City Council

OCTOBER 19, 2015 The City Council of the City of Idaho Falls met in Special Council Meeting (Council Work Session), Monday, October 19, 2015, at the City Council Chambers in the City Annex Building located at 680 Park Avenue in Idaho Falls, Idaho at 3:00 p.m. There were present: Mayor Rebecca L. Noah Casper Councilmember Barbara Ehardt Councilmember Thomas Hally Councilmember David M. Smith Councilmember Ed Marohn Councilmember Michael Lehto Absent: Councilmember Sharon Parry Also present: Randy Fife, City Attorney Michael Kirkham, Assistant City Attorney Dave Hanneman, Fire Chief Bear Prairie, Assistant Idaho Falls Power Director Dana Briggs, Economic Development Coordinator Brad Cramer, Community Development Services Director Kerry Beutler, Community Development Services Assistant Director Melanie Marsh, Human Resources Director Craig Davis, Idaho Falls Airport Director Richard Malloy, Idaho Falls Power Manager Mark McBride, Police Chief Chris Fredericksen, Public Works Director Greg Weitzel, Parks and Recreation Director Kathy Hampton, City Clerk Mayor Casper called the meeting to order at 3:00 p.m. with Mayor and Council reports. Mayor Casper reviewed the Council meetings schedule with regard to the upcoming holidays. Councilmember Lehto stated the ice rink had been temporarily out of service. Councilmember Ehardt had no items. Councilmember Smith stated the Airport construction will commence in spring of 2016. Councilmember Marohn had no items. Councilmember Hally had no items. Presentation: Mayor Casper introduced Idaho National Laboratory (INL) staff consisting of Amy Lientz, Director of Partnerships, Engagement and Technology Deployment; Cal Ozaki, Manager of Public Relations and Strategic Initiatives; and Debbie Tate, Division Director of Campus Development Office (CDO). 1  OCTOBER 19, 2015 Exhibits used included the following information with general discussion and comments throughout the presentation: INL by the Numbers  10 year birthday of INL  14 states have a National Lab (there are 17)  5th largest employer in Idaho  $917m business volume  $130m to Idaho small businesses  $46k (State) vs $52k (National) vs $87.5k (INL) – annual salary/year comparison  503 new INL employees  350 interns up from 170 from last year  $682.5K community giving  9,500 EBR I visitors (8,000 in 2014)  175 hosted events Key partnering connections with the City  Facilities and Infrastructure  Talent pipeline  Community connections Nine Years of Progress in Developing the Research & Education Campus Comparison of 2004 to 2015 facilities Nine Years of Accomplishments Created University Boulevard and Developed Showcase R&D Facilities  Seven major R&D facilities (Center for Advanced Energy Studies (CAES), UB-1, UB-2, UB-3, UB- 4, Energy Systems Laboratory (ESL), and Energy Innovation Laboratory (EIL))  $136 M capital investment  350,000 ft2 new lab and office space,  Participation with local developers, State, and University INL Proposal/Contract Aspirations  Aggressively streamline, upgrade, and plan for new infrastructure o Procure 400,000 ft² of new facility space o Consolidate existing scattered leases o Pursue developer-financed facilities  First Project; Utility Corridor for University Boulevard, $2.5M  CAES; University partnership, BEA guaranteed bonds Where are we going? Build on our 3 Core Mission Areas  Advancing Nuclear Energy  Enabling Clean Energy Deployment  Securing & Modernizing Critical Infrastructure INL is an Energy and Security Park We Maintain – 2  OCTOBER 19, 2015  890 square miles  111 miles of electrical transmission and distribution lines  579 buildings  177 miles of paved roads  14 miles of railroad lines  3 reactors  2 spent fuel pools  Mass transit system  Security  Museum  “Landfills”  300 metric tons of used fuel  3 User facilities  Educational and research partnerships – CAES University Boulevard 2015 – Gateway to INL None of this possible – without talent Where We Are Going 2015-2030 – Potential Employee Growth (30% are over the age of 50) Number of Employees *Projected numbers based on achieving a $1.3B Business Volume between now and 2019 and 2% growth after that The Perfect Storm  Silver Tsunami  INL is Growing  National STEM Job Hiring Crisis INL Projected Staffing Needs We are growing and recruiting in competitive and difficult-to-fill areas:  Chemical Engineering  Cyber Security  Electrical Engineering 3  OCTOBER 19, 2015  Materials Science  Nuclear Engineering  Physics  Computer Engineering/Science  Skilled Technicians Where do we find the talent?  External: Subcontractors and Educational Institutions  Internal: Employee Recruitment  Where and how do we recruit? o Word of Mouth o Headhunters o Advertising o Social Media o Interns and Education partners  Why do INL employees choose Idaho Falls? o Exciting work o Quality of life  Why do they sometimes choose elsewhere? o Perception of Idaho Schools o Opportunities for the other spouse o Salary Where might we work together  Infrastructure planning (railroad, power, transportation, housing, visitor center?)  Feed and build the Talent Pipeline  Get Organized. Know that employees and businesses have choices  Be a Voice: Weigh in on public and policy issues of concern  Think of INL as an economic and quality of life discriminator  Leverage our resources  Join us (tour, subcontract, apply for a grant, recruit, etc.) Mayor Casper requested any comments/concerns by the available Department Directors: Director Weitzel stated an easement is currently in place to extend a walking path north of the City, tentatively known as the CAES trail. He would welcome any letters of support the INL could provide to assist with funding. Director Fredericksen stated there will be future discussion with Union Pacific regarding the railroad as well as coordination with Bonneville County regarding the right-of-way. He indicated there should be no issues with the water and sewer services. Chief McBride stated public safety is always a concern, however, the INL provides their own security staff. Ms. Tate stated there is continual discussion with Bonneville County and the City of Ammon for emergency response time. Mr. Malloy stated Idaho Falls Power is considering redirecting some power loads to the west side to allow for additional capacity. He also indicated there is a circuit on Iona Road for additional power. Director Cramer expressed three (3) concerns for additional housing that may occur; finding developers that are familiar with higher density, the correct location, and the demographic with the number of potential homeowners. Chief Hanneman stated emergency access is always a concern. He indicated another fire station may need to be located in the north section of the City. 4  OCTOBER 19, 2015 Ms. Lientz indicated future discussion will be held with the Airport staff regarding travel needs. Councilmember Marohn suggested the INL be included as the City strategic planning proceeds. Mayor Casper would like to have dialogue with the INL on a semi-annual/annual basis. Items from Community Development Services include: Receipt of recommendations from the Planning and Zoning Commission, October 6, 2015, meeting: After general discussion, it was moved by Councilmember Lehto, seconded by Councilmember Marohn, to receive the recommendations from Planning and Zoning Commission, October 6, 2015, meeting pursuant to the Local Land Use Planning Act. Roll call as follows: Aye: Councilmember Marohn Councilmember Lehto Councilmember Ehardt Councilmember Hally Councilmember Smith Nay: None Motion carried. Area of Impact: Director Cramer reviewed the draft timeline regarding Area of Impact. He indicated the State statute 67- 6526(e), states prior to renegotiation of Area of Impact the Governing bodies (the City Council and County Commissioners) will direct all pending questions along with the timeframe of all pending questions to the Planning and Zoning Commission. Director Cramer requested a joint meeting with the current City Councilmembers, who are knowledgeable of the previous discussions, and Bonneville County Commissioners. It was proposed to schedule a meeting the first part of November. Item from Human Resources include: Fire Negotiations: Chief Hanneman stated the current year negotiations process took more time than anticipated and therefore the contract expired. The current agreement will not be retroactive. He believes the agreement contains the parameters the Council requested including the Cost of Living Adjustment (COLA), the increase of paramedic certification, and various other provisions. He stated there will be an allowance of travel time to accommodate the Swan Valley contract with associated costs absorbed in the ambulance fund. General discussion followed regarding comp time and overtime as described in the current contract, additional personnel, and military leave. It was moved by Councilmember Marohn, seconded by Councilmember Hally, to approve the Collective Bargaining Agreement between the City of Idaho Falls and the Idaho Falls Firefighters Union Local No. 1565. Roll call as follows: Aye: Councilmember Ehardt Councilmember Marohn 5  OCTOBER 19, 2015 Councilmember Hally Councilmember Smith Councilmember Lehto Nay: None Motion carried. Presentations: Mayor Casper expressed her appreciation to the members of the Citizen Review Committees (CRC) for their countless hours of service. Police Citizen Review Committee: Mayor Casper turned the meeting to Kent Granat for introduction of the Idaho Falls Police Department (IFPD) CRC. The Police CRC members included: Kent Granat, Chairman; Don Stevens, Vice Chairman; Christie Bevis, Secretary; Ed Conn, Member; Robert Coombs, Member; Robert Copp, Member; Keith Daum, Member; Russell Johnson, Member; Robert Stallman, Member. Mr. Granat stated the CRC conducted meetings on a weekly basis beginning in February, 2015, including tours of the Law Enforcement Building (LEB), dispatch, and animal control as well as presentations from several staff members of the City. The CRC identified many positive attributes and good practices in the operation of the Idaho Falls Police Department (IFPD). The CRC also identified numerous opportunities for improvement but focused on four (4) major issues that the CRC believes requires immediate attention. These major concerns and recommendations are: 1-A budgeting process that is top-down with an emphasis on maintaining status quo or even reducing funding, while failing to adequately consider growth of the City and identified real needs of the IFPD. Recommendations: To deal with these issues, the IFPD CRC supports an increase of three sworn officer slots this coming year and additional slots the following year to bring the organization to, at least, the same level as 2009, or higher. Further, we support an increase of two slots for dispatch and one additional slot for Information Technology. Budgets for training, ammunition, etc. should be increased commensurate with need. The IFPD CRC strongly recommends more police input into the budgeting process allowing direct discussions from all levels of police so that the City Council understands the tradeoffs it may be making with budget considerations and the risks associated to the police. 2-Critical staffing shortages and personnel issues having a direct impact on IFPD’s ability to perform its mission. Recommendations: The committee recommends that IFPD take immediate action to fill the vacancies in the patrol and dispatch organizations. Implement a creative task force to reduce the time it takes to get an officer hired and on the street. Develop changes that will allow and attract qualified/certified officers to be hired in a substantially shorter time period. The task force should include civilians. Continue discussions across the state to reduce the wait time for the police officer academy by having much of the training performed at the regional/more local level. This would also shorten the hiring process time. Begin the hiring process early (e.g. 'hiring ahead' of anticipated job openings, using historic and known turnover. rather than beginning the process after the opening occurs). This concept will pay 6  OCTOBER 19, 2015 for itself through 'overtime' dollar savings. Eliminate Civil Service from the police officer employment process. This will allow IFPD to have a greater chance to hire experienced officers. This will also shorten the lengthy hiring process because experienced officers require less training time. To replace the employee protections found in the Civil Service Rules, IFPD should establish a written personnel policy with a 'fair treatment'/'just cause' standard to govern personnel actions. Included in the policy would be the establishment of an independent review board of five individuals that consists of three selected IFPD personnel, and two non-employee civilians to review all disciplinary personnel matters. IFPD must implement a physical fitness program as soon as possible to improve the safety, performance, and professionalism of the department. This policy change should be phased in with the details to be worked out with a designated group of internal stakeholders. IFPD must implement an ongoing drug testing program. This policy change should cover pre-employment, and also include an ongoing policy covering 'for cause’ drug tests or 'random’ drug tests, with the details to be worked out with a designated group of internal stakeholders. 3-Communication between Police Officer, IFPD leadership, the Mayor and the City Council seem to be having a negative effect on morale and creating doubts about trust and support with IFPD and with City leadership. Recommendations: The IFPD CRC recommends that the Chief and Captains foster their responsibility in Community-Oriented Policing by actively and personally meeting with all staff on a regular basis. This will allow the Chief and Captains to understand staff concerns while at the same time actively demonstrating their commitment to the Community-Oriented Policing model. The IFPD CRC recommends that Police Officers take advantage of these personal meetings to voice concerns before they become problems. Implementing additional personal meetings with staff will allow staff to ask questions to understand why this, and other, policy changes are needed. As a matter of ongoing practice, the IFPD should have as many employees as practical be involved and participate before implementing changes to any policy and procedure. This will allow for the joint resolution of grievances and problems. It is recommended the Chief conduct regular quarterly meetings with a set of designated employee representatives (including, but not limited to, the local Fraternal Order of Police/FOP). It is recommended the Chief and Captains conduct a semi-annual series of 'question and answer' meetings with all staff to explain what is happening, answer questions, respond to problems, etc. For the Mayor/City Council, the IFPD CRC recommends conducting direct meetings with IFPD staff including 'question and answer' sessions. As part of these meetings, present information about how decisions are made so that decisions do not seem arbitrary. Framing information around how decisions support the Community-Oriented Policing model would be useful. It is recommended that management training be conducted to move the organization to a style of management that includes internal and external openness. For external communications with the community, the IFPD CRC recommends that citizens be included in all review panels, boards, task force, etc. There should be a specific effort to determine the costs of re- implementing the reserve police officer program. The IFPD CRC understands that re-starting the reserve police officer program will require l 20 hours of volunteer training. 4-The dismal, neglected, and perhaps unhealthy condition of the building currently servicing as the Police Station. Recommendations: Despite the urging of the IFPD CRC and the various inspections, a comprehensive industrial hygiene inspection has not occurred. This inspection is imperative in order to protect the city and county from liability as well as protect the health and safety of building occupants. The building is still likely in 'code violation' as fire detection and sprinkler systems were not in service. If fire protection devices are still not working, this needs corrected immediately. It is unclear what government agency has responsibility for outside health and safety inspections on a county or city building, The answer to this question needs to be determined so a working relationship can be developed between the city/county and state inspection agency so the neglected building conditions do not occur 7  OCTOBER 19, 2015 again. One specific position in the city should be assigned responsibility for city-wide health and safety, so these dismal, neglected, and perhaps unhealthy building conditions never occur again anywhere in the city. The city fire marshal reports fire trucks cannot get close to the building or fire hydrants due to a parking lot addition. This situation needs to be satisfactorily addressed. Not correcting the building health and safety issues, and code violations, was an example of an ongoing disconnect between the city and county working together to solve problems. The IFPD office building does not have the space where there are separate interview rooms far enough apart from the victims of the crime and the alleged perpetrators. This needs to change soon, even with the current size/layout of the present building. IFPD needs a different facility for current and anticipated future operational activities. The 'different facility' can take several approaches (e.g. remodel, moving to different location, etc.). Other recommendations include: SIGNIFICANT IMPACT TOPICS Increase the Number of Female and Minority Police Officers: Regularly scheduled employment fairs targeted to females and minorities. Establish a public committee made up of community female and minority citizen leaders to recommend positive actions. IFPD take the lead in recommending a state-wide review of the vertical leap standard and whether this part of the test is a necessary job requirement. Police Department Pay and Benefits: The committee believes there should be wage and benefit parity between Firemen and Police Officers. Therefore, it is recommended that a detailed fireman vs patrol officer pay and benefit survey be conducted (including a review of the current vacation differences). A study be undertaken to weigh the pros and cons of offering incentive pay for those officers who acquire certifications for SWAT, Bomb Squad, Accident Reconstruction, Breath-a-lizer. The committee believes that the City’s 11 step/20 year wage structure is too long for an employee to achieve the top pay step of their occupation. This is a political device to control costs but not an effective long-term compensation policy. It is recommended that a City-wide study be undertaken to weigh the pros and cons of modifying the wage structure, and determine the economic effects of modifying the system. The study should also include the pros and cons of adopting a policy that slows for a “quality step increase”. A broad internal stakeholders study be undertaken to weight the pros and cons of eliminating comp time, and instead pay overtime when it is earned. Secondary Employment: This issue is complicated with a variety of competing interest. The committee recommends a task force, including citizens, be organized and collectively develop a workable plan. Juvenile Repeat Offenders: The committee endorses the idea of establishing an effective program with all parties working together in the spirit of community policing (community, officer, prosecutors, correctional facilities and judiciary). SIGNIFICANT CITY-WIDE TOPICS Vacation Accrual: Discuss this issue with the city Finance Department and outside auditors to determine if this issue should be addressed during the annual budget process. Light Duty: Implement a city-wide light duty return to work program across all departments, establishing a uniform policy. This will save workers’ compensation dollars. Drug Testing Program: It is recommended that a pre-employment drug testing policy be implemented city-wide, and an ongoing drug testing program be implemented, either ‘for cause’ or at ‘random’, with the details to be worked out with a designated group of internal stakeholders. 8  OCTOBER 19, 2015 Risk Management Meetings: Combine the two meetings (Property & Loss and Workers’ Compensation) and add the City directors as permanent members of the review committee. This will place those directly responsible for claims in a prevention mode rather than an after-the-fact reporting and defense mode. Health and Safety Responsibility: One specific City employee/position be assigned responsibility for city-wide health and safety so the types of neglectful building conditions found in the IFPD office never occurs again anywhere in the City. Determine what government agency has responsibility for outside health and safety inspections and develop a working relationship. Animal Services Administration: Off-leash animals are a continuing problem in both neighborhoods and public parks and the CRC would like to see fewer animals off-leash in Idaho Falls. The CRC recommends that the existing ordinance be enforced more completely. The CRC recommends that Animal Services increase awareness of the existing leash ordinance through both the Post Register and local TV stations. Police Chief Mark McBride and Captain Joe Cawley should be part of this process in order to educate citizens about the authority of Animal Control Officers. The CRC generally agrees to allow Animal Services the option of giving an initial warning to those who are in violation of the leash ordinance. The CRC, however, strongly recommends that a simple system be implemented to record the name of the owner and animal when a warning is given. Any second offense by either an owner or animal should lead to a citation. Increase Animal Services patrols in problem neighborhoods, such as the numbered streets. Increase patrol on Sundays and Saturdays, both in public parks and neighborhoods. General discussion followed. Mr. Granat indicated the majority of the IFPD CRC members would be willing to volunteer for any future committees. Parks and Recreation Citizen Review Committee: The Parks and Recreation (P&R) CRC included: Chair, Greg Wray; Vice Chair, Robert Nitschke; members, Gerry Bates, James Freeman, James Gregory, Richard Kenney, Claudia Pine, and Anne Staton Voilleque. Mr. Nitschke stated the P&R CRC followed the Mayor’s recommended three-phase approach: Phase I – Data-gathering. This phase began with an orientation meeting with the P&R Department and its administration. Director Greg Weitzel familiarized the CRC members with the Department, its goals, and the overall responsibilities of the department, its divisions, facilities, and programs. The CRC toured several facilities, followed by a detailed presentation. Phase II – Fact-finding, Deliberation, Writing. This phase began immediately after the final tour and continued into September, 2015. Numerous meetings were held and follow-up discussions were provided by personnel. Phase III – Reporting. General findings and observations, both positive and negative, were reported. The top recommendations from the P&R CRC include the following: ADMINISTRATION 1. Develop a capital facilities plan for each major facility, showing future building and replacement needs. Ensure that funding for such capital spending is included, in detail, in all budgets. 9  OCTOBER 19, 2015 2. Pursue Commission for Accreditation of Parks and Recreation Agencies (CAPRA) accreditation, with the first stage (self-assessment) to be completed in the 2016 fiscal year. These standards will aid in updating approaches to planning and projects and identifying new ideas. 3. Develop a Comprehensive Parks, Recreation, and Open Space Plan. 4. City to prepare a City Master Plan, which would include the vision for the Parks and Recreation Department. 5. Improve and extend community outreach in an active way (e.g., use of Facebook and other social media, web pages, talks at community fairs, schools, senior center, clubs, etc.) so that the community is aware of P&R activities well BEFORE they occur. 6. Increase opportunities for public participation in program and activity design. 7. City to establish, and publish, a policy on how the City (and by extension, P&R) is to handle its dealings with public partners of all types. Such a policy will assure the City that all partners comply with City regulations and laws, and agreed-upon practices of accountability, non-discrimination, accessibility, and other City goals and policies. • Policy should describe how such partnerships are to be documented. • Memoranda of Understanding (or Memoranda of Agreement) should document such partnership agreements. • City should keep files on each such partner (by-laws, mission, goals) • City should periodically review such partnerships, via minutes, annual reports, etc. from the partnering organization. 8. As major facilities become too old, too crowded, and inadequate to fulfill the City's needs, the committee recommends that the City take a big-picture, holistic view for possible solutions rather than addressing them individually. For example, resolve the current issues with the Rec Center, Aquatic Center, Ice Arena, and Zoo facilities by planning a Recreational Complex that could be the nexus for our Connecting Our Community project. It would house a new Rec Center, a relocated Ice Arena, and a new Aquatic Center, and include for other activities and future growth. The present Ice Arena could be repurposed to accommodate a new Zoo Education Facility, a larger Zoo gift shop, office space for Zoo staff, and much needed storage space for the Zoo. This would also free up additional space for much needed parking. 9. Create a project matrix to provide information, at any point during an annual cycle, on the many projects being undertaken by the P&R Department. The matrix must show, at a minimum, both the current status and progress of existing projects and plans for future projects. 10. Develop a policy to determine the efficacy of continuing (or discontinuing) commitment to projects that have outlived their usefulness or require more resources (either human or financial) than the City can provide budgeting for or do not (as in the case of private developers) meet City rules. • The policy should delineate a process by which the Department decides whether (or not) to take on new property, facilities, and programs. • Such policy should include routine analysis that identifies those areas and programs that are least relevant to the Department and provides a means for divesting the City of such, or of determining means of repurposing or reusing them. • Cease the acquisition of properties or lands if the Department has no means of providing ongoing maintenance and improvements. • Ensure that private developers follow City rules for areas (such as retention ponds and rights-of-way) for which the City must provide maintenance. If possible, developers should build in lower-cost or revenue-producing uses. 11. Develop a Five-Year Plan for each major facility and program. Such plan should include regular, specific, measurable facilities revenues, use, and development plans for each major facility or program. 10  OCTOBER 19, 2015 BUDGET 1. Standardize the budget process throughout the Department. The process should be consistent among Department, Divisions, and Programs and should be focused on goals and objectives, and not merely be an annual update of the preceding year’s report. Measurable metrics must be included. 2. Establish a Municipal Equipment Replacement Fund (MERF)-like fund for small buildings such as storage sheds, equipment housing, picnic shelters, fences, restrooms, etc. 3. Make volunteer hours a budget line item. At present, volunteers make up a very large component of the work done in the P&R Department. Those hours should be captured and reported in the budget as a neutral line item in order to highlight the magnitude of this positive contribution. 4. Establish a revenue policy, including a cost-recovery plan, to balance considerations of age, affordability, and other demographics in setting user fees across all programs. Include consideration of the services P&R provides regionally, and periodically examine the contribution to Idaho Falls P&R funding from non-resident users from other cities, the county, etc. 5. Evaluate the costs and benefits of partial or full privatization of one or both cemeteries. Point of fact: The current annual expenditure to maintain the cemeteries is substantial. STAFFING 1. Hire an Assistant Director for the Department. The current situation does not allow the Director the time to accomplish long-range planning and evaluation on the Department level. 2. Hire a department-level Volunteer Management Coordinator. Moving these tasks functions to the Department level would allow more cost-effectiveness and better coordination for all segments of the Department (e.g., Division, Program). 3. Hire a department-level Grant Writer. As with #2 above, this person could pursue and write grants at all levels of the Department. 4. Appoint a Zoo Director. There is a great need for the Director to be engaged in strategic and long- range planning, and fundraising, among others. 5. Write a detailed Staffing Plan, identifying succession candidates and workforce development strategies. 6. The above-mentioned Staffing Plan(s) must also ensure that proper training, certifications, and re- certifications are both planned and budgeted for. FACILITIES 1. Begin analysis and planning for an orderly replacement of the old and inadequate Recreation Center with a new facility that accommodates the current unmet need, anticipates expected City growth, offers a balanced municipal fitness and class program for all people in the community, and adds the cost efficiencies and ADA functionality of a more up-to-date facility. CAPRA Standard 7.11 will be helpful in this regard. • Ensure that projected costs of such replacement are incorporated into City financial planning. 2. Establish a vision for enhanced, up-to-date infrastructure (see ADMINISTRATION #8 above). Multiple aging facilities are rapidly becoming too old, too crowded, and inadequate to the City's needs. The committee urges that these infrastructure needs be promptly addressed by developing new facilities plans for the Rec Center, the Aquatic Center, the Ice Arena, and Zoo staff and education facilities through a single, big-picture view rather than as piecemeal, partial solutions. For example, design a City recreational complex that can combine aquatic, ice, and other recreational activities. 3. Build (or re-purpose the existing ice arena as) a multi-function building for the Zoo. It would house the education unit, adequate and up-to-date employee offices, a larger gift shop, and adequate storage. MAINTENANCE AND OPERATIONS 11  OCTOBER 19, 2015 1. Develop a policy for Department-wide sharing of personnel. Functions that apply across Divisions and Programs within the Department (such as volunteer management, grant-writing, advertising, events planning, fees-tracking, and some maintenance functions) could be more cost-effective and more easily coordinated from the Department level. 2. Prepare an analysis of playground needs with the intent of bringing them up to ADA and safety standards. 3. Continue/complete ADA and energy audits. Continue and increase attention to environmental and sustainability issues. • Make available an annual list of ADA audit findings, the remaining barriers to completing them, and the schedule for ameliorating them. • Balance mechanical improvements that improve energy efficiency against the cost of implementation, especially in buildings already reaching (or past) their life spans. 4. Develop guidelines for P&R in which the needs entailed in acquiring new facilities or acreage or equipment are delineated. If there is no budget or staff to work with, it would be best not to acquire in the first place. Private developers must follow these guidelines and City rules to allow City takeover of maintenance in such a way that it is doable, more cost effective, and possibly even revenue-producing 5. Coordinate with city attorney to review and address concerns about Tautphaus Park Zoological Society compliance with 501(c)3 requirements and City goals. 6. Provide a technology upgrade for the Zoo. Provide staff with mobile electronic devices in order to facilitate communication, data collection and analysis, report preparation, research, and grant preparation. Convert the Zoo's watering system to a computerized operation similar to the P&R's centrally controlled irrigation system. PERFORMANCE METRICS 1. Establish a system of performance metrics that establishes goals and shows progress towards desired CAPRA accreditation. 2. Conduct systematic studies to assess who Department users are and to move away from the “anecdotal” approach to planning specific programs/activities. Department should then evaluate existing programs and community needs and develop a Recreation Programming Plan for people of all ages and abilities. • Carry out a formal survey of parks usage by time/day, demographics, and activity types. General discussion followed with the CRC emphasizing their belief for a new recreation center as well as fund-raising and grant writing suggestions. Councilmembers requested additional time to further review the CRC reports for any future discussions. There being no further business, it was moved by Councilmember Smith, seconded by Councilmember Marohn, that the meeting adjourn at 6:15 p.m., which passed by unanimous voted. CITY CLERK MAYOR 12