or underutilized commercial space. (City Council, City Administrator, (DCA Community & Economic Development) • Promote the understanding that the market largely dictates the success of specific businesses at specific locations and not the intervention of the municipality. (City Council, City Administrator, (DCA Community & Economic Development) • Encourage the use of technology as an effective methodology for increasing efficiency for various municipal functions. (City Administrator, DCA's, Department Directors) Technology • Ensure that appropriate planning for the updating of technology tools (hardware, software, programs) is in place. (DCA Parks & Recreation, /T Staff) • Ensure that staff is appropriately trained in the application of technology. (DCA Parks & Recreation, Department Directors, IT Staff) • Undertake efforts to ensure appropriate communication of issues/concerns between municipal departments, between departments and elected officials, and between elected officials. (City Council, City Administrator, DCAs, Department Directors, All Staff) Intra-Organizational Trust and • Work to ensure that the goals and objectives of the City Council are clear Communication and transmitted through department directors and supervisors to line staff. (City Administrator, DCA's, Department Directors) • When appropriate, provide opportunities for teambuilding exercises and communication training. (Department Directors, Human Resources Manager) • Continuously evaluate the cost -benefit of maintaining a municipal parks and recreation department as distinct from going through the process to establish a separate taxing body in the form of a park district. (City Council, City Administrator, DCA Parks & Recreation, Finance Director) Parks Department vs. Park District • Promote the understanding that the establishment of a park district conveys control of the existing parkland, programs and services to a separate taxing body that is outside of the control/influence of the City Council. (City Council, City Administrator, DCA Parks & Recreation) • Continue to prioritize major projects for the commitment of personnel and Too Many Major Projects funding based on the needs of the community. (City Council, City Administrator) • Promote McHenry as a pro -business community that encourages the purchase of goods and services locally and attracts shoppers from outside Retail Stability of the community. (City Council, City Administrator, All Staff) • Continuously evaluate ordinances and guidelines that may be obstacles to the ability of existing businesses to succeed. (DCA Community & Economic Development) • Continue to participate in forums such as the McHenry County Council of Governments (MCCG) to monitor new or modified state and national Unfunded Mandates legislation that may mandate municipal action without the identification of appropriate sources of funding. (City Council, City Administrator, City Attorney)