2018 performance measure report - final · 0$

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2018 Performance Measures

An annual report detailing the City of Woodbury’s performance indicators and key statistics in an effort to build a stronger community by measuring for success.

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July 24, 2019

The Honorable Mayor and Members of the City Council City of Woodbury

Subject: 2018 Performance Report Dear Mayor and Council Members:

City staff and I are pleased to present the 2018 Performance Report, the 23rd such report in the City’s history. The report reflects the City’s continued commitment to accountability, informed planning and budgeting, operational improvement and program evaluation and strategic focus. Woodbury is a municipal leader in developing performance measures in the State of Minnesota. Over the years, the City’s performance measurement program has been recognized for excellence with the following awards:

Awarded a Certificate of Excellence for performance measurement reporting since 2011 by the International City/County Management Association’s Center for Performance Management (ICMA-CPM). The Certificate of Excellence is ICMA-CPM’s highest award level.

Awarded with the Certificate of Distinction, in 2009 and 2010, by ICMA-CPM, the second highest award level.

Report Format

This report includes narrative and graphical reviews of key measures and statistics for a range of City services. Most graphs are in the form of bar graphs. The data tables in this report provide a five-to-ten year data history for each service area and also organize the data by “core” and “secondary” measures. Core measures have been identified as being the most critical measures to City operations and are incorporated into the City’s budget document. Secondary measures are those measures that are still important in determining the success of the City, but are not as critical and used mostly as a front-line management tool.

This report includes a selection of measures from the Community Survey conducted every other year. Since the 1990’s, the City has contracted to conduct Woodbury’s biannual resident survey. For the last three surveys, a mailed survey was distributed to 1,500 randomly selected resident households. The most recent survey was conducted in January 2019. All previous surveys had been conducted by phone.

CITY OF WOODBURY VALUES

Exceeding Expectations

Professional ● Responsive ● Leaders

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Conclusions

The performance measurement report continues to identify City program strengths and areas for growth. Some notable discoveries in the 2018 Performance Measurement report are as follows:

1. The results of the City’s 2019 Community Survey provides continued evidence of the City’s high performance in many of the services it provides. While the survey was conducted in January 2019, it is representative of opinions and impressions about City services from 2018, thus why the survey information is provided for in this report. The City’s recognitions from Money Magazine in 2018, as shown below, appear consistent with the high marks as found in the Community Survey results.

2. The use of new technology is continuing to transform the organization and how business is done for our customers. Several departments have used new reporting methods for the first time, as noted in the report, that have caused challenges for accuracy in measures and user proficiency challenges as they are implemented. The City should continue to expect that as new technology is implemented this will require new thinking about measuring the performance of that department. More manual performance measures are increasingly rare, but focus is required as new technology is implemented that what is reported out from these new tools continue to meet the organization’s goals.

3. Performance measures continue to be refined, updated and added to meet the changing goals, organization and focus of the City. This 2018 report reflects the many changes that occurred with the organization in 2018, in particular the separation of Engineering and Public Works into separate departments as well as changes to several divisions into new departments. For example, the Communications division is represented with its own unique measures for the first time in this report. Many new performance measures added in 2018 are also highlighted throughout this report further demonstrating the continued value of reporting for analyzing the organization and in decision making.

4. The performance measures that showed the most positive or notable changes were:

Finance: Debt service expenditures as a percentage of total governmental fund expenditures and debt service paid by property tax as a percentage of total property tax levy both had a low for the five year period, 7.31% and 9.44% respectively.

Information & Communications Technology-Communications: Estimated number of InTouch subscribers exceeded the 10,000 goal and was approximately 11,400 in 2018.

Community Development-Planning, Code Enforcement, Housing & Economic Development: The total dollar increase of commercial/industrial market value (in

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millions, new + increased) was reported at $95.92 for 2018, while a slight decline from the previous year the figure still notably exceeds the five year average for this measure.

Public Safety-Police: Both Part I and Part II crimes per 1,000 residents were the lowest for the five year period.

Public Safety-EMS: Paramedic/Ambulance response with the percentage of time on-scene in less than 9 minutes continued at 93% for the second year in a row; exceeding the 90% goal.

Parks and Recreation-Healtheast Sports Center: The number of ice hours and field house hours sold hit a high for the five year period with both exceeding their goals.

Public Works & Engineering-Transportation System: Community survey results rating repair and patching on City streets increased with the last two survey iterations; starting at 40% rating excellent or good in 2015 up to 55% for 2019.

Public Works-Transportation System: Average hours to complete snow plow routes at least once was reported at 7.0 hours for 2018; meeting the goal of 8.0 in a year with extremely high snowfall amounts.

Public Works-Potable Water Distribution System: Number of gallons pumped (in millions) decreased from 2017 to 2018, where previous years all reflected increases in pumping.

5. The performance measures that showed the most negative or notable changes were:

Administration: Rate of employee turnover was reported at a five year high of 4.7% and the number of applications for City positions was at a five year low. While still meeting the City’s goal and a low percentage for industry standards for employee turnover, this figure as well as the applications figure should be monitored.

Community Development-Building Inspections: The total number of inspections per FTE reached a five year high at 3,056, but notably the number of residential inspections per FTE increased most significantly and exceeded the desired range for number of inspections annually per employee.

Public Safety-Fire Services: Meeting response time goals for fire emergency calls continued to decline in 2018. Staff is actively reviewing the details for these measures and evaluating options for improvement.

Public Safety-Emergency Medical Services: Total calls for service and total EMS patients continue to increase at a notable levels.

Parks and Recreation-Eagle Valley Golf Course: Operating income measures reached a low for the five year period in 2018. Weather and the length of the season had a considerable impact on achieving established goals.

Public Works-Parks and Forestry: Measures related to tree planting and tree removal are beginning to more greatly demonstrate the City’s efforts and workload devoted to emerald ash borer management.

Public Works-Many measures that track the amount of City infrastructure continue to grow at a notable rate consistent with growth being experienced in the City. This includes lane miles, stormwater pipe, publicly maintained ponds, watermain, water valves, manholes and sewer mains.

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I am grateful for all the effort given and time put forth by the City’s staff to make our performance measurement process an important part of our management system. I hope the Council and the citizens of Woodbury find this information of value in looking for ways to improve City performance and I would appreciate any feedback the Council has on ways to continue to improve the information and its presentation.

Respectfully submitted,

Angela Gorall Assistant City Administrator

“Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives – choice, not chance, determines

your destiny.”

-Aristotle

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TABLE OF CONTENTS

MAYOR AND COUNCIL .................................................................................................................. 1

ADMINISTRATION ......................................................................................................................... 2

FINANCE ........................................................................................................................................ 4

RISK MANAGEMENT FUND ......................................................................................................... 6

INFORMATION & COMMUNICATIONS TECHNOLOGY: INFORMATION TECHNOLOGY ....... 8

INFORMATION & COMMUNICATIONS TECHNOLOGY: COMMUNICATIONS ........................10

COMMUNITY DEVELOPMENT: PLANNING, CODE ENFORCEMENT, HOUSING & ECONOMIC DEVELOPMENT ....................................................................................................... 12

COMMUNITY DEVELOPMENT: BUILDING INSPECTIONS ....................................................... 15

PUBLIC SAFETY: POLICE SERVICES ........................................................................................ 17

PUBLIC SAFETY: FIRE SERVICES ............................................................................................ 20

PUBLIC SAFETY: EMERGENCY MEDICAL SERVICES ........................................................... 22

PUBLIC SAFETY: EMERGENCY MANAGEMENT ..................................................................... 25

ENGINEERING: MUNICIPAL BUILDINGS .................................................................................. 26

PARKS AND RECREATION: RECREATION .............................................................................. 28

PARKS AND RECREATION: HEALTHEAST SPORTS CENTER ............................................... 31

PARKS AND RECREATION: EAGLE VALLEY GOLF COURSE ............................................... 33

PUBLIC WORKS: ADMINISTRATION ......................................................................................... 35

PUBLIC WORKS: PARKS AND FORESTRY .............................................................................. 36

PUBLIC WORKS & ENGINEERING: TRANSPORTATION SYSTEM ........................................ 39

PUBLIC WORKS: SURFACE WATER MANAGEMENT ............................................................. 42

PUBLIC WORKS: FLEET SERVICES ......................................................................................... 44

PUBLIC WORKS: POTABLE WATER DISTRIBUTION SYSTEM .............................................. 47

PUBLIC WORKS: SANITARY SEWER SYSTEM ....................................................................... 50

1

MAYOR AND COUNCIL

The Mayor and Council’s role is to ensure the peace, order and good governance of the City through a range of legislative and functional activities, including strategic planning, advocacy, representation, policy development and law making.

According to the 2019 Community Survey, 88% of Woodbury residents stated that they approve or strongly approve of the Mayor and Council’s job performance. This rating has only fluctuated slightly since 2011 and overall is considered a very positive rating of performance given typical low approvals given to government performance in general. Residents also provided a positive rating of 71% for the job Woodbury does at welcoming citizen involvement, up from 62% in the previous survey.

Mayor-Council actual expenditures as a percentage of the City’s total general fund declined to 0.8% in 2018, from 1.3% in the previous year. Actual expenditures were lower in 2018 due to some unexpended line items for legal services. Per capital expenditures for all of general government has been increasing slightly for the three years shown.

2011 2013 2015 2017 20193 or 5 Year

AverageMayor & Council

1)Percent of respondents who approve or strongly approve of the job performance of the Mayor & Council on the community survey*

90% 94% 91% 86% 88% 90%

2)Percentage of residents surveyed rating the job Woodbury does at welcoming citizen involvement as excellent or good in the community survey*

68% 62% 71% 67%

*Excludes Don't Know/Refused responses

2014 2015 2016 2017 20183 or 5 Year

AverageEffectiveness

3)Mayor-Council actual annual expenditures as a percentage of total General Fund actual expenditures

1.3% 1.1% 1.0% 1.3% 0.8% 1.1%

4)General government actual annual expenditures per capita per the City's audit report

$79 $82 $85 $82

MAYOR AND COUNCILCOMMUNITY SURVEY DATA

Measure

CORE PERFORMANCE MEASURES & STATISTICS

Measure

2

ADMINISTRATION

The Administration Department houses the divisions of Human Resources, City Clerk, and General Administration.

The 2019 Community Survey shows the continued high percentage of excellent and good ratings of City staff for the period shown.

The Department’s actual annual cost per household increased in 2018 to $57.83 and is 4.7% of the total City General Fund, consistent with the five-year average.

The average number of working days from position vacancy to acceptance has remained relatively consistent for the past three years, with 47 working days reported for 2018. Unfortunately, the City continues to see a declining number of applications per position opening, decreasing to 26 in 2018 which may be an indication of the stronger economy, low unemployment rate for the area increasing competition for qualified employees and the challenges that the public sector is having attracting applicants with technical and higher than average education background.

The non-retirement turnover rate (percentage of employees that leave the City annually not including specific employees as detailed) increased from 3.6% in 2017 to 4.7% in 2018. While still below the less than 5% targeted goal, this percentage is higher than the five-year average and highest for the five-year period. Administration will continue to monitor this trend closely as turnover rates affect many aspects of overall organization performance.

The City Clerk Division within Administration processes a variety of licenses and prepares and schedules City Council meeting agenda items. In 2018, the division processed approximately 2,350 licenses, including liquor, dog, massage business, tobacco, and massage therapy. The number of massage business and massage therapy licenses in 2018 were the highest reported for the five-year period.

The number of Council agenda items (340) was fairly consistent with the average for the period shown. The number of Council issue items remained over 100 for 2018 and exceeded the five-year average of 91 items. The division also assists with the application process for City Advisory Committees/Commissions. For 2018, 47 applicants were part of the annual interview and appointment process; the highest number of applicants for the five-year period.

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For 2018, the City did not meet its goal of having employee performance reviews completed in less than 90 days after an employee anniversary date. An average of 97 days was reported for 2018; however, this was a decrease from the previous year’s reporting of 112 days.

2011 2013 2015 2017 20195 Year

AverageGoal

General Administration

1)Percentage of residents surveyed rating staff excellent or good in the community survey*

83% 82% 87% 84% 84% 84% 80%


Measure 2014 2015 2016 2017 20185 Year

AverageGoal


2)Percentage of Administration total actual expenditures to general fund total actual expenditures

4.8% 4.8% 4.6% 4.4% 4.7% 4.7%

Human Resources

3) Rate of turnover (%)* 2.0% 1.6% 3.8% 3.6% 4.7% 3.1% < 5%

4)Average number of working days from position vacancy to acceptance of offer

38 39 51 48 47 45 < 55

5) Average number of applications per position opening 50 41 39 39 26 39 >50

6)Average number of days to complete an employee performance review after anniversary date

99 47 98 112 97 91 < 90

* Rate of turnover excludes retirements, seasonals/temps, personnel not retained after probation period, & POC employees

Measure 2014 2015 2016 2017 20185 Year

AverageGoal


7) Actual annual cost per household $54.47 $58.32 $59.17 $55.68 $57.83 $57.09

Human Resources

8)Percent of eligible staff completing the wellness scorecard

86% 97% 97% 98% 98% 95%

City Clerk

9) Number of liquor licenses processed 65 66 67 70 74 6810) Number of dog licenses processed 2,727 510 2,033 539 2,057 1,57311) Number of City Council agenda items processed 328 342 332 335 340 33512) Number of massage business licenses processed 40 39 47 47 54 45

13) Number of tobacco sales licenses processed 24 25 25 24 24 2414) Number of massage therapy licenses processed 120 106 127 139 144 127

15) Council issue items 81 73 86 112 102 91

16)Number of applicants for Advisory Committees/ Commissions

37 35 45 31 47 39

SECONDARY PERFORMANCE MEASURES & STATISTICS

ADMINISTRATIONCOMMUNITY SURVEY DATA

Measure


4

FINANCE

The Finance Department is committed to providing and promoting the highest standards of financial services and information to its stakeholders in a professional, accurate and timely manner.

The City’s bond rating is a measure of the City’s overall tax base, debt management and fiscal strength. Since 2009, Woodbury has held a triple-A (AAA) bond rating, the highest possible rating. New to this report in 2018 are additional measures regarding the City’s debt (measures #2 through #7). These new figures illustrate further detail on the City’s overall debt in relation to total spending and per capita. A notable highlight is the decline in the City’s debt service as a percentage of total expendiutes from a high in 2014 of 19.43% to 7.31% in 2018.

The 2018 portfolio rate of return (excluding unrealized gains/losses) was 1.91%, the highest for the five-year period and exceeding the estimated budget for that year. Also note that the City’s Audit & Investment Commission reviews quarterly updates on the City’s portfolio performance.

The annual audit is to provide assurance the financial statements are free of material misstatement. The auditor also considers the internal control relevant to the City’s preparation and fair presentation of the financial statements. There were no material weaknesses or significant deficiencies of internal controls identified in 2018.

The City collected over 99% percent of the current 2018 property tax levy, meeting the desired goal consistent with past years. The Finance Department has seen a steady collection rate for special assessments, averaging 96.1% for the five year period.

Two new measures are being reported for 2018 under utility billing regarding electronic payments and customers registered for online accounts. The department continues to encourage and educate customers about online and electronic payment and billing options. Electronic payments have been steadily increasing during the five-year reporting period and the department will continue to strive to meet the new goals that have been established for these measures.

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2014 2015 2016 2017 20185 Year

AverageGoal

Debt Management

1) Bond rating AAA AAA AAA AAA AAA NA AAA2) Total dollar amount of debt $60,460,519 $54,846,284 $53,865,452 $50,816,571 $61,481,258 $56,294,0173) Debt as % of taxable market value 0.96% 0.75% 0.71% 0.65% 0.72% 0.76%4) Debt per capita $908 $808 $784 $734 $871 $821

5)Percentage of debt usage under State legal debt limits

19.36% 15.23% 14.03% 12.23% 15.36% 15.24%

6)Debt service expenditures as a % of total governmental fund expenditures

19.43% 12.71% 9.52% 9.96% 7.31% 11.79%

7)Debt service paid by property tax levy as a % of total property tax levy

12.76% 12.23% 10.14% 9.79% 9.44% 10.87%

Accounts Payable

8)Average processing days for outside vendor checks

20 21 26 20 23 22 25

Daily Cash Management9) Portfolio rate of return - securities only 2.19% 1.21% 0.96% 1.06% 1.49% 1.38%

Merill Lynch 1 - 5 year agency index 1.96% 0.97% 1.12% 0.86% 1.71% 1.32%

10)Portfolio rate of return excluding unrealized gains/losses

1.05% 1.23% 1.25% 1.61% 1.91% 1.41%

- Budget for that year 0.60% 0.95% 1.00% 1.10% 1.60% 1.05%Taxes11) Percentage of levy collected 99.3% 99.2% 99.5% 99.9% 99.6% 99.5% 99.0%

12)Percentage of levy collected plus delinquent tax revenue

98.3% 98.3% 99.5% 100.4% 99.8% 99.3% 99.0%

Special Assessments

13)Percentage of current special assessments collected

93.0% 96.1% 96.7% 96.0% 98.6% 96.1% 100%

Annual Audit

14)Number of significant deficiencies in the audit report on compliance and internal control

0 1 0 0 0 0 0

15)Number of findings in the state legal compliance audit report

0 0 0 0 0 0 0

Compliance with Federal and Local Regulations16) Number of federal or local deadlines not met 0 0 0 0 0 0 0

2014 2015 2016 2017 20185 Year

AverageGoal

Utility Billing17) Percentage of utility billing done accurately 99.8% 99.8% 99.8% 99.8% 99.9% 99.8% 100%18) Actual number of utility billing errors 203 198 142 177 104 165

19)Total percentage electronic utility billing payments

44.2% 46.9% 50.8% 54.5% 60.3% 51.4% 75%

20)Number of customers registered for online utility billing account

6,439 8,000

Miscellaneous

21)Percentage of early payment discounts taken advantage of*

84.6% 91.4% 90.6% 95.8% 61.0% 84.7% 95%

22) Dollar amount of late fees* $301 $355 $1,476 $149 $99 $476* These measures are largely attributed to the effectiveness of all city departments, not necessarily the Finance Dept.

FINANCECORE PERFORMANCE MEASURES & STATISTICS

Measure


Measure

6

RISK MANAGEMENT FUND

Since 2014, the Performance Measures Report has included the Risk Management Fund. The Risk Management Fund is a snapshot of a variety of measures collected by different departments across the City that together indicate the overall status of the risk management program. The claims for injuries and lost work days are overseen by Administration and Human Resources, while property, casualty, auto and liability claims are managed by Finance.

The 2018 modification factor has remained the same since last year and over one for the last three years, which means our workers compensation program is paying an additional premium because claims are above average.

The total number of injuries reported and workers compensation claims have seen slight decreases, but remained relatively consistent for the period shown. The City saw a notable increase in the number of lost days in 2018, increasing to 253 (1.03 per FTE) after a notable decline the previous year.

The total dollar amount of property/casualty and workers compensation claims together increased moderately from 2017, however 2018 figures were notably below five-year averages.

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Measure 2014 2015 2016 2017 2018 5 Year

AverageGoal

1)Total number of injuries reported (OSHA recordable and non-recordable)

61 66 58 62 55 60 50

2)Number of lost work days due to an at-work OSHA recordable injury

360 286 212 147 253 252

3)Number of lost work days due to an at-work OSHA recordable injury per FTE

1.25 1.22 0.87 0.59 1.03 0.99

4)Workers Compensation Insurance Premium Experience Modification Factor

0.83 0.84 1.19 1.31 1.31 1.10 < 1.00

5) Number of Workers Compensation Claims 56 70 61 62 53 60

6)Dollar Amount of Workers Compensation Claims

$1,164,112 $358,393 $642,154 $176,455 $312,750 $530,773

7) Auto/Municipal Liability Experience Rating 0.86 0.93 0.95 0.99 0.99 0.94

8)Dollar Amount of Total Property/Casualty and Liability Insurance Claims

$112,852 $400,904 $514,219 $227,801 $169,123 $284,980

RISK MANAGEMENTSECONDARY PERFORMANCE MEASURES & STATISTICS

8

INFORMATION & COMMUNICATIONS TECHNOLOGY: INFORMATION TECHNOLOGY

The IT Division of the Information & Communications Technology Department provides reliable, innovative, professional and cost-effective information technology (IT) and geographic information systems (GIS) services for its internal and external partners.

Consistent with past years, the percentage of formal maintenance requests responded to by the IT team within one business day was 98%. A high percentage of such requests are also resolved within one business day. Approximately 78% for 2018, which was a decline from the previous year and below the established goal, but still above the five-year average. Internal customer satisfaction declined in 2018 to a low for the five-year period, with 79% of internal survey respondents rating services as good or excellent. The division did implement a new survey technique in 2018 which likely affected this measure.

Total IT expenditures as a percentage of total City expenditures saw no change in 2018 with 3.2% reported. Costs per FTE have continued to increase and have increased for each of the last five years. This is a trend that the City expects to continue to see as technological advancements and further integration of mobile software and cloud based tools are incorporated into the organization. While such costs may increase, these advancements are expected to improve staff efficiencies, capabilities and organization security.

The total number of requests into the City’s SysAid system (IT help desk) was 2,410 for 2018, slightly declining from the previous year. The number of IT requests per FTE City employee remained consistent with the five-year average. Measures on critical IT system reliability and system downtime did not meet established goals for the respective measures and also negatively exceeded five-year averages. However, a new network performance monitoring system was implemented in 2018 providing greater accuracy in measurement, thus figures for 2018 may not be comparable to previous years.

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2014 2015 2016 2017 20185 Year

AverageGoal

IT Help Desk Services

1)Percentage of formal maintenance support requests responded to within one business day

99% 99% 100% 100% 98% 99% ≥ 99%

2)Percentage of formal maintenance support requests resolved within one business day

76% 64% 70% 86% 78% 75% ≥ 80%

3)Percentage of internal survey responses rating overall IT service as good or excellent

82% 85% 92% 100% 79% 88% ≥ 95%

4)Total IT expenditures as a percentage of total expenditures

2.9% 2.8% 3.0% 3.2% 3.2% 3.0%

5) IT costs per FTE $2,056 $2,143 $2,239 $3,974 $4,162 $2,915

Information Technology Systems

6)Average reliability of all critical IT systems (percent up-time)

99.99% 99.96% 99.99% 99.99% 99.97% 99.98% 100%

7) Downtime of all critical IT systems (minutes) 47 73 43 44 157 73 < 52

2014 2015 2016 2017 20185 Year

AverageGoal

8) Number of IT requests per FTE City employee 8 11 11 11 10 10 ≤ 9

9)Total number of service requests received from the internal request system

1,300 1,358 1,813 2,659 2,410 1,908

Measure

INFORMATION & COMMUNICATIONS TECHNOLOGY:


Measure


INFORMATION TECHNOLOGY

10

INFORMATION & COMMUNICATIONS TECHNOLOGY: COMMUNICATIONS

The City of Woodbury Information & Communications Technology Department also includes the City’s Communications Division which provides multi-faceted City communications including the City website, Woodbury City Update newsletter, Parks & Recreation brochure, InTouch (email notification system), cable programming in partnership with the South Washington County Telecommunications Commission, extensive social media accounts and other communication related activities for the City.

In the 2019 Community Survey, 68% of respondents rated the City’s overall performance in communicating key issues as excellent or good. The City’s overall quality of information and communications (measured since 2015) was rated with 80% responding that the quality was excellent or good. Two new survey questions are also included regarding the City’s quality ratings for the website and newsletter, two major sources of information as indicated by residents.

Additional communication/social media measures that are currently tracked include InTouch subscribers, Facebook followers and Twitter followers. For 2018, InTouch subscribers increased by 16.2% since 2017 and exceeded the 10,000 subscriber goal. Twitter followers for the City of Woodbury Twitter account increased by 8.3% for the one-year period to 4,172.

City website traffic experienced a significant increase from 2017 to 2018 to nearly 900,000 annual visitors (sessions). This dramatic increase is likely due to a change in the way Google Analytics counts users. Previously, website hits were counted in terms of “visits.” If a unique user visited our website on the same day using the same device, they would be counted as one visit. Now, new “sessions” end when you exit the site or after 30 minutes (if you leave the browser open, then come back 30 minutes later, it will count as two sessions). For example, if a user enters our website, then follows a link to another website, then returns to our website, it is counted as two sessions, whereas before it would be counted as one visit by one user.

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2011 2013 2015* 2017 20195 Year

AverageGoal

1)Percentage of residents rating the city's overall performance in communicating key issues to residents as excellent/good*

81% 78% 70% 62% 68% 72% 75%

2)Overall quality of public information and city communications

NA NA 81% 80% 80% 80%

3)Percentage of residents rating quality of the city's website as excellent/good*

76%

4)Percentage of residents rating quality of the city's newsletter as excellent/good*

87%


2014 2015 2016 2017 20185 Year

AverageGoal

5) Estimated number of InTouch subscribers 7,963 8,682 9,225 9,823 11,412 9,421 10,000

6) Twitter followers 1,920 2,743 3,389 3,854 4,172 3,216

7) Facebook followers** NA NA NA 3,862 4,626

8) Annual website visitors (sessions) NA 524,017 546,082 465,365 887,1029) Average websire visits per day (sessions) NA 1,436 1,496 1,275 2,430

**New measure in 2018, unable to obtain measures prior to 2017.

COMMUNITY SURVEY DATA

Measure

INFORMATION & COMMUNICATIONS TECHNOLOGY:


Measure

COMMUNICATIONS

12

COMMUNITY DEVELOPMENT: PLANNING, CODE ENFORCEMENT, HOUSING & ECONOMIC DEVELOPMENT

Within the Community Development Department, staff work together to implement the community vision, sustain our neighborhoods, and foster economic growth and vitality. The department provides technical support and studies issues as directed by the Planning Commission, Economic Development Commission, Housing and Redevelopment Authority, Economic Development Authority and the City Council. From an organizational structure, planning and code enforcement staff are in a separate division from housing and economic development staff; however, staff partner across divisions to effectively serve current and future residents.

The total number of planning applications saw a decline from the previous year from 90 to 68, however this is only slightly below the five-year average. The average number of days to process an application in 2018 was 54 days, consistent to recent years and meeting the goal for this measure. Consistent with market conditions and the lack of for sale home inventory throughout the metropolitan area, the number of HRA loans issued decreased further from a high of 37 loans issued in 2016 to 13 in 2018, falling below the five-year average. In terms of the amount of loans issued, this also has fluctuated from year to year from a high of $913,748 in 2016 to a low of $305,000 in 2018. Economic development activities continue to be strong with staff focusing on the promotion of Woodbury as a community of choice and maximizing development potential. Staff works to market the community and attract commercial and industrial development to bring jobs to the community and increase the tax base. The commercial and industrial market value increased by 7.6% for 2018, exactly matching the five-year average for the period shown.

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In 2018, Woodbury added to the existing base of 11 million square feet of commercial space with approximately 164,000 sq. ft. of new commercial buildings. The total dollar increase of commercial/ industrial market value was approximately $96 million for 2018, higher than the five-year average of approximately $84 million. Lastly, Woodbury saw 50 new businesses open their doors in 2018, the same number as reported for the previous year. Collectively, these measurements continue to illustrate the strength and vitality of Woodbury’s overall business climate.

Staff approach code enforcement from an education-first perspective to help inform residents of the importance of compliance. The number of code enforcement cases has continued to increase reaching 889 in 2018. Staff anticipates this growth to continue as the City grows and also ages.

The median number of days to administrative/judicial closure remained consistent with 60 days reported for 2018. It should be noted that once a case goes into the court system process, the City does lose control of these timelines.

For a more thorough review of community development and economic trends, readers are encouraged to review the Community Development Annual Report for 2018.

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2011 2013 2015 2017 20193 Year

AverageGoal

Code Enforcement

1)Percentage of respondents rating property maintenance enforcement/code enforcement as excellent or good in the community survey*

69% 69% 68% 69%

*Excludes don't know/refused and "no" responses

2014 2015 2016 2017 20185 Year

AverageGoal

Planning, Housing and Economic Development2) Number of planning applications 64 77 73 90 68 74

3) Average time in days to process an application 43 44 56 52 54 50 ≤604) Square-feet of new commercial buildings 185,926 453,588 261,798 540,079 164,236 321,1255) Number of new businesses that opened 86 68 62 50 50 63

6)Annual percent increase of commercial and industrial market value

4.8% 8.7% 7.1% 9.6% 7.6% 7.6%

7) HRA loans issued 28 19 37 23 13 24

8) Amount of HRA loans issued $682,888 $443,418 $913,748 $554,900 $305,000 $579,991

9) Amount of notes receivable at 12/31 $1,609,184 $1,595,315 $2,172,949 $2,521,787 $2,587,707 $2,097,388

Code Enforcement

10) Number of code enforcement cases 612 779 640 707 889 725

2014 2015 2016 2017 20185 Year

AverageGoal

Planning, Housing and Economic Development

11)Square-feet of new tax-exempt buildings (churches, government, schools)

0 0 74,400 0 0 14,880

12) Number of business proposals prepared 10 4 4 5 2 5

13)Total dollar increase of commercial/industrial market value (in millions, new + increased)

$46.09 $87.23 $76.89 $112.40 $95.92 $83.71

14) HRA applications received 39 24 44 26 25 32 2015) Mayor's business outreach meetings 16 35 18 18 19 21Code Enforcement

16) Median days to voluntarily close a case 15 17 14 15 15 15 ≤15

17) Median days to administrative/judicial closure 45 49 64 56 60 55

Measure


Measure


COMMUNITY DEVELOPMENT:

PLANNING, CODE ENFORCEMENT, HOUSING & ECONOMIC DEVELOPMENT COMMUNITY SURVEY DATA

Measure

15

COMMUNITY DEVELOPMENT: BUILDING INSPECTIONS

Community Development staff coordinate building inspections and fire inspection services to ensure that each new and existing building meets building and fire code safety requirements. The percentage of residents rating inspection services as excellent or good in the 2019 Community Survey was 81%, an increase from the 2017 survey which received a 74% rating. The 2019 rating was also higher than the overall five-year average. In 2018, the number of total building permits issued increased to 5,651, the highest reported for the five-year period. The number of inspections (excluding electrical) also increased to the highest figure for the five-year period at 22,922 inspections, a 19.9% increase from the previous year. These permit and inspection figures reflect the continued residential and commercial growth being experienced in the City. For the third year in a row, the goal of processing a new home permit in 14 days or less was achieved.

It is important to monitor the changes in these measures to understand the impact to employee workload and the ability to deliver timely and professional service. The overall number of inspections per inspector FTE increased from 2,390 in 2017 to 3,056 in 2018. This was most pronounced in the residential inspection workload, 42% percent increase from 2017. The number of electrical inspections increased to 4,203 inspections in 2018, an increase of 14.6% from the previous year.

Fire inspections of commercial occupancies saw a notable decline in 2018, with 78 inspections, the lowest for the five-year period and significantly less than the five-year average. This was due to a vacancy in the Fire Marshal position in 2018.

New Measure Focus:

#5a and #5b) Number of inspections per FTE

For the first time, this year’s report splits the inspections per

FTE data in residential and commercial categories to help

better display actual workloads. The volume of residential inspections per FTE has

significantly exceeded the goal for the previous three years.

16

2011 2013 2015 2017 20195 Year

AverageGoal

Inspection Services

1)Percent of respondents who rated inspection services as excellent or good on the community survey*

74% 76% 82% 74% 81% 78%

* Excludes don't know/refused responses

2014 2015 2016 2017 20185 Year

AverageGoal

Building Inspection Services

2) Number of permits issued 4,493 4,339 4,493 5,450 5,651 4,885

3)Median time it takes to process a new home permit (in days)

15 17 13 10 10 13 < 14 days

4) Number of inspections (excluding electrical) 14,890 16,009 20,026 19,118 22,922 18,593

5) Number of inspections per FTE of inspectors 2,382 2,287 2,762 2,390 3,056 2,5755a) Number of commercial inspections per FTE of

commercial inspector*1,967 2,015 1,421 1,763 1,792 1,500-2,000

5b) Number of residential inspections per FTE of residential inspector*

2,607 3,369 3,053 4,349 3,345 2,500-3,000

6) Number of electrical inspections 3,467 3,691 3,964 3,667 4,203 3,798

Fire Inspections

7)Number of occupancies inspected (non-residential)

518 667 125 624 78 402

*A new permitting software was put into effect in mid-2014 which does not allow for measures to be reflected prior to 2015.

COMMUNITY DEVELOPMENT:BUILDING INSPECTIONS


Measure


Measure

17

PUBLIC SAFETY: POLICE SERVICES

The Police Division promotes the safety of the community and the feeling of security through the maintenance of law and order, crime prevention, timely response to requests for police service, and positive contacts with the public. It should be noted that due to a newly updated law enforcement records management system (RMS), there are several measures reported for 2018 that staff expects to be further refined in future years due to this reporting system change. In addition, staff become more proficient with the new RMS during the course of 2018 also affecting reporting.

Community survey respondents continue to provide high ratings for police protection, with 92% of respondents rating services as excellent or good in the most recent community survey. It is recognized however that this is an area of continual improvement and requires consistent effort to maintain such positive perceptions.

For 2018, nearly 30,200 calls for service were received, a slight decrease from the previous year. Both Part I and Part II crimes also a decrease from the previous year. The percentage of crimes cleared in 2018 was reported at 46%, a 10% decline from the previous year, but consistent with results in 2014 through 2016.

An area of increase for the division has been in investigations conducted, with 451 reported for 2018 and figures steadily increasing over the five-year period. Background checks and administrative inquiries have also been increasing, with 485 in 2018, the highest for the five-year period.

New Measure Focus:

#12) Traffic contacts

While only a partial year reporting, due to the new RMS, the division had over 5,700 traffic contacts in

2018. These contacts can have several resolutions including

warnings, citations or even arrests. This measure was added to provide greater insight into traffic workload

as the City continues to grow.

18

Police staffing (sworn and civilian) remained unchanged in 2018. However, the cost for police services on a per household basis has continued to increase.

The number of human trafficking victims recovered, measured since 2016, had a high of 45 victims reported for 2018. Due to a number of high profile events in the region in 2018, the department was engaged in additional enforcement activities. The number of DWI arrests increased in 2018 to 243, exceeding the five-year average.

Spotlight – Police Community Outreach

In the 2019 Community Survey, respondents identified “promoting positive police-community relations” as the top priority other than responding to emergecy calls. As as result, and to measure existing efforts, the police division is working on improved tracking of outreach efforts in 2019 that will be added to future years reports.

In 2018, the division hosted a total of 81 events that were estimated to have had approximately 950 adults and 1,370 children attending with a total of 51 officers involved in such events. In addition, a total of 20 presentation events were also held. These presentation events were estimated to have had approximately 7,000 adults and 10,160 children attending with a total of 69 officers involved in such events.

19

2011 2013 2015 2017 20195 Year

AveragePolice Protection

1)Percentage of respondents rating police protection as excellent or good in the community survey*

97% 95% 92% 94% 92% 94%


2014 2015 2016 2017 20185 Year

AverageCrime Data

2) Part I crimes per 1,000 residents 19.7 19.3 20.4 21.3 19.2 20.0

3) Total part I crimes 1,309 1,313 1,401 1,475 1,353 1,3704) Part II crimes per 1,000 residents 29.0 32.6 34.4 37.0 25.8 31.8

5) Total part II crimes 1,929 2,215 2,367 2,562 1,822 2,179Enforcement of Laws and Investigative Criminal Complaints

6) Arrests per 1,000 population 22.5 23.7 21.0 23.9 20.9 22.4

7) Percentage of crimes cleared 46% 47% 48% 56% 46% 49%

2014 2015 2016 2017 20185 Year

AverageEfficiency

8) Cost of police services per household $365 $375 $391 $409 $418 $392

Police Staffing

9) Authorized sworn FTEs per 1,000 population 1.03 0.99 1.00 1.01 1.01 1.01

10) Authorized civilian FTEs per 1,000 population 0.15 0.15 0.15 0.15 0.15 0.15

Police Workload and Performance

11) Calls* for police service 29,128 29,105 30,480 30,903 30,182 29,960

11a)Calls per authorized sworn FTE 422 434 442 441 431 434

12) Number of traffic contacts 5,788

13) DWI arrests 183 229 222 238 243 223

Investigations - Workload and Performance

14)Investigations conducted (includes criminal and non-criminal** cases assigned to detectives, SCU and light duty officers)

272 331 379 402 451 367

15) Human trafficking victims recovered NA NA 31 20 45 32

Support Services - Workload and Performance

16) Total reports processed 29,128 29,105 30,480 30,903 30,182 29,960

17) Crime reports processed 3,238 3,528 3,768 4,037 3,175 3,549

18) Total reports per FTE 4,322 4,664 4,885 4,952 5,030 4,771

19) Background checks and administrative inquiries*** 478 418 408 360 485 430*Calls include self-initiated calls, in-person service requests, officers reporting to calls, 911 calls, and other call types.**Non-criminal investigations include assisting other agencies, predatory offender checks and juvenile runaway

investigations.***Background checks and admin inquiries include licensing, hiring and related inquiries for other City departments.

Measure


Measure

PUBLIC SAFETY:

POLICE SERVICESCOMMUNITY SURVEY DATA

Measure


20

PUBLIC SAFETY: FIRE SERVICES

The Fire Services Division serves the community by protecting life and property through effective delivery of services including fire prevention, fire suppression, hazardous material response, and emergency medical and rescue services. The division proactively reduces the risk of fire and fire-related injuries through public education, fire cause determination and code compliance (in close coordination with the Fire Marshal).

In 2018, the division responded to 5,224 calls for service, a 9.3% increase from the previous year and the highest for the five-year period. With regard to call types, EMS is attributed to 74.5% of calls for 2018 followed by hazardous response at 10.5%, and cancelled calls at 8.7%. For 2018, there were 39 fires with loss resulting in fire investigation cases.

The division’s response times to emergency calls is a critical measure of overall performance. For the 5th year in a row, the goal of having five firefighters on-scene in less than 9 minutes 90% of the time was not achieved. For 2018, there was a notable further decline in reaching this goal, with the goal being met for 16 out of 28 total incidents (57%). Staff does report that the average response time is 9 minutes for this measure. Staff notes that increases in medical calls have affected these measures. For sustained major fire response, the goal of having six additional firefighters on-scene in less than 13 minutes 90% of the time was not achieved in 2018. However, it’s notable that there were only 11 such events in 2018. Staff does note that the average time on scene with 11 or more firefighters is 12 minutes.

At the end of 2018, the Fire Division had 54 paid-on-call personnel, 12 full-time firefighters (including supervisors) and 14 police/firefighters. In order to educate the public about fire safety and prevention, the division hosted or participated in 61 public education events. The division processed over 5,200 reports in 2018, the highest for the five-year period.

21

2011 2013 2015 2017 20195 Year

AverageGoal

Fire Protection

1)Percentage of residents who rated fire protection as excellent or good in the community survey*

100% 99% 98% 96% 94% 97%

* Excludes Don't Know/Refused responses

2014 2015 2016 2017 20185 Year

AverageGoal

Response to Fire Emergency Calls

2)Fire response time - 5 firefighters on-scene in less than 9 minutes

86% 77% 82% 64% 57% 73% 90%

(Includes Code-3 emergency responses for station & all-calls)

2a)Number of times fire response goal was met/total number of incidents

19/22 20/26 14/17 27/42 16/28

3)Sustained major fire response - 6 additional firefighters on-scene in less than 13 minutes

83% 72% 100% 90% 64% 82% 90%

(Includes Code-3 responses for all-calls and NFIRS 1xx only)

3a)Number of times sustained fire response goal was met/total number of incidents

10/12 13/18 6/6 18/20 7/11

2014 2015 2016 2017 20185 Year

AverageGoal

Workload

4) Total calls for service (Fire and EMS) 3,754 4,009 4,448 4,781 5,224 4,443

4a) Calls for EMS (321, 323) 2,834 3,008 3,309 3,601 3,890 3,328

4b) Calls for hazardous response 533 474 513 481 547 510

4c) Confirmed fires (1xx) 40 58 36 59 50 49

4d) Calls for alarms 269 283 265 228 283 266

4e) Calls cancelled (611, 611a)* 78 186 325 412 454 291

5)Fires with loss resulting in fire investigation cases

34 41 20 36 39 34

Efficiency

6) Actual annual operating cost per household $75 $79 $81 $81 $80 $79

Staffing

7)Paid-on-call employees (not including fulltime firefighters)

62 63 64 56 54 60

8) Fulltime Firefighters (including supervisors) 12 12 12 12 12 12

9) Police Officers / Firefighters 12 11 13 14 14 13 13

10) Support Services Employees 1.5 1.5 1.5 1.5 1.5 1.5

Fire Prevention

11) Public education events 95 91 79 61 61 77

Support Services

12) Total reports processed 3,754 4,009 4,448 4,781 5,224 4,443

13) Total reports per FTE 2,503 2,673 2,965 3,187 3,483 2,962

(__) = NIFRS reporting codes.

*Processes for tracking of cancelled calls has been refined by the Division for the reporting years.


Measure

PUBLIC SAFETY:

FIRE SERVICESCOMMUNITY SURVEY DATA

Measure


Measure

22

PUBLIC SAFETY: EMERGENCY MEDICAL SERVICES

The Emergency Medical Services (EMS) Division responds to emergency medical needs and promotes wellbeing and safety for the community. EMS accomplishes this by delivering high-quality services with one of the quickest response times to medical calls in the metropolitan area.

EMS Services continue to receive high ratings from Woodbury residents as 94% of respondents rated emergency medical services as excellent or good in the 2019 Community Survey.

As expected, the number of calls for service and the total number of EMS patients continues on an upward trajectory. For the five-year period, total calls have increased 65% and the total number of patients have increased 44%.

Notable within workload measures, are the increasing number of calls that are cancelled en-route, a reported 12% increase from the previous year to a high of 585 calls. Staffing and service levels need to be prepared to adequately respond to these calls regardless of their ultimate outcome. Note that how the division has reported and tracked cancelled calls has been refined and updated over the years to more accurate figures reported first in 2017. Also notable is the number of ALS patients transported, which increased by 9% from 2017 to 2018.

Addressing the staffing needs within EMS has been a focused effort of the City since 2015, with authorization to increase full-time paramedic staffing. The five-year staffing plan approved by City Council increases the number of full-time paramedics to 11 by 2019. While the total number of regular paramedics has increased to a high of 22 (when including cross-trained staff) in 2018, it continues to be challenging to fully staff these authorized positions and ensure that cross-trained paramedic staff is available for EMS response coverage while also being assigned to fire and police duties. The number of part-time or paid-on-call paramedics and paid-on-call EMT’s experienced increases from the previous year.

23

For the new measure of paramedic/ambulance response on-scene in less than 9 minutes, 93% was reported for both 2017 and 2018.

New Measure Focus:

#7) Percentage of time on-scene in less than 9 minutes

Measures #4, #5, and #6 are included to show past reporting on response times and percentages, however no figures are reported for 2018. Starting in 2018, the new measure #7 will instead be utilized. The division changed from a primary police-

paramedic response model to an ambulance staffed with a paramedic model. This change, combined with RMS system challenges, it was not feasible to separate out the

response times where a police paramedic arrives first.

24

2011 2013 2015 2017 20195 Year

AverageGoal

Community Survey Data

1)Percentage of respondents who rated emergency medical service as excellent or good in the community survey*

100% 99% 97% 94% 94% 97%

*Excludes don't know/refuse responses

2014 2015 2016 2017 20185 Year

AverageGoal

Enterprise Efficiency2) Net Income % of Net Run Revenues* 7% 18% 30% 24% 23% 20%

Response to High Priority Emergency Calls

3) Total calls for service** 2,686 2,941 3,544 4,097 4,444 3,542

4)High Priority response time - medic average (minutes)

3.8 3.8 3.7 4.0 3.8 <4

5)Paramedic high priority response time - percentage of time on-scene in less than five minutes

89% 88% 89% 87% 88% 90%

6)Ambulance high priority response time - percentage of time on-scene with two paramedics in less than 11 minutes

87% 83% 86% 94% 88% 90%

Paramedic/Ambulance Response

7) Percentage of time on-scene in less than 9 minutes 88% 89% 89% 93% 93% 90% 90%

2014 2015 2016 2017 20185 Year

AverageGoal

Workload8) Total EMS patients** 2,733 2,946 3,325 3,662 3,937 3,321

8a) ALS patients transported 2,066 2,237 2,516 2,780 3,035 2,527

8b) BLS patients transports 125 136 164 144 138 141

8c) Patients treated but not transported 13 14 16 18 17 16

8d) Patients not transported or refused care 529 559 629 720 747 637

9) Calls cancelled en-route*** 10 53 276 523 585 289

Staffing

Regular Full-Time10) Authorized full-time paramedics 0 2 6 8 10 511) Actual full-time paramedics 2 2 7 9 10 6 10

12) Full-time police paramedics assigned to patrol 14 11 10 9 9 11

13) Full-time fire paramedics assigned to response 3 3 3 3 3 3

14) Total regular paramedics 19 16 20 21 22 20 22

Part Time & Paid On Call15) Part-time or paid-on-call paramedics 14 12 15 13 16 14

16) Part-time medic FTE's 2.9 2.6 1.5 2.4 2.1 2.3

17) Paid-on-Call Emergency Medical Technicians 66 67 68 60 67 66

Efficiency

18)Percentage of patients that utilize Medicare or Medicaid

47% 45% 43% 49% 54% 48%

*Description of measurement updated to match financial statement in 2017.

**Began using total EMS patient data from Sansio electronic patient care reports in 2017.

***Processes for tracking of cancelled calls was refined and updated by the division since 2017.


Measure

PUBLIC SAFETY:EMERGENCY MEDICAL SERVICES


Measure


Measure

25

PUBLIC SAFETY: EMERGENCY MANAGEMENT

The Public Safety Department is responsible for the Emergency Management Program, which includes responding to emergencies, maintaining emergency plans, conducting emergency training programs, and providing outdoor warning equipment. In 2018, the City completed seven emergency management exercises. Note that the previous year had a notable increase due to preparations for the NFL Superbowl as well as an increased number of County run exercises.

Volunteer Emergency Response Team (VERT) program personnel worked 358 hours in 2018 in comparison to 226 hours in 2017. The number of outdoor weather warning sirens and the percentage of population with weather siren coverage remains unchanged from 2017.

2014 2015 2016 2017 20185 Year

Average

1)Percentage of city employees requiring basic NIMS training that have been trained

99% 99% 99% 100% 99% 99%

2)Number of emergency management exercises completed per year

9 6 6 12 7 8

3)Number of VERT personnel hours worked per year

20 482 344 226 358 286

2014 2015 2016 2017 20185 Year

Average

4) Number of outdoor weather warning sirens 13 13 14 14 14 14

5)Percentage of populated areas with weather siren coverage

94% 90% 95% 95% 95% 94%

Measure

PUBLIC SAFETY:EMERGENCY MANAGEMENT


SECONDARY PERFORMANCE MEASURES

Measure

26

ENGINEERING: MUNICIPAL BUILDINGS

The Municipal Buildings Division of the Engineering Department provides for the operation of major City buildings so as to offer a clean, well-maintained and comfortable environment for building users. The division also coordinates the general maintenance of building systems at HealthEast Sports Center (HSC) and Eagle Valley Golf Course (EVGC), in conjunction with the staff assigned to those operations.

The cost to maintain the City’s major buildings per square-foot maintained was $3.93 for 2018. The costs of maintaining HSC and EVGC are not included in these figures.

The percentage of internal survey respondents that rated overall building maintenance services as excellent or good was 95% for 2018, continuing the trend of high satisfaction. The number of formal maintenance requests in 2018 was 312, with the average monthly completion rate for maintenance requests being 95%.

The number of British Thermal Units (BTUs), a traditional unit of heat energy combining electrical and natural gas usage, used per square-foot in 2018 increased to 82,690 and exceeded the five-year average, but was still well below the 100,000 goal for the measure.

Gross utility costs (for all buildings) have been increasing overall for the five-year period with total costs for 2018 reported at approximately $720,000, a 4.2% increase from the previous year. The City’s goal is to maintain flat or decreasing overall energy usage despite any increase in building square footage by implementing energy conservation measures such as replacing fluorescent with LED lights. It should also be noted that utility costs are also weather dependent and subject to utility fees not controllable by the City.

The total square footage of City buildings maintained has remained unchanged for the five-year period, but this will increase in 2019 with the completion of the Public Works expansion and remodeling project.

27

2014 2015 2016 2017 20185 Year

AverageGoal

Municipal Buildings

1) Operating cost per square-foot maintained $3.93 $3.81 $3.82 $3.85 $3.93 $3.87

Maintenance Services

2)Average monthly completion rate of maintenance requests

94% 94% 94% 96% 95% 95% 85% +

3)Percentage of respondents that rated overall building maintenance services as excellent or good in the internal survey

95% 96% 96% 95% 95% 95%

2014 2015 2016 2017 20185 Year

AverageGoal

Municipal Buildings

4) Total square footage maintained 450,000 450,000 450,000 450,000 450,000 450,000

5) Square feet maintained/FTE Bldg Tech 150,000 150,000 150,000 150,000 150,000 150,000

6) BTUs used per square-foot 96,020 80,845 78,000 75,002 82,690 82,511 <100,000

7) Gross utility costs (for all buildings) $648,686 $679,783 $674,815 $691,669 $720,379 $683,0668) Solar kWh produced at Public Safety Bldg. 30,583 35,649 35,450 33,153 29,408 32,849Maintenance Services9) Number of formal maintenance requests 310 305 311 279 312 303

Measure

ENGINEERING:MUNICIPAL BUILDINGS


Measure


28

PARKS AND RECREATION: RECREATION

The Recreation Division provides a variety of recreation programs to meet local leisure, healthy lifestyle and community connectedness needs for residents, including coordinating activities with local school districts, athletic associations and other groups.

The percent of respondents in 2019 rating recreation programs excellent or good in the community survey was 86%, above the target goal of 85%. Total participation in recreation programs increased to approximately 84,900 participants in 2018, exceeding the five year average by 2.7%. The City does continue to experience increasing competition for some users with specialized recreation and fitness businesses and the YMCA offering more youth based sports programs. For 2018, approximately 48% of participants were in revenue programs while the remainder were in non-revenue programs. The Recreation Division continued to meet the goal of 60% cost recovery of revenues to expenditures in 2018 reporting 62% recovery. Central Park rental revenue has been declining since the peak in 2014 and this is primarily a result of deferring improvements to the facility and reducing marketing of the rental spaces over the course of the last several years. Central Park also experienced its lowest number of full facility rentals for the five year period in 2018. The City has been in the process of studying the future vision and needs for Central Park along with our partners: Washington County, District 833 and YMCA. The facility has seen no significant improvements or updates since it opened in 2002. Admissions income at Lookout Ridge declined by 8.9% in 2018 from 2017. The total number of hours that recreational fields were reserved in 2018 was at its lowest for the five year period at 42,050 hours and was notably below the five year average. Season opening

29

was delayed by one month and ended several weeks early in 2018 due to weather. Field rental income was at its highest for the five year period at approximately $109,000. It should be noted that a non-resident per player/sport fee for athletic associations was instituted in the fall of 2016. Revenues for shelters and buildings have remained generally steady since 2016. Total hours that park shelters and building facilities were reserved in 2018 did experience a decline from the previous year and was below the five year average. It should be noted that the La Lake facility was unavailable for the majority of 2018. Seasonal conditions, recreational programming use of shelters and special events can also impact facility usage annually. For additional reporting and details on services offered by the division, readers are encouraged to refer to the Parks and Recreation Department Annual Report.

30

2011 2013 2015 2017 20195 Year

AverageGoal

Recreation Programs

1)Percentage of respondents rating recreation programs as excellent or good in the community survey*

87% 82% 86% 90% 86% 86% 85%

2)

Percentage of respondents rating the extent to which they use the brochure as a major source of information about activities in the community survey*

43% 45% 39% 42%

*Excludes don't know/refused and "no" responses

2014 2015 2016 2017 20185 Year

AverageGoal

3)Number of participants in revenue programs

64,875 50,372 38,928 46,448 40,714 48,267

4)Percentage of total population in revenue programs

97% 74% 57% 62% 58% 70%

5) Percentage of activity fees to expenditures 67% 63% 65% 65% 62% 64% 60%

Central Park Operations

6)Total hours Central Park facilities were reserved (not including Lookout Ridge)

5,274 6,101 5,740 5,328 5,524 5,593 5,300

7)Total Central Park rental income (not including Lookout Ridge)

$124,900 $103,333 $96,041 $97,335 $90,796 $102,481

Lookout Ridge Operations

8)Number of paid admissions to Lookout Ridge

25,290 24,613 27,362 27,572 25,849 26,137

9) Lookout Ridge income $154,767 $153,769 $186,258 $186,325 $169,747 $170,173Park Shelters, Fields and Buildings

10)Total hours that recreational fields were reserved

49,343 52,226 52,988 51,871 42,050 49,696 50,000

11) Field rental income $53,433 $68,218 $82,391 $84,972 $108,963 $79,595

12)Total hours park shelters and building facilities were reserved

8,429 10,506 12,315 13,777 10,360 11,077 11,000

13) Park shelters and buildings rental income $37,397 $33,939 $40,999 $42,458 $41,880 $39,335

2014 2015 2016 2017 20185 Year

AverageGoal

14) Non-Revenue participation 18,668 38,862 35,722 37,864 44,195 35,062

15) Overall Recreation participation 83,543 89,234 74,650 80,674 84,909 82,602

16)Number of full facility rentals at Central Park

40 37 27 32 18 31

17)Number of birthday parties at Lookout Ridge

142 128 167 182 169 158

Measure

Measure

PARKS AND RECREATION:

RECREATIONCOMMUNITY SURVEY DATA

Measure



31

PARKS AND RECREATION: HEALTHEAST SPORTS CENTER

HealthEast Sports Center provides a well-maintained, self-supporting indoor recreation facility for ice skating and indoor activities. HealthEast Sports Center (HSC) is one of the largest multiuse sports centers in the state. HSC serves the community and region with high-quality indoor facilities, including a 90,000-square-foot indoor field house, two indoor ice arenas, an outdoor refrigerated recreational ice skating rink and a splash pad water feature. It is home to three local high school hockey teams and Madison’s Place, a completely handicapped-accessible inclusive playground. Approximately 93% of respondents to the 2019 Community Survey rated HSC programs and facilities as excellent or good.

Note that the field house facility was expanded in 2013 and opened in the middle of 2014, some figures as shown were affected by this expansion.

The operating income (margin) is used as a primary indicator to assess the financial sustainability of the operation. The operating margin as a percentage of revenue has been above the target minimum of 30% for all years shown with operating income increasing by 10.8% in 2018 from 2017.

A total of 3,946 hours were sold at the ice arena and a total of 2,215 hours were sold at the field house in 2018, both exceeding their respective target goals. In terms of percentage of prime hours rented, both the ice arena and field house experienced slight increases from the previous year. The total number of participants in open field house programs has continued to see a steady increase since 2015, consistently exceeding the targeted goal. Participants in facility run ice arena programs saw a slight increase since 2017, but remained below the five year average and the participation goal.

32

2011 2013 2015 2017 20195 Year

AverageGoal

1)

Percentage of respondents rating the HealthEast Sports Center programs and facilities as excellent or good in the community survey*

90% 91% 93% 95% 93% 92%

*Excludes don’t know/refused responses

2014 2015 2016 2017 20185 Year

AverageGoal

Enterprise Efficiency2) Operating income as a percentage of revenue 19.8% 33.4% 33.8% 31.8% 32.8% 30% 30%

(excluding debt, investment income and capital)

3) Operating income (margin) $222,111 $522,998 $554,984 $525,289 $582,279 $481,532 $550,000

Ice Arena Operations

4) Number of ice hours sold 3,867 3,823 3,789 3,700 3,946 3,825 3,687

5)Percentage of available prime season ice hours rented

81% 79% 82% 83% 86% 82% 80%

6) Number of non prime ice hours sold 1,515 1,399 1,525 1,480

7) Percentage of available non-prime ice hours sold

63% 63% 65% 64%

Field House Operations

8) Number of field house hours sold 609 1,573 1,754 2,049 2,215 1,640 1,670

9)Percentage of available prime field house hours rented

76% 84% 86% 86% 88% 84% 85%

10) Number of non prime field house hours sold 422 624 774 60711) Number of peak hours sold 1,332 1,425 1,441 1,399

12)Percentage of available non prime field house hours sold

36% 39% 51% 42%

2014 2015 2016 2017 20185 Year

AverageGoal

13)Number of participants in facility run ice arena measurable programs

24,798 34,192 27,812 23,267 25,452 27,104 30,000

14)Number of participants in open field house programs

7,057 21,097 27,185 29,043 31,021 23,081 25,000

Measure

PARKS AND RECREATION:

HEALTHEAST SPORTS CENTER

Measure


Measure



33

PARKS AND RECREATION: EAGLE VALLEY GOLF COURSE

Eagle Valley Golf Course provides amenities for residents and non-residents of all ability levels to play, practice and learn the game of golf. The golf facility also offers a banquet venue for meetings and receptions. The City’s continued investment in the course and the clubhouse assures that Eagle Valley will remain a high-quality community amenity. According to the 2019 Community Survey, 91% of respondents stated that they rate the golf course programs and facilities as excellent or good. In 2018, a total of 30,150 rounds of golf were played, below the five-year average yet above the 30,000 goal. The total number of rounds played was impacted by a continued decrease since 2016 in the length of the season and the number of playable days for golf. Eagle Valley saw an increase in the number of rounds per day with 185 in 2018, exceeding the five-year average and the targeted goal of 160 rounds per day.

On the financial side, Eagle Valley’s operating margin in 2018 was 15%, not meeting the established 20% targeted goal and its lowest for the five year period shown. Eagle Valley recorded its latest first day of play (April 25) for the five year period and an earlier date of closure (November 5) when compared to the majority of other years shown, therefore affecting the overall operational margin. This margin is necessary to fund needed capital equipment and facility replacement. The Eagle Valley Golf Course enterprise funds 100% of the operating cost of the course and capital, with the exception of major clubhouse repairs and replacement, and 50% of the irrigation system capital cost.

Two new measures were added in 2018 including the number of participants in lessons and the number of banquet facility rentals, along with their respective income.

34

2011 2013 2015 2017 20195 Year

AverageGoal

1)Percentage of respondents rating the golf course programs and facilities as excellent or good on the community survey*

96% 93% 94% 91% 91% 93%


2014 2015 2016 2017 20185 Year

AverageGoal

Enterprise Efficiency

2) Number of total rounds played 30,866 33,559 36,187 32,232 30,150 32,599 30,000

3) Average rounds per day 175 175 177 179 185 178 160

4) Operating income as a percentage of revenues 25% 27% 27% 19% 15% 22% 20%

(exclude debt service, investment income, and capital)

5) Operating income 348,188$ 389,428$ 416,477$ 276,964$ 207,000$ 327,611$ 173,200$ (exclude debt service, investment income, and capital)

2014 2015 2016 2017 20185 Year

AverageGoal

6) First Day of Play 4/9 3/13 3/13 3/26 4/25

7) Date Closed for Year 11/9 11/18 11/17 10/26 11/5

8) Total length of season (days) 214 250 249 214 195 224

9) Total days available to play 176 192 204 180 163 183

(excludes days closed or partial due to weather)

10) Number of participants in lessons 240 357 355 342 376 334

11) Revenue for Lessons $17,081 $25,959 $28,596 $28,850 $32,396 $26,576

12) Number of Banquet Facility Rentals 79 75 44 69 103 74

13) Banquet Facility Revenue $30,504 $27,937 $21,219 $30,756 $42,385 $30,560


Measure

Measure

PARKS AND RECREATION:EAGLE VALLEY GOLF COURSE


Measure


35

PUBLIC WORKS: ADMINISTRATION

The City’s Public Works Department includes several divisions including Administration, Parks/Forestry, Streets/Stormwater, Fleet Services and Utilities. The Public Works Administration division provides support staff and activities to the other Public Works divisions and in past reports received their own performance measures. With significant changes to the Public Works Department and available tracking systems for the Administration division, reporting for 2018 has been updated to only include one set of measures currently for Administration. The use of these measures and possible additional measures will be evaluated further in future years.

The Administration Division did experience a significant increase in total work order from 2017 to 2018. A significant portion of this increase is attributable to the Utility Division water meter change-out program.

2014 2015 2016 2017 20185 Year

Average

Workload1) Total number of work orders written 3,935 2,670 2,720 3,398 6,295 3,804

1a) For Parks/Forestry Division 6121b) For Utility Division 4,671

1c) For Streets/Stormwater Division 985

1d) Miscellaneous (encompases multiple divisions) 27

PUBLIC WORKS:ADMINISTRATION


Measure

Spotlight – Beehive Asset Management System

A significant change to several Public Works performance measures in this report and for the future is due to the City’s implementation of the Beehive asset management system in 2018.

The most notable change due to this systems implementation was in road centerline calculations particularly affecting several street, stormwater and street sweeping calculations. Several measures were also affected that included calculations on costs and how those figures were tracked in 2018. Overall, the Beehive system will be an accurate and measurable performance measurement tool into the future, however, conversion issues in 2018 have affected comparability to past years.

36

PUBLIC WORKS: PARKS AND FORESTRY

The Parks and Forestry Division is responsible for the maintenance of the City’s parks, trails and open space facilities. The goal is to provide clean, safe and aesthetically pleasing park facilities to all park users.

2019 Community Survey respondents have continued to provide high ratings on the appearance of park and recreation facilities (93% excellent or good) and the condition of trails (88% excellent or good). Respondent ratings for the quality of snow removal on City trails experienced a notable decline from 2017 to 2019, 80% to 73% respectively with excellent or good ratings.

On a per household basis, the City had 119 acres in the park system per 1,000 households in 2018, declining under the five-year average. Woodbury had 3,433 acres total in the park system of which 534 acres was finished and mowed (approximately 16%). This percentage was just above the City’s goal of being less than or equal to 15%, an established goal to further support more passive and natural landscapes in the City which also are require less direct management.

The total miles of paved trails in the City has been increasing over the five-year period as would be expected with the City’s growth and commitment to developing these facilities. For 2018, the City had 151 total miles of paved trails (excluding un-paved or private trails) which was an increase of three miles from just the previous year. The figure on miles of trails per 1,000 households had remained generally unchanged for several years, however reporting for 2018 noted a decline to 5.0 miles and falling below the five-year average of 5.4 miles for this measure.

The hours and staffing required to maintain the finished turf areas of the City’s park system is a notable portion of overall division workload. These hours can also fluctuate greatly depending upon seasonal conditions. Total mowing hours reported in 2018 was 7,904, an increase of approximately 10% from the previous year.

The number of trees planted in 2018 declined further from previous years to 294. Again, seasonal conditions can impact these figures annually. In addition, tracking of this figure in

37

2018 may not include tree planting occurring by other divisions due to the new department tracking system. In addition to tree planting, the department also completes tree removals. In 2018, a total of 548 tree removals were completed (note that approximately 350 of these removals occurred at the site of the new Public Works building).

Approximately 20% of inventoried trees were inspected and trimmed in 2018, which is below the City’s established goal of 25%.

With regard to financial costs, the cost of park maintenance per household and the cost per acre in the park system both increased, but both also remained under the five-year average.

Service Spotlight – EAB

Emerald ash borer (EAB) attacks and kills all species of ash trees and was positively identified in the City of Woodbury in 2017. The City has inventoried a total of 2,394 ash trees, of which 72% are located in City parks. In 2018 the City removed 167 ash trees,

approximately 7% of the remaining inventory. In the prior year, a total of 108 ash trees were removed. An EAB Preparedness and Management Plan is actively being

implemented and will continue to require City staff and resources to address this ongoing issue.

38

2011 2013 2015 2017 20195 Year

AverageGoal

1)Percentage of respondents rating the appearance of park and recreation facilities as excellent or good in the community survey*

87% 85% 89% 92% 93% 89%

2) Percentage of respondents rating the condition of trails as excellent or good in the community survey*

85% 84% 88% 88% 88% 87%

3)Percentage of respondents rating snow removal on City trails as excellent or good in the community survey*

77% 79% 75% 80% 73% 77%


2014 2015 2016 2017 20185 Year

AverageGoals

General Measures

4)Number of acres in park system per 1,000 households

127 128 126 129 119 126

Turf Mowing

5)Total hours to complete mowing of city maintained turf

8,587 8,990 7,861 7,174 7,904 8,103

Trails

6)Number of miles of paved trails per 1,000 households

5.6 5.5 5.5 5.6 5.0 5.4

7) Trail Rating 3.5 3.5 3.5 3.6 3.6 3.6 >3.0

Forestry

8) Number of trees planted 1,535 442 466 358 294 619 5009) Number of trees removed 210 459 355 237 548 362

10)Percentage of inventoried trees that were inspected and trimmed

17% 24% 25% 21% 20% 22% 25%

2014 2015 2016 2017 20185 Year

AverageGoals

Efficiency and Workload11) Cost of park maintenance per household $129 $125 $138 $121 $127 $12812) Cost per acre in park system $1,014 $973 $1,094 $941 $999 $1,00413) Number of acres in park system 3,186 3,290 3,328 3,386 3,433 3,32514) Number of acres finished and mowed 534 540 542 534 534 537

15)Ratio of number of acres in park system to number of acres finished and mowed

17% 16% 17% 16% 16% 16% <15%

16) Number of miles of city trails 140 140 143 148 151 144

Measure

PUBLIC WORKS:PARKS AND FORESTRY

Measure

Measure




39

PUBLIC WORKS & ENGINEERING: TRANSPORTATION SYSTEM

In the 2019 Community Survey, 84% of residents rated snow plowing services as excellent or good, well exceeding the 75% goal and the highest percentage over the five survey years shown. However, consistent with staff expectations, the percentage of respondents rating repair and patching on City streets as excellent or good was 55%, below the City’s goal of 60%. However, satisfaction has been increasing since the 2015 survey. It should be noted that County highways are also a significant portion of the transportation system in the City, which are maintained and managed by Washington County.

The City pavement maintenance program seeks to maintain public roadways at or above a Pavement Condition Index (PCI) rating of 75 for non-residential streets and 70 for residential streets by creating and sustaining a professional system for roadway maintenance and improvement. In 2018, the rolling average PCI of non-residential streets declined to 71.1 and continued to fall short of the 75 PCI goal. Residential streets had no change from the previous year (71.0) and exceeded the established goal. The percentage of lane miles in the City requiring maintenance (PCI less than 60) increased to 29% in 2018, a notable increase from 21.3% in 2017 and no longer meeting the established goal.

40

Several cost related measures for both pavement maintenance and snow and ice control were affected by the City’s conversion to a new asset management system in 2018. This conversion did not allow for the tracking of equipment costs that had been previously included and thus are not comparable to past years. With regard to snow and ice control for 2018, 94% of routes were plowed at least once within eight hours of an event achieving the City’s 80% goal. The average hours to complete routes at least once during a full clearing event was 7.00 hours in 2018, below the City’s goal of eight hours or less. The City’s snow and ice removal system seeks to ensure that the community experiences minimal disruption to routine activities due to the effects of snow and ice while also minimizing impact on the natural environment. For 2018, a total of 82 inches of snowfall was reported, the highest amount for the five-year period. This high snow total required 17 full cleaning events to be managed by the City, again the highest for the five-year period.

As expected as the City continues to grow, the total lane miles of bituminous streets has increased (8.9%) and plow pass miles maintained for snow and ice control has also increased (6.0%) over the five-year period. Plow pass miles of priority routes decreased slightly in 2018 due to a jurisdictional transfer of a portion of roadway to Washington County.

41

2011 2013 2015 2017 20195 Year

AverageGoal

Travel and Safety / Snow Plowing

1)Percentage of citizens rating snow plowing as excellent or good in the community survey*

77% 80% 72% 73% 84% 77% 75%

2)Percentage of citizens rating repair and patching on city streets as excellent or good in the community survey*

54% 67% 40% 51% 55% 54% 60%

*Excludes don't know/refused responses

2014 2015 2016 2017 20185 Year

AverageGoal

Pavement Maintenance

3) Average PCI of non-residential streets 65.5 76.0 72.3 75.2 66.4 71.1 75

3a) Rolling 5-year average PCI 70.4 72.1 71.7 72.1 71.1

4) Average PCI of residential streets 65.7 69.0 68.7 78.2 73.4 71.0 70

4a) Rolling 5-year average PCI 72.7 72.0 70.3 71.0 71.0

5)Cost of street maintenance per capita (excluding major roadway maintenance)*

$10.89 $12.05 $10.32 $9.28 $5.67 $9.64 $10 - $15

6) Cost of street maintenance per mile of street* $1,114 $1,245 $1,061 $942 $792 $1,031

7)Percent of total system lane miles requiring maintenance (PCI<60)

33.0% 37.0% 31.5% 21.3% 29.0% 30.4% <26%

Snow and Ice Control

8)Percentage of full cleaning with routes plowed at least once within eight hours

73% 100% 100% 100% 94% 93% 80%

9)Average hours complete routes at least once during full cleaning event

8.13 6.30 7.27 6.22 7.00 6.98 8 or less

10) Average cost per capita* $19.00 $6.00 $13.00 $13.00 $8.00 $11.80

11) Annual cost per lane mile* $1,720 $808 $1,170 $1,176 $716 $1,118

2014 2015 2016 2017 20185 Year

AverageGoal

Travel Time and Safety

12) Number of accidents per lane mile** 2.4 2.3 1.8 2.1 0.62 1.8

13) Number of accidents w/injuries per lane mile 0.22 0.23 0.21 0.21 0.22 0.22

Pavement Maintenance

14)Annual cost for traffic signal, sign, and pavement marking and pavement message maintenance per lane mile

$507 $519 $575 $554 $535 $538

15) Lane miles of bituminous streets 651 658 669 682 709 674

16)Percent of lane miles inspected and evaluated by consultants

30% 28% 31% 26% 21% 27%

Snow and Ice Control17) Annual snow/ice events 29 19 22 21 24 23

18) Annual inches of local snowfall 54 26 43 28 82 47

19) Annual full cleaning events 11 6 8 9 17 10.2

20) Plow pass miles of priority routes 327 327 327 329 316 32521) Plow pass miles of secondary routes 409 418 426 439 455 42922) Number of cul-de-sacs cleared 545 555 558 567 579 56123) Plow pass miles maintained 736 745 753 768 780 756*2018 figures affected by conversion to Beehive asset management system. Costs do not include equipment costs.

**Tracking of this measure changed in 2018 and is not comparable to previous years.

Measure

PUBLIC WORKS & ENGINEERING:

TRANSPORTATION SYSTEMCOMMUNITY SURVEY DATA

Measure



Measure

42

PUBLIC WORKS: SURFACE WATER MANAGEMENT

The City seeks to protect property and the natural environment from the effects of flooding and pollution through proper maintenance of the stormwater drainage system. The City primarily achieves this through the implementation of its National Pollutant Discharge Elimination System (NPDES) MS4 stormwater permit requirements and through the City’s service level standards. The objective of the NPDES permit is to protect and improve the quality of surface waters by limiting the amount of pollution that enters into them through the stormwater system.

For the first time in the City’s community survey, respondents were asked to rate the quality of stormwater and flood management in the City. Excellent or good ratings were provided by 83% of respondents. Respondents also have high ratings for the quality of the City’s street sweeping, with 80% rating this service as excellent or good.

The stormwater utility fee for single family residential homes increased in 2018 to $18.75 after remaining at $18.30 for two years.

Street sweeping is one of the methods used by the City to reduce pollutants from entering the stormwater system and surface water bodies. Over 660 lane miles of curbed streets were swept by the City in 2018, a figure which continues to grow as new lane miles are added to the transportation system. The annual cost of sweeping per lane mile was $187 in 2018, under the five-year average for this measure. It should be noted that in 2014, the City made the determination to begin sweeping within new construction areas rather than requiring this as a developers’ responsibility to improve the overall benefits and quality of the process. Also note, these are ‘sweeping miles’ not full miles; drivers can make about three passes, so one mile could be three sweeping miles. The total miles of stormwater pipe has increased to 225 for 2018, an increase of eight miles in just one year and an approximate 11% increase since 2014. The number of publicly maintained ponds increased to 605 for 2018. The total number of ponds maintained by the City has increased by approximately 22% since 2014. Both measures are further indications of the new growth and development being experienced by the City.

43

2011 2013 2015 2017 20195 Year

Average

Surface Water Management

1)Percentage of residents rating street sweeping as excellent or good in the community survey*

83% 85% 76% 77% 80% 80%

2)Percentage of residents who rated stormwater and flood management as excellent or good in the community survey*

83%


2014 2015 2016 2017 20185 Year

Average

3)Number of homes or businesses flooded by stormwater

0 0 0 0 0 NA

4) Were NPDES MS4 permit requirements met?** Yes Yes Yes Yes Yes

5)Stormwater utility fee (quarterly) - single family residential

$17.30 $17.30 $18.30 $18.30 $18.75 $17.99

2014 2015 2016 2017 20185 Year

Average

6)Annual cost of street sweeping per lane mile swept

$224 $222 $181 $170 $187 $197

7) Miles of pipe 202 208 212 217 225 2138) Number of publicly maintained ponds 497 579 584 601 605 5739) Lane miles of curbed streets for sweeping 602 622 648 659 662 639

**NPDES MS4: National Pollutant Discharge Elimination System, Municipal Separate Storm Sew er Systems. To prevent

harmful pollutants f rom being w ashed or dumped into an MS4, operators must obtain a NPDES permit and develop a stormw ater management plan.


Measure

PUBLIC WORKS:SURFACE WATER MANAGEMENT SYSTEM


Measure


Measure

44

PUBLIC WORKS: FLEET SERVICES

The City’s Fleet Services Division provides for the maintenance and management of City vehicles and equipment. In 2018, 94% of users rated maintenance procedures and repairs as “excellent” or “good”, continuing to exceed the goal of a 90% rating highlighting the sustained high quality performance of Fleet Services for their customers.

Technician utilization and several other staffing related measures were affected in 2018 due to the Public Works building expansion project requiring the division to make adjustments to ensure a quality construction project. For example, technician utilization actually saw a notable increase from the previous year, but the goal of 75% utilization was not achieved. In 2017, Fleet Services was notably affected by personnel on extended leaves and light duty assignments. The division was very successful in decreasing the total number of repairs contracted out due to workload, with only eight reported for 2018 further highlighting how performance measurement results for the division are greatly affected by staff availability.

Given the constraints on the division in 2018, the 80% goal of having work completed that was pre-scheduled was met and increased to a high of 90% for the five-year period. The vehicle equivalency per technician totaled 175 in 2018, within the desired goal for this measure between 150 and 180 per technician, but also reaching a high for the five-year period.

The average miles per gallon of light vehicles decreased from 13.5 mpg in 2017 to 12.9 mpg in 2018. For the period shown, the City has not yet had a year when the 14 mpg goal has been reached.

The total number of City vehicles and equipment continues to increase reaching 410 for 2018 and the total dollar value of the fleet also continues to increase reaching $27.8 million for 2018. For the five-year period, the number of vehicles and equipment has increased by 26%. It should be noted that over the last several years Fleet Services has improved its tracking of assets, particularly for attachments for larger pieces of equipment, allowing for improved management of these smaller assets.

New Measure Focus:

#16) Number of alternative fuel vehicles

The City has increased its focus and analysis on use of alternative fuel vehicles as

part of the City’s fleet. As of 2018, the City has five

vehicles and will be evaluating further about goal setting for this new measures.

45

Overall City fuel usage for both gasoline and diesel for 2018 increased from the previous year and exceeded the five-year average for each fuel type. A higher than average amount of snow and ice control operatations was completed in January through April 2018, partly accounting for these higher gas usage figures. The average costs of both fuel types also saw a notable increase in 2018 from the previous year with unleaded increasing 27.7% and deisel 42.9%.

46

2014 2015 2016 2017 20185 Year

AverageGoal

Fleet Services Performance

1)Percentage of users rating maintenance procedures and repairs as excellent or good

92% 93% 98% 93% 94% 94% 90%

2)Technician utilization (billable hrs./available hrs.)

69% 71% 73% 56% 66% 67% >75%

3)Percent of work completed that was pre-scheduled

78% 87% 82% 75% 90% 82% 80%

Fuel Use4) Average MPG of light vehicles 10.0 11.6 13.9 13.5 12.9 12.4 >14

2014 2015 2016 2017 20185 Year

AverageGoal

Effectiveness5) Percentage of repairs contracted out 7% 9% 2% 8% 6% 6% <10%

Efficiency6) Labor rate $107 $106 $108 $143 $121 $117

Workload

7)Number of repairs contracted out due to workload

52 2 3 31 8 19 <20

8) Number of vehicles and equipment 325 358 377 388 410 3729) Number of vehicles and equipment per FTE 40.6 44.8 47.1 48.5 51.3 46.5

10) Vehicle equivalency per technician 166 158 163 166 175 165 150-180

11) Dollar value of fleet (million) $25.30 $25.80 $26.42 $27.20 $27.80 $26.50

Fuel Use12) Gallons of unleaded gasoline used 109,823 109,435 113,472 105,918 114,505 110,631

13) Gallons of diesel fuel used 66,829 52,376 54,442 53,648 69,552 59,369

14) Average cost of unleaded gasoline per gallon $2.80 $1.93 $1.64 $1.91 $2.44 $2.14

15) Average cost of diesel fuel per gallon $3.00 $1.77 $1.48 $1.77 $2.53 $2.11

16)Number of alternative fuel vehicles (hybrid, PHEV)

2 3 5 5 5 4

Measure

PUBLIC WORKS:

FLEET SERVICESCORE PERFORMANCE MEASURES & STATISTICS

Measure


47

PUBLIC WORKS: POTABLE WATER DISTRIBUTION SYSTEM

The Water Utility Division is funded through charges to Woodbury property owners connected to the City’s potable water distribution system. The water distribution system includes 19 wells, six storage facilities, distribution lines, valves, meters, fire hydrants and supervisory control and data acquisition.

In 2015 and again in 2017, the City Council approved the Strategic Initiative: Sustainable Water Future for Woodbury. The City and its staff have and continue to focus on this initiative and have increased education, outreach and water efficiency programing in order to seek the goal of flat total annual water usage through 2030 (based on a 5-year rolling average).

Residential water use remained unchanged from the previous year at 80 gallons per/day/capita (gpdc). For the five-year period, the City has not yet achieved the 75 gallons per/day goal (established DNR goal). It should be noted, variations in seasonal precipitation can substantially affect these figures.

The division saw an increase from 2017 in the number of watermain breaks/leaks in 2018 to 21 (includes gate valve repairs, water main breaks

and hydrants), however this figure is below the five year average. The average length of time for such service interruptions was 2.2 hours for 2018, lower than the five-year average, and only 40 water connections were affected by service disruptions in 2018. The number of hydrants flushed annually has been declining since 2016, with 3,444 flushed in 2018 and falling below the five-year average.

The total number of gallons pumped in 2018 totaled 2,587 (in millions), a 0.1% decrease from the previous year, which is notable given the City’s continued growth. The percentage of total water pumped that is unaccounted for decreased from 5.0% in 2017 to 3.1% in 2018, well below the City’s goal of less than 10%.

48

As would be expected with the growth occurring in the City, the total number of water connections has continued to increase. From 2017 to 2018, connections increased to 23,387 (1.9% increase). Operations, maintenance and repair costs (per mile of watermain) increased 3.2% from the previous year to $6,063 in 2018.

A new measure for 2018 is the number of water meter change-outs. The program started in 2017 and a full year of measurement is now reported for 2018. A total of 2,161 meter change-outs were completed by staff in 2018.

The average costs per 100 residential and commercial meters read for 2018 saw notable increases, with both exceeding the five-year average for these measures. The goal of having 100% of residential meters read per cycle was again not achieved in 2018 and declined further to 50%, however this was attributed to staffing shortages experienced in 2018 as well as challenging weather conditions.

Total water/sewer locate requests increases by approximately 10% from 2017 to 2018 and exceeded the five-year average. The average cost to complete requests in 2018 utilized an updated calculation, thus is not reliably comparable to previous years.

49

2014 2015 2016 2017 20185 Year

AverageGoal

Water Quality

1) Safe drinking water standards met Yes Yes Yes Yes Yes NAWater Use

2) Number of days on elevated water restrictions 0 0 0 0 0 0

3)Residential per capita served water usage (gallons per day)

83 83 78 80 80 81 75

4)Percentage of total water pumped that is unaccounted for

3.0% 3.8% 3.2% 5.0% 3.1% 3.6% <10%

Water System Infrastructure

5) Number of watermain breaks / leaks 29 16 42 14 21 24

Charges and Claims

6) Number of claims resulting in payment 2 0 1 2 3 2

7) Amount paid in claims $3,246 $0 $725 $14,097 $2,296 $4,073

2014 2015 2016 2017 20185 Year

AverageGoal

Water Supply, Storage, and Distribution

8)Average length of time per service disruption (hours)

3.6 1.2 3.0 1.8 2.2 2.4

9)Number of water connections affected by service disruptions due to repairs

120 68 146 159 40 107

10)Average cost of operation and maintenance and repair per mile of water main

$5,881 $5,600 $5,793 $5,878 $6,063 $5,843

11) Number of gallons pumped (millions) 2,398 2,420 2,461 2,590 2,587 2,491

12) Number of hydrants flushed 3,434 3,560 3,592 3,536 3,444 3,513

13) Number of miles of water main 298 300 304 309 316 305

14) Number of valves 5,541 5,614 5,705 5,836 6,017 5,743

15) Number of water meter change-outs* 799 2,1612,000-2,200

Meter Reading

16) Average cost per 100 residential meters read $79.51 $66.42 $68.39 $75.93 $90.27 $76.10

17) Average cost per 100 commercial meters read $57.17 $47.02 $35.48 $38.60 $54.68 $46.59

18) Number of commercial meters read 12,547 12,925 13,116 13,134 13,622 13,069

19) Number of residential meters read 83,097 89,955 84,229 83,603 90,458 86,268

20) Number of water connections 21,961 22,292 22,597 22,962 23,387 22,640

21)Percentage of residential meters read per cycle by the 25th of the month

100.0% 100% 100.0% 75.0% 50% 85% 100%

Water/Sewer Locate Requests

22) Average cost per water/sewer locate request $9.04 $11.16 $15.13 $12.94 $10.72 $11.80

23) Number of water/sewer locate requests 10,490 9,947 10,627 10,555 11,598 10,643*New measure for 2018 for program started in 2017. Reporting for 2017 only includes late Nov.-Dec. 31.

Measure

PUBLIC WORKS:

POTABLE WATER DISTRIBUTION SYSTEMCORE PERFORMANCE MEASURES & STATISTICS

Measure


50

PUBLIC WORKS: SANITARY SEWER SYSTEM

The Sanitary Sewer Division is funded through charges to Woodbury property owners connected to the City’s sanitary sewer collection system. These funds are used for the maintenance, operation and management of the City’s sanitary sewer collection and lift station systems. The sanitary sewer system includes collection mains, force mains, lift stations and manholes. The Sanitary Sewer Division maintenance activities are necessary to ensure a safe and efficient collection system. In the 2019 Community Survey, 94% of residents rated sanitary sewer services as excellent or good, an overall very high approval percentage. Wastewater treatment is completed by the Metropolitan Council Environmental Services (MCES). The MCES rate per 1,000 gallons decreased from 2017 to 2018 to $2.38. In terms of cost per capita served, MCES costs have been increasing since 2015 and were reported for 2018 at $62 per capita. Therefore, while rates have declined the flows to MCES have increased resulting in costs which are increasing per capita. Actual operating costs of the sanitary sewer system, excluding MCES costs, increased slightly from $79 in 2017 to $80 per capita in 2018. The system had no surcharge penalty costs and no claims resulting in payment. The overall number of assets in the system including manholes and miles of sewer mains has continued to grow; 5.4% and 5.6% respectively over the full five-year period shown. The required maintenance activities for sanitary sewer lines can vary considerably from year to year. As shown in the provided chart, the amount of both sewer line jetting and televising performed by the City have been decreasing since 2016 with the lowest amount of televising reported in 2018 for the five-year period. It should be noted that the type of televising required for the year can vary and affects feet completed.

51

2011 2013 2015 2017 20193 Year

Average

1)Percent of respondents who rated sanitary sewer services as excellent or good on the community survey*

92% 91% 94% 92%


2014 2015 2016 2017 20185 Year

AverageSanitary Sewer Infrastructure

2) Number of sewer blockages 2 4 0 1 2 23) Actual operating cost per capita served* $73 $71 $76 $79 $80 $764) MCES cost per capita served $53 $51 $55 $61 $62 $565) MCES rate per 1,000 gallons $2.08 $2.35 $2.48 $2.48 $2.38 $2.35Charges and Claims

6)Metropolitan Council Environmental Services surcharge penalty cost

$0 $0 $0 $0 $0 $0

7) Number of claims resulting in payment 0 0 0 0 0 0* Excludes MCES costs

2014 2015 2016 2017 20185 Year

Average

8) Number of feet of sewer line jetted 241,700 244,662 438,492 355,386 315,980 319,244

9) Number of feet televised 104,866 133,200 90,723 68,627 58,448 91,173

10)Average time to correct main line blockages (hours)

0.2 0.0 0.0 0.2 0.5 0

11) Number of manholes 7,438 7,463 7,539 7,686 7,839 7,59312) Number of miles of sewer mains 248 249 252 257 262 25413) Number of sewer connections 21,405 21,723 21,958 22,374 22,862 22,064

Measure

PUBLIC WORKS:SANITARY SEWER SYSTEM


Measure


Measure


2018 performance measure report - final · 0$

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