 city council mayor city clerk city attorney and department heads proud to present all right thank you today's today's quote is actually very very astute for today's presentation when you focus on the good the good gets better and I'm just gonna kind of go over the city of Sheboygan State of the city our 2020 quarters 3 and 4 update and then we're gonna also talk about the 2021 strategic plan overview so as they would say that you know the best time to become the city's city administrators during a COVID pandemic and budget time so it's great times so next when we talk about our prior state I wanted to kind of emphasize one of the items that I talked about during the hot on tour and that was the our prior state that it decades of limited investment in valuable city resources so I'm going to start with our number four which is our roads we all understand that with our city our number one constituent complaint is how we take care of our 200 plus miles of roads we talk about our number three which is our infrastructure buildings and ERP system which is our enterprise these are areas that we just definitely have to invest in and number two is our fleet are not just our buildings but our fleet as in our you know fire trucks police cars are you know all the utility vehicles that we use within our cities for our city services and then our number one which is our most important is our employees our biggest asset next so when we talk about prior state led it's led to the following issues we've had communication issues I think that's number one we've lacked an adequate internal communication between and within departments it's something that we strive to improve our permissions these are things that we've identified inadequate improper and mismanaged permissions now why is that it's it's more of the fact that nobody's really looked into how does the process work so it's not something that was done on deliberately it's just something that's been done because of the lack of tools and training approvals limited consistency and or oversight in numerous approval area processes again it's not something that's deliberate it's something that's been done just from an oversight perspective documentation these are things that I follow that we found we lack adequate documentation and numerous processes procedures and in a number of areas again it takes time to document how you do things inefficient processes one of the things that I keep explaining to people is that the city which is we are a great city but we're just like any business we don't always have time to focus on how we do things so we just get it done that's part of the problem cultural issues leadership failures and mismanagement led to stagnant apathetic and internal culture this is typical in business that I've seen in my life in my career but it's also very prevalent within the city this took decades to build the situation and change will correct this as we work on this together next when we talk about our core values and focus I think this is something that it's just amazingly brilliant the way we put it together so we put it we built it into a what's called a stairs approach so these are the values that we work with our department heads and employees with on a on a day to day basis everything that we do we want to focus on our state on our values so obviously s is for service service is internal and external these are things that we should be focusing on whether we're alders internal department heads or employees working together internally and externally our teamwork again teamwork it sounds simple but it every day we work together as a team whether it's one department helping another or alders helping in constituents it takes a team to make everything go go smooth accountability it's something that typically is very difficult with it when when you talk about companies and the city is like a company and accountability is something that also helps our employees to understand that we are responsible for everything that we do we're accountable for everything that we we every process that we we do on a day-to-day basis I is something that we actually have to work and focus a lot harder on as a community and that's innovation we've been so stagnant in so many of our ERP systems and technology systems that we really need to work for further to improve that and we are in that process respect again that's internal and external respect is something that we should be doing for each other our constituents our team our team leaders and our employees and in s one of the most important ones is obviously still good stewardship and fiscal responsibility these are things that everybody takes for granted but we as a as a city we are focusing on these on our day-to-day pieces these are great values and I think that something that we really need to focus on next so when we talk about our core core values it these are things that are drivers for the city's mission to steer towards our city's vision next they help us to provide services towards to our strategic plan and focus areas and the goals that we have set forth next it helps us to improve and innovate services provided through to our residents on a day-to-day basis next it helps us to ensure tighter fiscal fiscal and process controls as we as we work on our core values daily next it helps us to create the gold standard for operations and this is something that I strive strive for for the city of Sheboygan is that I want every business in our in our community to look at the city of Sheboygan as the gold standard for operations whether it's fiscal or process oriented next and I want to see the city of Sheboygan become an employer of choice and that's again if we take care of our systems and our processes have good stewardship and we take care of our number one asset and that's our employees next part of our strategic plan is obviously our city's mission next and in achieving our city's mission using our core values that ultimately helps us to achieve our city's vision and these are things that we'll be addressing in our in our upcoming strategic plan next so when we look at it and we put it all together our strategic plan is really focusing number one on our core values those core values are our stairs approach and helping us to achieve our mission and our vision that the city and constituents have chosen next so when we look at 2020 quarters three and four I first the first thing that I implemented when I first entered into this position was what we call the TOT taught on tour so I met with all of the employees or at least tried to and I met with all the shifts all the departments all of all of the facilities that we have here at the city so I introduced myself explained to them that I'm honest and up front whether they like it or not I provided them with history of my private sector and city involvement I provided them with management philosophy and how I look at developing our employees and making them better at what they do we're only as strong as our is our weakest link and that's that's something that we need to work understand also focused on our process improvement our ability to perform with lean Six Sigma and also changes coming next the next thing that I did was working with our team was the overdue cultural changes empowering employees to make improvements and provide better services these are things that are very important in my opinion so our employees no many no many of the areas that need improvement which have fallen on deaf ears over the years there is a level of excitement as change is happening but with change comes apprehension and concern next so the next the next part part that we started to look at is course correction and that's something that I focus on is when you understand where you are and where we need to go we need to make changes so part of the course corrections is making sure that people understand that these are these are changes in a positive way so doing nothing with regards of making a decision is not the not the perfect decision creating no decision or progress is the worst decision that can be that can be made next so one of the biggest concerns that I had is eliminating the status quo and having somebody say well that's the way we've always done it that's just one thing that just irritates me if you can imagine that so we need to listen communicate and help make positive change and affect our operating our standard operating procedure next so when we continue to look at this one of the statements that I've said and a lot of people say I have I have a plethora of todisms but basically the statement is if you see something say something so many people have been here for so long and it's a great thing but it's also the fact that they they're also so used to doing things the same way they've been doing them because it works and just because it works doesn't necessarily mean it's the right process so my concern when I first started it was that many things many have been here in survival mode and that they are proud with the proud of the processes that they've established over the years they have not been given the resources and time to correct the processes another concern is the fear of doing something wrong we have great employees we have great direct department heads nobody wants to make a mistake if it works why change it and that's not really the thing that we need to do we need to make change to improve our processes because sometimes the information that we're doing isn't necessarily needed next so one of the next steps is empowering the employees to seek positive and proactive change this is about working smarter not harder not focusing on a focusing on pointing fingers focusing on fixing the process to benefit all next the last the last part of this is basically declare Sheboygan officially open for business one of the things that we have to remember is you know with COVID it has slowed development down but we also have have upset some of the developers and business businesses within Sheboygan that we are difficult to work with so one of my focus is along with our team is making sure that people understand we are open for business and that is that's something that we strive for next so there is nothing so useless as doing efficiently that which should not be done at all by Peter Drucker so many people don't realize how strong that statement is but we're good at a lot of things very efficiently but that doesn't necessarily mean that the value of that efficient process is giving us something that's needed next so we're going to talk about investment employees for 2020 quarters 3 and 4 next part of our investment in our number one asset which is employees is the realign realigning employees work focus to support our stairs core core values as we discussed earlier next collaborative job description revision accurately reflect duties performed it's been many many years that the job descriptions have been updated so a lot of people we need to balance the job descriptions make sure that the departments have the balanced amount of work and that's again part of team work part of service part of using innovation making sure that we're working smarter not harder it's also making sure that we're not doing things that are that are low value or no value next so the next part of it was the development of the position goals and personal development this is something that we implemented in our annual review and that's basically asking for our employees our team members how do you feel you're doing and what would you like as far as tools resources and what goals do you have to help them be successful in the future next next step was initiating employee training collaboration and team team building these are things that will be ongoing in 2021 and into the future as we continue to build our team and make sure that everybody's working more collaboratively versus in silos or islands as I call it next we're going to be improving communication creating synergies between departments again I've seen that the city which is a great city and we have a great team tend to have like islands where we don't communicate very well even though you might be next door to each other next our annual employee evaluation and survey forms and revisions and this I actually have to apologize because with everything going on we did do an employee survey and we were not able to at this up to date provide that information back to the employees and that will be coming out in first quarter of 2021 next so investment employees continued for 2020 so we talk about restructure so part of the restructuring was finance and human resources department realignment we all remember the CLA report well it's taking it to that next level so decades of long overdue consideration and change we provided first employee picnic also which attempted to reach a 100% of the staff formally 14% so when we think about restructuring it's not just what we're doing in finance but it's also employee involvement and what what have we been doing to help to get the employees involved with each other we also increased the employee appreciation gift by $5 to $20 and added the clarity of usage and requirements again because the employees were had given us information we need we need to listen to them if we're going to give them something as a benefit we need to listen to them why the benefit had less value next so revamp we started to perform audits and document decades old and non-existent policies and procedures identifying segregation of duties and checks and balances again as you heard me say before it's not deliberate it's just one of those situations that over time people took on responsibilities that they really shouldn't have had and it's not fair to the employee so all efforts provide direct support to mean this upgrade previously completed in 2017 utilization and external project management by Bay core support for this and future upgrades again what we're trying to do is we're trying to teach our teams our teams how to actually be project project leaders within within our system so that we can teach people how to fish versus giving them a fish when it comes to our upgrades when it comes to ERP system we should be doing an upgrade every 12 to 18 months versus every several years it's just it's a big elephant to bite off of next so when we talk about retooling so we will some of the parts that we put together was established cross-training protocols again when somebody's on vacation things shouldn't stop provide coaching and mentoring opportunities again we coach and mentor every day but really we want to take that further we're trying to help build a team and help everybody to be successful help employees develop growth within their positions again that's part of our annual review and it's also through coaching and mentoring create career paths for those that desire future growth again it's understanding what what your team wants if you have somebody you want to make sure that you help them to be successful and then all everybody will be successful ensure healthy working environments we've also instituted a go 365 health and wellness program and we're hoping that that takes off in a positive way we also initiated a core lean team and we've already been successful in performing some process improvements with some of the some of the programs that we have in place next so invested employees always treat your employees exactly as you want them to treat your best customers even Covey we have to remember part of our number one core value in in our stairs approach is service next investment in our business infrastructure if you've always if you've always done it that way it's probably wrong Charles Kettering I can't say it any more than that it's it says it for itself there's so many things that I've had people say but Todd that's the way we've always done it doesn't mean it's value-added doesn't mean it's something that we need next so when we talk about investments in business infrastructure 2020 quarters 3 and 4 since 2017 the strategic plan focused on the overdue infrastructure improvements in the city significant investment in the city's internal business systems and technology infrastructure a component of the city's overall infrastructure has been severely lacking for decades these critical elements are pivot pivotal for city staff to provide best services which our residents deserve continue the city's progress towards the strategic plan core values its mission and vision and guarantee the city's future success again when we think about it technology is something that we really should all be in in embracing look at with COVID-19 we wouldn't be here talking virtually if we didn't invest in technology so we're very lucky so as far as an overview investment in business infrastructure we put a timeline together so since July of 2020 through December 2020 we started out with information and business systems assessment next we went into the current vision munis ERP support ending in 2021 so when I came in it was identified that our present ERP system was no longer going to be up managed and maintained as of the end of December 2021 so that meant that we had to get the ERP upgrade in right away next the AS 400 system is outdated significantly we knew that we needed to get off of that but that system is actually involved and integrated into many departments whether it's police fire DPW city clerk HR I mean it touches everyone but it's very old technology next we brought in and contracted with Baycore Baycore Group for project management for a business and information systems upgrade again they are actually helping us to help ourselves for the future and they are the project leader for multiple ERP system upgrades next we defined our AS 400 migration planning and we started to actually migrate and take things off of the AS 400 and bring in other sources whether it's using munis or bringing in other modules that we'll be able to take and get us off the AS 400 next during 2023 and fourth quarter we also brought in additional laptops computers for additional capabilities working remotely because of COVID-19 and a lot of that was also benefited because of the CARES ask money to help us next virtual connectivity for municipal court and numerous conference rooms again because of the CARES act dollars we were able to increase our capability for virtual communication and meetings and we were able to assist the municipal court by having virtual meetings for them for their attendance I don't want to say defendants but next EAM software exploration that also is a huge program that will be helping us with our DPW that'll only take about 5 percent off the AS 400 but it again every little piece takes a chunk of it off next neighborly loan software which you got the council will be see we'll see the contract coming through very soon that is something that we are requesting for the implementation and collaboratively managed by the city development and finance department it is only a 2 percent but our loans have been an area that has created a lot of strife not just internally but externally next units version 2019 test scripts scripts are procedures and we are presently in the process of doing the testing so compliments to all of the departments for the overtime and extra hard work and I can literally say blood sweat and tears just because again everybody is doing this above and beyond what their daily duties are so compliments to everybody next next item is the MS Microsoft office upgrade phased in phased in over two years we actually some of that was actually pushed out to 2022 and we've been able to pull that back so some of the upgrades already occurred already in 2020 and in 2021 we should have everybody believe it or not on Microsoft 2019 finally we're on 2020 10 right now so again we're behind in our technologies next so again investment in business infrastructure 2020 it's very important that people understand many of these long overdue investments in the city internal systems infrastructure continue into 2021 as I've said before 2021 really needs to be an internal focus on how we do things and our efficiencies so several of these projects are multi phased and will support further exploration for efficiencies and help the staff work smarter not harder again innovation is the calling card of the future next so when we talk about 2020 quarters 3 and 4 we also talk about the COVID-19 related items upgrades infrastructure for safety upgraded cleaning protocols disinfecting fogging machines not just for City Hall but for DPW and for transit filters to improve internal air quality we're available next meet public library provided additional tax levy to support library operations and for 2021 next 2021 budget again completed fiscally responsible budget during health pandemic for key leadership change mid-year maximizing closure of the tit 11 and the air and ERP and we did leave some tax levy on the table because that meant that we would have had to raise our taxes even higher next human resources development restructuring again that's ongoing process procedures review benefits upgrade and audit staff changes there's been so much going on within our human resources department next employee survey updated inter interdepartmental communication team revised annual survey results to be presented in first quarter and again I apologize as I had stated in my top on tour we are going to be transparent we are going to bring that forth and we are going to have discussions about it but unfortunately because of timing and all of the projects that we have in place we haven't had a chance to actually present it but that will be coming next fire department contract negotiations tentative agreements have been reached in December of 2020 from what I understand and it will be presented to council in real soon next process control audits again reviews began in 2020 some processes controls not reviewed for decades streamlining and strengthening controls continues in 2021 again this is not deliberate this is something that is ongoing and something that we will we will improve and help our employees to protect our departments next finance finance department restructuring again like human resources there's been a lot of changes going on in finance and in human resources again we did our audit our pre-audit and documentation processes and procedures implemented efficiencies mentorship with a with a consultant which is a great asset our staff changes and additions have continued to have been very positive next so looking forward in 2021 without continued growth in progress such words as improvement achievement and success have no meaning believe it or not Benjamin Franklin next so when we look at 21 2021 strategic plan 20 2017 through 2021 is the strategic plan extension I am going to be asking for a one-year extension from our current strategic plan which runs through 2021 and extended into 2022 completion of the 2021 projects and initiatives outlined in the 2021 budget and CIP next 2021 professional and strategic planning build upon the current focus areas additional diversity and inclusion promote Sheboygan as a premier community both business and residential next 2021 plan for for 2023 strategic plan utilization of professional services to properly engage residents and create a comprehensive 2023 through 20 27 strategic plan again for a community of our size we really need to invest in a very professional strategic plan to help us communicate and get more information from our constituents in where do they want us to be for our vision so that we can divide define our mission and we can make sure that we utilize our core values to achieve those expectations next so when we look in the 2021 investment in employees again our number one asset position analysis non-represented non-represented employee position duties reviewed by external agency so in the we're in the process of sending out our job descriptions that we've revised and making sure that they they actually make sense that they're accurate that the balancing is correct and then we're going and then we're going to move forward on that next team development and customer service again services are number one stairs value training and and practice for dignity and respect and inclusion for internal and external customers again there's so many things that we need to include when it comes to team development and and our customer service as a company and city next one of my favorites process improvement auditing again continue documentation progress into 2021 next employee training another area that needs significant emphasis on expand employee training and be to become ongoing effort for knowledge and growth this is not something that should be a one-off for 2021 this should be something that employees have time within all of the departments so that they can continually have training and development to help them run and operate their departments more efficiently and effectively next succession planning this is one thing that I I really think is a huge deficit within our city we shouldn't be waiting for somebody to retire we should be planning on people to be successfully retiring from the city from our from our from our business and making sure that we're not leaving ourselves with a big void having succession planning is also the fact that you understand where your weaknesses are your strengths are and making sure that we have a plan so that we have overlapping ability so that when somebody's leaving somebody's coming in and there's a transition of those tribal knowledge can be absorbed and understood next one of the things for that excited a lot of the employees for 2021 in which was a very large benefit and we are thankful that the the council was in acceptance of this which which was the hsa contribution which was reinstated in 2021 for active employees only next so when we look at 2021 internal infrastructure and we we go from the top down ongoing user training ongoing scheduled upgrades we look at munis expansion integration utilization of owned and unused modules what does Todd mean by that there are so many modules that we actually as a city as a company own and we haven't had the time and resources to actually turn them on and use them efficiently and effectively so we're going to be starting that process in 2021 the AS 400 migration again the goal is to get off of the old technology and get into the Tyler munis which is our ERP system and or utilizing additional modules that work with the munis technology next one is the munis upgrade which we are in the process of testing for the munis upgrade but that's just the base base functionality after that we will get into the actual upgrades and the the actual improvements that are in the munis upgrade of 2019 next one is departmental munis super users and project leads coaches and cross training this was what I consider new to the city but it's something that's very important and I see a lot of success because there's a hierarchy there's the ability to create an institute team building within the different departments by having super users and coaches when there's a problem the problem is reviewed by multiple people and it's not just one person by themselves trying to figure it out next so 2021 investment infrastructure it is like a web which is what you're supposed to see in the background there so never really loan software launch collaborative efforts between the city city developments and finance departments providing users with on with online interface again we have so many loans out there with businesses and residents that with this new system they'll actually be able to go online if they choose and they'll be able to actually check how you know how much do I owe what are my payments how much have I paid all of that online versus calling and asking again it makes us more efficient helps them to be more efficient next shifts shifts and awards focus my predecessor was very involved with awards as we all know for me it's more of a shift focus to internal process control management I don't need an award to tell us we're successful what I need is processes and daily activities to be successful next fleet management review again we spend a lot of money on our fleet one of the things that we'll be looking at is making sure that we have alternative methods for financing purchase disposal and management of our fleet and there's multiple types out there for that next we'll be looking at maximizing alternative funding sources tighter budgets lead all departments to seek and fully exhaust alternative funding sources again working smarter next delinquent personal property tax management create and establish a process again this is an area that has caused a lot of strife internally and externally with our citizens next our eam selection this is a process that's going to be very very helpful on multiple levels it's continue vendor review and planning process for 2021 implementation we've recently had the demo for the second second option this is this eam program is going to help us with inventory management maintenance it's going to tell us where our assets are it's it's it's very exciting things next eam implementation this is this is the part that I need everyone to understand also because we'll be talking about these these projects for quite a while it's estimated that that process alone will take upwards of nine months to to complete one of the most significant and revolutionary investments in the city's internal infrastructure begin in 2021 and complete in 2022 again I look at it and say it's a 5 percent reduction in the AS 400 but truly we're adding a lot of benefits that we don't have today what do we have for assets what what do we do for maintenance management things like that so these are things that are going to make us more efficient at our day-to-day practices next munis code enforcement module launch this is a this is a actual module that we have and in the past we actually looked at it we as a city and we did not like it at that time but the updated version is something that's going to help us so we're looking to utilize previously purchased ERP module to streamline operations direct interface with munis financial platform and this will be a 10 percent reduction off the AS 400 again our goal is to continuously chip away at the AS 400 technology so when webs when spider webs unite they can tie up a line african proverb again everything that we do within the city is like a spider web next 2021 new initiatives so in 2021 we're looking to support our stairs core values and substantial investment in our business infrastructure and employees the city will begin utilizing our lean principles to identify the and remove waste lean will improve the city's services allowing employees to work smarter and provide residents the best possible outcomes the best thing about lean is it doesn't cost anything it's a process it's a philosophy it's continuous improvement next so 2021 new initiatives EAM enterprise asset management i've touched on that quite a bit integrates our GIS to work and work for work order systems manage resident requests asset management preventative maintenance and track distribution and and limited resources next significantly improves the level of service our residents request monitoring in real time save time and expenses reduced travel time to locate tools and equipment data manuals data information is accessible in real time and to technicians in the field so i use the example as we have an accident somebody knocks down a a power pole or a light pole we send DPW out there they have to drive out there to look at it see which one it is see what the electrical schematic is go back to DPW get the information go back out into the field and then they can make the make the repair this will all be able to be done via an iPad or some type of a tablet next asset conditions and assessments depreciation can and conditioning tracking in real time timely and informative data for budgeting and capital planning one of my most exciting pieces to the EAM is the ability for us to have a better handle on our strategic planning when it comes to what our assets life is how much we're spending on our on our assets and what the lifespan is so that we can plan for the future on some of these changes next so the last one best one of all to provide the to provide the best level of service and efficiencies which the city of shabuagan residents deserve the city needs to invest in the training and technologies to make these expectations a reality have a dream define the plan make it happen by yours truly so in closing i just want to say thanks to kary for this presentation and support i also want to say thanks to the city department heads and the employees our number one asset for this progressing growth that i've been able to go over tonight