City Council - Workshop Meetings

City Council Workshop Meeting Ash Conference Rooms August 13, 2025 | 5:30 PM This City Council Workshop meeting is taking place virtually and at Woodbury City Hall in the Ash Conference Rooms. Members of the public may attend the meeting in person and may also join the meeting using a computer, tablet, or smartphone and accessing the virtual meeting link at woodburymn.gov/VirtualMeetings. Watch the Live Meeting Public comments will be accepted during the meeting both in person and virtually. Virtual questions should be submitted via the online Q&A feature within the virtual meeting link. Questions regarding the meeting will be taken between the hours of 8:00 a.m. to 4:30 p.m. at 651-714-3524 or at council@woodburymn.gov. Questions received after 4:30 p.m. will be responded to in the next three to seven business days. Please note that all agenda times are estimates. Unfinished workshop items will be carried over to the end of the Council meeting. 5:00 p.m. Dinner – Birch Conference Room The intent of the workshop session is to provide a forum for City Council and City staff to discuss more in-depth Council items, exchanging viewpoints and visions prior to the item being set for Council action at a regular meeting of the City Council. Workshop sessions are neither a public hearing nor an open microphone session. No formal votes will be taken and any direction from Council will be in consensus format. The workshop session is not recorded. Workshop Agenda 1. Workshop Discussion Items 1A. 2024 Performance Measures 25-191 1B. 2026 Key Budget Considerations 25-192 1C. Closed Session as Allowed by Minnesota Statute Section 13D.05 to Receive Presentation on the City's Physical Safety and Security Protocols for Elected Officials, as the Information Discussed Could Compromise Security Procedures. 2. Administrator Comments and Updates* 3. Mayor and City Council Comments and Commission Liaison Updates* 4. Adjournment  Woodbury City Council Agenda August 13, 2025 | 5:30 PM  Items under comments and updates are intended to be informational or of brief inquiry. More substantial discussion of matters under comments and updates should be scheduled for a future agenda. The City of Woodbury is subject to Title II of the Americans with Disabilities Act, which prohibits discrimination on the basis of disability by public entities. The City is committed to full implementation of the Act to our services, programs, and activities. Information regarding the provisions of the Americans with Disabilities Act is available from the Administration office at 651-714-3500. Auxiliary aids for disabled persons are available upon request at least 72 hours in advance of an event. Please call the ADA Coordinator at 651-714-3500 (TDD 731-5796) to make arrangements.  1A City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 25-191 August 13, 2025 To: The Honorable Mayor and Members of the City Council From: Jeffrey J. Dahl, City Administrator Subject: 2024 Performance Measures Summary The City of Woodbury, has a long-standing, award-winning tradition of performance measurement reporting. From 2009 through 2021, the City was consistently recognized by the International City/County Association (ICMA) for excellence in reporting practices. Until 2020, performance reports were primarily available only in paper or PDF format. In 2020, the City launched an updated performance measurement program that includes a public dashboard available through the City website as well as a complimentary summary report. The City has a significant number of performance measures and providing this complex data in a transparent, user friendly, and meaningful manner is our highest priority. For 2024 performance measurement reporting, the following deliverables have been completed continuing upon our program re-launch in 2020:  A 2024 Performance Measures Summary report has been provided which includes key highlights of annual reporting and a general overview of the City’s performance measurement program.  The public Performance Measurement Dashboard has been updated to include 2024 reporting. Using the dashboard is the recommended method for Council to review annual performance reporting as it allows for the most interactive review of the data. o Performance Measures Dashboard Link: https://performance.envisio.com/dashboard/woodburymn545  An attached PDF report of performance measures from our Envisio software. Again, we would encourage reviewing the data via the dashboard as the data is more interactive and easier to read. However, we recognize a hard copy may also be helpful.  Spreadsheet reporting of performance measures (for five years only) will continue to be included in the annual budget document. The adoption of an analytics and dashboard tool has delivered numerous benefits while aligning with the public’s expectations for more modern, accessible data presentation. Staff have reported substantial efficiencies and time savings with these changes. In addition, the use of Council Workshop Letter 25-191 August 13, 2025 Page 2 graphical data displays has significantly enhanced the ability to identify trends and potential challenges. The availability of 11 years of data for most measures—compared to five years—has further strengthened the City’s capacity to analyze long-term patterns, draw informed conclusions, and make recommendations. Recommendation Staff recommend Council review the Performance Measures Summary Report and analytics dashboard and provide any feedback on performance results. The information is intended to be used in preparation for the City’s budget process, to inform Council’s decision-making, and to provide accountability to Woodbury stakeholders. Governance Mode1  Fiduciary - Stewardship of tangible assets, oversees operations and ensures efficient and appropriate use of resources, legal compliance and fiscal accountability.  Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”. Fiscal Implications There is no budget impact. Policy Not applicable. Public Process This is the first public process for this item for 2024 data. Community survey data as included in performance measures was previously presented to Council. Background On an annual basis, the City produces a Performance Measures Report to evaluate the City’s performance and inform the decision-making process. Information is available to the public on the City’s website. A newsletter insert will also be produced. Written By: Angela Gorall, Deputy City Administrator Gaonou Vang, Management Analyst Approved Through: Jeffrey J. Dahl, City Administrator Attachment: 1. 2024 Performance Measures Summary Report 2. 2024 Performance Measures All Graphics Report 1 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long- term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas. 2024 Performance Measures Summary Report An annual summary of the City of Woodbury’s performance and key statistics in an effort to build a stronger community by measuring for success. 1 August 13, 2025 The Honorable Mayor and Members of the City Council City of Woodbury Subject: 2024 Performance Measures Summary Report Dear Mayor and Council Members: City staff and I are pleased to present a summary report of City of Woodbury 2024 performance measures, the 29th such reporting in the City’s history. Reporting 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 Prepare in the State of Minnesota. Over the years, the City’s performance measurement program has been recognized for excellence with the following awards: Analyze  Awarded a Certificate of Excellence or Distinction for performance measurement reporting from 2011 through 20211 by the Act International City/County Management Association’s Center for Performance Management (ICMA-CPM). Office of the State Auditor, Performance Measurement Program The City annually participates in the Office of the State Auditor’s Performance Measurement Program. In 2010, the Legislature created the Council on Local Results and Innovation. In February 2011 (later updated in 2013), the Council released a standard set of ten performance measures for counties and ten performance measures for cities that will aid residents, taxpayers, and state and local elected officials in determining the efficacy of counties and cities in providing services and measure residents' opinions of those services. The City voluntarily participates in this program as authorized by the City Council annually. By participating, the City is eligible for a reimbursement of $0.14 per capita, not to exceed $25,000. 1 ICMA did not offer an award program starting in 2022. 2 Performance Measures Dashboard Historically, the City had presented its performance measures in a report format that included a spreadsheet of measures for each reporting area, 1-2 graphics and limited supporting text. With 2020 reporting, a Performance Measures Dashboard (link available on the City website) was implemented. This summary report is a complement to the Performance Measures Dashboard providing highlights of annual reporting. The Performance Measures Dashboard includes seven primary reporting areas consistent with the seven departments of the City. Within each department, there are then sub-reporting units generally consistent with the divisions within those departments. Text is provided (obtained from the annual budget document) describing the reporting area or division as well as mission critical/high impact deliverables. This text is provided to allow a reader to better understand the organizational structure of the City as well as context to the measures themselves. For the majority of measures, a total of ten years or more of data is provided. Less years may be provided for some measures if they are new or have been significantly changed from past years. The goal is to provide a total of fifteen years of data for each measure as the new dashboard program continues. Figure 1 Performance Measures Dashboard Key Performance Indicators Also provided on the dashboard is a section of Key Performance Indicators. These are the indicators identified as the most critical measures to the City’s on-going success or key to City Strategic Initiatives or Critical Success Factors. Due to the large number of performance measures in total that are available, users can utilize this Key Performance Indicators section of the dashboard if just looking for the most notable of measures. 3 Community Survey Within department performance measures are also some key results from the City’s Community Survey. The Community Survey is conducted every other year, however there was an off year due to COVID. Since the 1990’s, the City has contracted to conduct Woodbury’s biannual resident survey. For surveys in the years 2015, 2017, and 2019, a mailed survey was distributed to 1,500 randomly selected resident households. All surveys prior to 2015 had been conducted by phone. The most recent survey was conducted in January 2024 with results presented to the City Council in April 2024. A total of 4,200 Woodbury households, selected at random, were invited by mail to participate. There were 905 survey respondents, yielding a response rate of 22%. The margin of error was plus or minus three percentage points around any given percentage for all residents. Past Reporting Impacted by COVID Pandemic 2020 was an unprecedented year in so many ways, including how the COVID pandemic affected City services and operations. A significant number of City performance measures were affected by the pandemic in 2020 and many of those measures were still impacted or recovering in 2021. For 2022, the City had fully recovered, in most cases, from the pandemic impact. Where needed, footnotes or explanations are still provided of how the pandemic directly or indirectly affected these past measurements. Pandemic related comments were only provided for measures where there was an extremely significant event, such as a full facility closure. 4 2024 Reporting Highlights Through performance measurement, the City continues to identify strengths and areas for growth of the programs and services that are offered. Provided is a summary of the most notable areas from 2024 reporting. Administration and Finance  Human Resources: The rate of employee turnover had increased for the last three years and has exceeded the 2024 internally set goal of <5% for the last four years, reaching Notable 7.4% in 2024. For 2024, the figure did decrease slightly from the 10-year high of 7.6%. A continual area of focus for the division has been supporting employee performance review processes. For 2024, it was reported that it took on average 60 days to complete employee reviews after the employee anniversary date, the lowest number of days reported since 2015.  City Clerk: The total number of licenses processed by the division reached a 10-year high of 309 total licenses processed, with the number of massage therapy licenses making up the bulk of the increase. The number of administrative hearings decreased from 2023 but remains above the average.  Finance: Debt as a percentage of taxable market value was reported at 0.36% in 2024, the lowest reported for the period shown. In addition, the amount of debt service paid by the property tax levy in relation to the total property tax levy was also the lowest reported for the period at 6.2% in 2024.  Finance: The division continues to see an increasing volume of customers taking advantage of online utility 2024 billing with now over 14,000 customers choosing that Highlight option. This has resulted in 78.9% of the total number of utility billing payments being electronic. The number of utility billing errors remains historically low at 0nly 20 in 2024. Past years showed a consistent history of over 100 errors and years over 200. Risk Management  The number OSHA recordable injuries (which are the most significant types of injuries) saw a continued decline from 49 reported in 2021 down to 27 reported in 2024. The number of lost workdays due to an at-work OSHA recordable injury did increase from the previous year, going from 266 to 479. The modification factor for workers compensation declined in 2024 to 0.97. As modification factors decrease, the City can generally expect to also receive reduced premiums for workers compensation insurance. Public Safety  Police: Reporting within the Police Division has seen considerable changes in the past few years. Where needed, footnotes have been added to detail when newer reporting should not be compared to past reporting. Older reporting methods will be removed from performance measures when appropriate. Service call data through Computer Aided Dispatch (CAD) was updated in 2018 also affecting reporting. Therefore, 5  performance measures using these methodologies or systems were significantly affected when compared to past reporting.  Police: Total calls for police services has remained fairly consistent over the past three years of reporting. However, the number of reactive calls reached a high for the reporting period at 34,058. The number of proactive traffic contacts also reached its highest since 2018 at 10,510.  Police: Group A offenses per 1,000 residents, a new measure since 2021, has continued to see a steady decline 2024 Highlight from 34.0 in 2021 down to 19.4 for 2024. As these are some of the most serious offenses, this is a positive downward trend for the community. The percentage of Group A crimes cleared reached a high of 44% for 2024, the highest reported since 2021.  EMS Fire: In 2024, total calls for service (Fire and EMS) hit a record-high for the reporting period at 8,063 calls. Of those calls, 73.4% were medicals, which has increased by 108% since 2014. The percentage of time on scene for an EMS response in less than nine minutes was reported at 86% for 2024, a slight decline from 89% in 2023.  EMS Fire: New measures were established in 2023 for fire response. Having an intervention unit on scene in less 2024 than ten minutes decreased to 65% of the time. Having Notable four firefighters on scene in less than ten minutes for high hazard incidents increased to 50% of the time, double the rate from 2023. Monitoring of these EMS Fire response times as the division implements its new 24-hour staffing model (started in April 2025) will be a key performance measure in futures years. Information and Communications Technology  IT: The IT division continued to see a notable improvement on the percentage of formal maintenance 2024 support requests being resolved within one business day. Highlight For 2019-2021 percentages were reported between 67- 70%, however 2022-2024 have now been reported between 90-91%, also well exceeding the established goal. The percentage up-time of all critical IT systems was also reported at 99.99%, which met the goal for 2024.  Community Relations: Many of the measures for the City’s social media related subscribers and reach saw significant increases in 2024. These increases can be attributed to many factors including, but not limited to, social media strategy implementation, the LOST campaign, boosting of key posts, and public safety incidents drawing high engagement. Many of these metrics continue to be a moving target year to year due to continual changes in this space, however more targeted strategies by the Division are being reflected in the measures. As just one example, Facebook content interactions went from 16,000 in 2023 to 54,929 in 2024. 6 Community Development  Planning, Code Enforcement, Housing & Economic Development: The annual percentage increase of 2024 commercial and industrial market value was 0.3% in 2024, Notable the lowest reported for the period shown. The dollar increase of commercial/industrial market value for 2024 was $5.39 (in millions) also the lowest reported for the period shown.  Planning, Code Enforcement, Housing & Economic Development: The City added 267,493 square feet of new commercial buildings in 2024. Particularly notable is of that square footage, 100% was non-retail. The percentage of new commercial added that has been non-retail has been over 95% for the past five years.  Inspections: In 2024, the median time it took to process a new home permit (in days) was 17 days. Although this is a slight increase from 2023, it is still below the goal of 21 days.  Inspections: The number of inspections per FTE of a residential inspector decreased from last year but continued to exceed the desirable range for 2024. The goal range for residential inspections per FTE is 2,500-3,000 but the actual was 3,367. The number of commercial inspections per FTE of a commercial inspector reduced significantly from 2023 and is well into the desirable range. The goal range for the number of commercial inspections per FTE commercial inspectors is 1,500-2,000 and the actual was 991. Engineering  Engineering: The percentage of total system lane miles requiring maintenance (PCI<60) was reported at 15.9% 2024 Highlight for 2024, the lowest reported for the reporting period and well below the established goal. Average PCI ratings of both non-residential and residential streets have increased for the second year in a row reaching 70.1 and 77.2 respectively. These are both notable highlights in a positive direction indicating improvements to the City’s overall transportation system in recent years.  Environmental: The number of acres irrigated from stormwater reuse systems reported at 322 acres, and the number of acres of native pond buffers and upland areas actively managed and maintained were reported at 407 acres, the highest reported for the reporting period.  Municipal Buildings: Total gross utility costs (for all buildings) were down considerably from the high reported in the previous year, going from approximately $873,000 down to $625,000. Actual BTU’s used per square foot has decreased and was the lowest reported for the reporting period at 58,700. The City continues to make notable efforts in building efficiencies, however costs are also notably weather dependent. 7 Parks and Recreation  Recreation: A notable highlight for 2024 was the continued increasing trajectory for field rental income, 2024 Notable and park shelters and buildings rental income. Field rental income was reported at $192,912 and park shelters and buildings rental income at $115,498. Each measurement was the highest recorded in the ten-year reporting period. Conversely, due to renovations underway at Central Park, a number of measures were impacted and limited the use of this facility for recreational opportunities for the community in 2024.  Sports Center: In 2024, the Sports Center had a record-breaking operating income at $700,099, nearly $200,000 more than the previous year and about $40,000 more than the second highest in the ten-year reporting period. Additionally, the Sports Center had the highest number of ice hours sold and utilized for programming for the reporting period at 5,656. To better forecast and achieve accurate statistics, several figures were reviewed and updated by staff in 2023; thus, some of the reporting criteria are not comparable to those of past years.  Eagle Valley Golf Course (EVGC): After several record- breaking years, EVGC is continuing its trend of highly 2024 Highlight successful performance results. In 2024, the highest operating income was recorded in the ten-year reporting period at $832,663, over a $100,000 increase from 2023. Additionally, revenue for lessons also hit its highest at $55,628 with the number of total rounds played hitting its second highest in the reporting period at 44,121. Public Works  Parks and Forestry: A total of 479 trees were removed in 2024 by the division, and a total of 1,245 trees were 2024 planted, over double the number of trees planted in 2023. Notable The number of miles of City maintained trails continues to grow and reached 179 in 2024 and the number of acres in the park system grew to 3,677, of which 15% is finished and being mowed.  Streets: The percentage of full snow/ice cleaning with routes plowed at least once within eight hours was reported at 100% for 2024, with the average hours to complete such work at 6.78. This was partially due to 2024 having only seven full cleaning events and less than average snowfall.  Stormwater Management System: The annual cost of street sweeping per lane mile swept in 2024 dropped to $207 from $237 in 2023. This is directly attributed to watershed funding supporting City sweeping goals. The number of publicly maintained ponds continues to see increases. There were a reported 733 publicly maintained ponds for 2024, up from approximately 500 in 2014. 8   Fleet Services: The total number of repairs contracted out 2024 due to workload was reported as zero for 2024, the only Notable time this figure was reported for the period shown. The total number of vehicles and equipment managed by the Fleet Services Division rose to 490 in 2024, having the vehicle equivalency per technician right within the goal range. Technician utilization remained high at 81%.  Potable Water Distribution System: The residential per capita served water usage decreased for the third year in a row from 81 to 71 gallons per day from 2023 to 2024, a significant single year decline. The City was last at 71 gallons per day in 2019. While weather is always a contributing factor, the City implemented its water restrictions in July 2022 which are also likely a key factor.  Potable Water Distribution System: The average cost for meter reading saw a notable decline in 2024. This is 2024 attributable to the significant staff efforts from the meter Highlight change-out program to radio read meters requiring less staff time for reading. The meter reading team is also down from three staff to now only one due to these improvements and there are currently only approximately 2,300 meters still manually read in the City. Additionally, the number of water meter change-outs at 3,870 was the highest reported for the period shown. Staff implemented scheduling improvements for customers leading to a better customer experience and improved efficiency in the overall program.  Sanitary Sewer System: The number of feet of sewer line televised was 107,035 feet. The number of feet of sewer line jetted was 350,016 feet, meeting City goals. The overall assets in the system continue to grow considerably including manholes and sewer connections. 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 residents, visitors, and businesses of Woodbury find this information of value in looking for ways to improve City performance. Respectfully submitted, Angela Gorall Deputy City Administrator “If you can’t measure it, you can’t improve it.” -Peter Drucker 9 2024 Performance Measures - All Graphics Jan 01, 2024 - Dec 31, 2024 Administration and Finance The Administration and Finance Department includes the Administration, Human Resources, and Finance Divisions. Administration The mission of the Administration Division is to provide the foundation for the City of Woodbury organization by delivering support and direction to the community, supporting the activities of the City Council, and providing for compliance with state statutory and regulatory functions. The Administration budget is responsible for Council and City records, office of the City Administrator, City Clerk activities, customer service, and special projects. The City Council appoints the City Administrator. The City Administrator serves as chief administrative officer responsible for supervising City employees, accounting, preparation of reports, factual determinations and execution of Council policies. Furthermore, the City Administrator oversees long-term and short-term departmental planning, organizes and directs the workload of employees, reports to the City Council and the general public, and prepares and executes the budget. The Deputy City Administrator oversees the Administration and Finance Department, which includes the Administration, Human Resources, and Finance divisions. Mission Critical/High Impact Deliverables: Budget and resource management Biennial strategic initiative planning Performance measures program and annual reporting Special projects and analysis towards the leadership and good of the organization and the City Organizational development Agenda packets Administrative support - Council, Administrator and Administration and Finance Department Licensing - liquor, tobacco, massage business, massage therapist, refuse, dog, pawnbroker, gambling, and cannabis Records management/retention and data practices Elections Administrative citations Advisory Boards and Commissions membership management City Code, Council Directives, and Administrative Directives oversight Customer service Page 1 Last Update: Apr 16, 2025 19:58:09 Community Survey Results: Job Performance of Mayor/Council and Rating Welcoming Citizen Involvement 100% 94% 94% 91% 90% 90% Average 91% 88% 86% 86% 88% 86% 86% 85% 85% 75% 68% 68% 71% 71% 69% 69% 62% 62% 64% 64% 50% 25% 0% 2011 2013 2015 2017 2019 2022 2024 Percent of respondents who approve or strongly approve of the job performance of the Mayor & Council Percentage of residents surveyed rating the job Woodbury does at welcoming citizen involvement as excellent or good The Council's job performance 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. Last Update: Apr 16, 2025 20:30:24 Percentage of Administration Total Actual Expenditures to General Fund Total Actual Expenditures 6% 5.0% 5.0% 5.0% 5.0% 5% 4.8% 4.8% 4.8% 4.8% 4.7% 4.7% Average 4.6% 4.6% 4.7% 4.5% 4.6% 4.6% 4.7% 4.4% 4.4% 4.5% 4.2% 4.2% 4% 3% 2% 1% 0% 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Page 2 Last Update: Apr 16, 2025 20:30:24 Number of City Council Agenda Items and Issue Items Processed 400 342 342 332 335 340 340 328 328 332 335 320 324 324 317 327 327 314 314 320 317 300 300 300 241 241 200 149 149 112 112 115 115 106 102 102 93 106 81 86 86 93 100 81 73 73 59 59 0 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Number of City Council agenda items processed Number of Council issue items Last Update: Apr 16, 2025 20:30:24 Number of Applicants for Advisory Committees/Commissions 50 47 47 47 47 45 45 44 44 41 41 40 Average 37 37 36 36 35 35 31 31 31 31 30 26 26 20 10 0 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Page 3