City Council

Attachment to 4/15/25 CC Minutes SELF-ASSESSMENT REPORT 2025 ADMINISTRATION 1 OBJECTIVES AND PRIORITIES  Strategic Planning and Governance  Plan in accordance with the vision, mission, values, goals, and objectives.  Budget reflecting strategic priorities.  Manage the people, processes, and resources in accordance with identified strategies/initiatives.  Objectively evaluate outcomes by measuring, improving, and revising our efforts for meaningful impact. 2 1  Attachment to 4/15/25 CC Minutes City of Medical Lake’s Strategic Framework The six targets forming the basis of our strategic planning inform the objectives and key results that staff are then organized and equipped to deliver desired outcomes. 1 + Grow and sustain a balanced, resilient economy providing jobs, community A thriving local economy through economic prosperity, and fiscal health. Vision: development and government effectiveness and + Maintain and improve the provision of high quality, affordable, and efficient efficiency. community services. Medical Lake has a family friendly, small-town feel where people 2 are engaged in community affairs and experience meaningful + Maintain and improve our small-town, unique civic identity, and aesthetic beauty. connections to our history of healing and military heritage within A healthy and sustainable environment with + Plan for and establish types and quantities of land uses that support community the beautiful backdrop of our lakes, forests, and farmland. quality neighborhoods, land use through a needs and protect our natural resources. placemaking lens, and dependable infrastructure. + Maintain utility systems, services, and infrastructure to meet the functional needs Mission: of the community and provide predictable rates. 3 Building community and enhancing quality of life so residents and businesses can flourish in quality neighborhoods with great schools Engaged and empowered citizens and + Involve the community in all local government planning and decision-making, stakeholders through accessible and responsible helping develop and implement plans for the City’s future. and useful parks where responsive and accountable governance + Prepare stakeholders to be credible, informed, and articulate spokespersons for provides for appropriate infrastructure and fiscal responsibility. governance. the City. 4 Values:  Service. Looking out for the interests of our community by Multi-modal connections into and throughout + Advance safe and reliable multi-modal transportation options. + Improve safety for all modes of travel in an attractive and distinctive streetscape meeting the basic needs for public safety, utilities, streets and the community that facilitates safe and efficient and public realm. sidewalks, and good governance. movement of people, goods, and services. + Improve transit availability.  Stewardship. The careful and responsible management of 5 people, processes, and resources entrusted to our care. + Enhance the City’s identity and appearance through well-maintained green space,  Hospitality. Treating all in respectful ways that recognize and Supporting healthy living and recreation with parks, major corridors, gateways, and medians. enhance belonging in this valued community. useful parks, trails, recreational programming, + Provide recreation and wellness programs and facilities that build community,  Teamwork. Accomplishing goals and resolving issues through and community events. support the arts, and encourage social connections. quality communication and collaboration. + Celebrate our culture and community through special events each season. 6  Excellence. Always striving to improve community conditions and increase public trust and confidence. + Provide high quality fire prevention and law enforcement, community risk reduction, and emergency response services. Community safety and security. + Increase participation in Neighborhood Watch and S.C.O.P.E. volunteerism. + Improve emergency management and preparedness. Shaping our city into the kind of place worth living, working, learning, and playing in all seasons of life. 3  Healing Waters Strategic Plan  Enhancing quality of life and increasing public trust and confidence on purpose and in harmony.  Economic Development  There is plenty to do on State Route 902!  Amazing people, places, and partners.  Government Effectiveness and Efficiency  Fiscal sustainability.  Governmental affairs.  Capital Improvement Plan.  Communications Plan  Engagement and outreach.  Public relations and marketing  Crisis communication. 4 2  Attachment to 4/15/25 CC Minutes ORGANIZATIONAL MANAGEMENT  Weekly Staff Meetings  Address short-term and long-term priorities along with issues and successes.  Annual Self-Assessment Reports  Each department identifies and defines the ultimate goal of their efforts, objectively measures the impact of those efforts, reflects on current outcomes, and identifies opportunities for improvement.  Employee Evaluations  Valuable feedback to employees, supervisors, and the organization.  Employees often mention an excellent work environment, capable coworkers and teams, and making meaningful progress as highlights of their work. 5 6 3  Attachment to 4/15/25 CC Minutes OPERATIONAL PLANS AND CONTROLS Plans Strategic Plan Hazard Mitigation Plan Transportation Improvement Emergency Management Plan Program Comprehensive Plan Water System Plan Parks Master Plan Shoreline Management Plan Capital Improvement Plan Communications Plan  Contracts and Agreements  Public Safety (law enforcement, fire/EMS, and municipal court)  Public Works (solid waste, biosolids, interties, wastewater, engineering, and CTR)  Building & Planning (hearings examiner, planning consultant, and SCRAPS)  Parks & Recreation (MLSD facilities, Waterfront Park, DOC work crews)  Administration (IT, franchise, legal services, historic preservation, collective bargaining, government relations, grants, and insurance compact) 7 RESOURCE MANAGEMENT  Supervise, administer, and coordinate the activities and functions of the City.  Serve as Personnel Officer for the City under the direction of the Mayor.  Manage citizen advisory boards/commissions.  Coordinate contracted services on behalf of the City.  Collaborate with partner agencies and regional boards/commissions.  Prepare and execute the annual budget.  Inform and advise the Mayor, City Council, other public officials, and the public on the City’s operations. 8 4  Attachment to 4/15/25 CC Minutes STAFF REPORT SNAPSHOT Short Range: Long Range: • Solid Waste Services RFP – extension 4/15 • Long-Term Recovery for Gray Road Fire • Wastewater Agreement with DSHS – 1-pager • Staff Volunteer Policy • Annual Employee Evaluations – 90% • Golf Cart Ordinance • Hazard Mitigation Planning – state review • Wayfinding and Park Signage • RoW Permit Policy and Procedure – in work • Continuity of Operations Plan • City Communications Plan – 4/21 • Cameras for Public Safety – 3/7 site visit • WWTP Permit Update – 1/11 (in work) • Personnel Policies Update – in work • RFPs for: ESCO, Ballfield Lights (4/8), and Irrigation System (4/8), Active Transportation Issues: Successes: • Waterfront Park property transfer 9 5  Attachment to 4/15/25 CC Minutes Quarter 1 – 2025 (25%) General Fund Current Fiscal Percent Account Type Total Budget Activity Used Revenue $2,537,580 $566,240 22% Expense $3,456,924 $904,530 26% Activity Analysis • First half of Property Taxes will be collected in Quarter 2, deflating revenue % • State gas tax, electric B&O, building permits, and plan check fees above expectations • Insurance for entire year is paid in January.  Attachment to 4/15/25 CC Minutes General Fund Departments Current Fiscal Percent Department Total Budget Activity Used Transfers $1,577,500 $0 0% Grants $287,500 $124,064 43% Legislative $87,618 $22,151 25% Court $65,500 $17,150 26% Executive $300,755 $80,908 27% Legal $127,800 $16,662 13% Administrative Svcs $606,322 $546,363 90% Code Enforcement $88,084 $20,571 23% Building & Planning $259,875 $72,977 28% Special Revenue Funds Streets Current Fiscal Percent 101 Total Budget Activity Used Revenue $290,023 $62,519 22% Expense $273,597 $83,647 31% Streets – Restricted Current Fiscal Percent 104 Total Budget Activity Used Revenue $5,221,543 $213,313 4% Expense $5,214,660 $213,841 4% ARPA Current Fiscal Percent 107 Total Budget Activity Used Revenue $2,000 $1,023 51% Expense $327,000 $45,335 14%  Attachment to 4/15/25 CC Minutes Special Revenue Funds (cont.) Public Safety Current Fiscal Percent 110 Total Budget Activity Used Revenue $680,535 $138,642 20% Expense $760,823 $214,510 28% Parks Facilities Current Fiscal Percent 112 Total Budget Activity Used Expense $224,743 $39,376 18% Emergency Response Current Fiscal Percent 113 Total Budget Activity Used Revenue $1,000 $715 72% Expense No budget No Activity Parks & Recreation Recreation Current Fiscal Percent 112 Total Budget Activity Used Special Events $500 $0 0% Instructor Programs $5,500 $980 18% Youth Sports $20,000 $8,464 42% Adult Sports $2,000 $65 3% After School $9,600 $1,392 15% Youth Camps $19,000 $9,477 50% City Hosted Prog. $3,000 $3,910 130% Rentals $16,900 $3,050 18% Grant & Other $7,800 $6,000 77% Total Programs $83,800 $33,338 40% Sum of Program Revenue Transfers In (Sub.) $490,000 $0 0% Expense $351,944 $87,692 25%  Attachment to 4/15/25 CC Minutes Special Revenue Funds City Beautification Current Fiscal Percent 125 Total Budget Activity Used Revenue $13,850 $1,399 10% Expense $10,000 $0 0% Tourism Current Fiscal Percent 126 Total Budget Activity Used Revenue $121,500 $50,564 42% Expense $120,500 $2,178 2% Capital Improvement Funds Capital Improvement Current Fiscal Percent 301 Total Budget Activity Used Revenue $167,500 $21,583 13% Expense $360,000 $0 0% Parks Improvement Current Fiscal Percent 302 Total Budget Activity Used Revenue $263,000 $2,031 1% Expense $443,000 $801 0%  Attachment to 4/15/25 CC Minutes Proprietary Funds Water Current Fiscal Percent 401 Total Budget Activity Used Revenue $907,550 $183,033 20% Expense $899,577 $177,620 20% Water - Restricted Current Fiscal Percent 402 Total Budget Activity Used Revenue $597,375 $1,596 0% Expense $645,000 $0 0% Solid Waste Current Fiscal Percent 407 Total Budget Activity Used Revenue $772,750 $185,091 26% Expense $822,888 $138,391 17% Proprietary Funds (cont.) Wastewater Current Fiscal Percent 408 Total Budget Activity Used Revenue $1,486,501 $442,995 30% Dept.: WWC $368,888 $108,038 29% Dept.: WWT $1,196,902 $496,394 42% Wastewater – Restricted Current Fiscal Percent 409 Total Budget Activity Used Revenue $468,750 $3,146 1% Dept.: WWT $1,170,000 $0 2% Broadband Current Fiscal Percent 410 Total Budget Activity Used Revenue $4,000 $181 5% Expenditures $104,000 $0 0%  Attachment to 4/15/25 CC Minutes Possible Budget Amendments • General Fund – Total $355,472 • Administrative Services – Purchase of Historic Train Depot. $355,472 impact • Public Safety Fund – Total $115,023 • Law Enforcement - Underbudgeted for Sheriff contract, work on HVAC system, jail settle and adjust, and late arrival of Dec 2024 invoice. $114,523 impact. • Animal Control – Increase in SCRAPS contract. $500 impact.