Loading...
HomeMy WebLinkAbout08.31.15 Minutes SPECIAL CITY COUNCIL MEETING Monday, August 31, 2015 7:00 p.m. CITY OF EVANSTON, ILLINOIS Council Chambers Lorraine H. Morton Civic Center 2100 Ridge Avenue, Evanston, IL Roll Call: Alderman Grover Alderman Braithwaite Alderman Rainey Alderman Wilson Alderman Miller Alderman Holmes Alderman Fiske Alderman Tendam Alderman Wynne arrived after Roll Call @ 7:11 pm Presiding: Mayor Elizabeth B. Tisdahl Mayor Tisdahl called the Special Meeting of the City Council to order at 7:10 pm after the Roll Call demonstrated a quorum was present. Mayor Public Announcements The Mayor had no announcements. City Manager Public Announcements City Manager Bobkiewicz gave “Recognition of Joseph McRae”, Deputy City Manager and Director of Parks, Recreation and Community Services. He praised him for his excellent services to the City. Mr. McRae will be leaving to become the Director of Parks and Recreation in Cleveland Hights, Ohio. There was a long lasting standing ovation for Mr. McRae after the City Manager’s comments. Mr. McRae thanked all including his staff for their support and trust. The Mayor, City Clerk and Aldermen added their praises as well. Katherine Hurley gave a report of the “Streets Alive (Sunday, September 13th from 1PM- 6PM on Main Street), Green Living Festival” and Hispanic Heritage Month Kickoff will City Council Agenda August 31, 2015 Page 2 of 12 also be included during this event. Communications: City Clerk City Clerk had no communications. Public Comments: Junad Rizki, stated the City was in a dysfunctional state of being. He also stated there is not enough staff or qualified personnel in the City, as well as giving funds to failing organizations. Bennett Johnson, spoke of the killing of another black and the city must act together in solving the crime problem. He stated one child’s life is one too many. Rev. P Efiom, is the Sr. Pastor of Ebenezer AME Church which is the oldest black church (established in 1882) was concerned with the leaving of Mr. McRae and Ms. Suzette Robinson and the void that now exists in the City of Evanston. She also asked the council to pay attention to the issues on the table should stay on the table. Madelyn DuCree, expressed her concern for the practices of the outside Cook County Sheriff violated their rights in performing acts of molestation against black children (she was graphic in her summation). She also had concern about the separation of Suzette Robinson, and her condolences to the Blackwell family. Special Orders of Business (SP1) City Reorganization Update It is recommended that the City Council receive and file this report. For Action: Receive and File (SP2) FY 2016 Budget Update Staff recommends that City Council receive and file the FY2016 Budget update. For Action: Receive and File (SP3) FY2016 Budget Calendar Staff recommends that City Council approve the FY2016 budget preparation calendar. For Action Alderman Rainey motioned for acceptance of Sp1, Sp2 and Sp3 and it was 2 nd by Alderman Grover. The motion was accepted by a Voice Vote. (SP4) Approval of Funding in the FY2016 CIP for Two Studies of Evanston Parks and Recreation Facilities Staff recommends that City Council direct the City Manager to include $40,000 in the FY 2016 Capital Improvement Plan (CIP) for two studies: 1) a Park Report Card that will review park and recreation properties in Evanston (City, School Districts 65 and 20 2, Ridgeville Park District, Lighthouse Landing, and Metropolitan Water Reclamation District) and 2) a park and recreation financing report that will prioritize spending. For Action (SP5) Emerson/Ridge/Green Bay Project Update Staff will provide an update on the Emerson/Ridge/Green Bay Improvement Project. For Discussion City Council Agenda August 31, 2015 Page 3 of 12 I Approval of Contract with Walsh Construction Company for Rehabilitation of Concrete in Water Plant Clearwells 1 and 2 (Bid 15-47) Staff recommends that City Council authorize the City Manager to execute a contract for the Rehabilitation of Concrete in Water Plant Clearwells 1 and 2 with Walsh Construction Company II, LLC (929 West Adams Street, Chicago, IL) in the amount of $302,874.10. Funding is provided by the Water Fund, Account 513.71.7330.65515. For Action II Resolution 87-R-15, Authorizing the City of Evanston to Increase the FY2015 Budget for the Dempster/Dodge TIF Fund by $2,000,000 to a new total of $2,000,000 Staff recommends that City Council adopt Resolution 87-R-15 authorizing the City Manager to amend the FY2015 Budget for the Dempster/Dodge TIF Fund by $2,000,000 to a new total of $2,000,000. Per the agreement with Valli Produce, the City will be funding this incentive through future tax increment finance revenues. These revenues will be used to pay the debt service cost of a $2,000,00 debt issuance in the Dempster Dodge TIF fund. For Action III Resolution 88-R-15, Authorizing the City of Evanston to Increase the FY2015 Budget for the Chicago/Main TIF Fund by $2,900,000 to a new total of $2,900,000 Staff recommends that City Council adopt Resolution 88-R-15 authorizing the City Manager to amend the FY2015 Budget for the Chicago/Main TIF Fund by $2,900,000 to a new total of $2,900,000. Per the agreement with Chicago & Main Funding Member, Inc., the City will be funding this incentive through future tax increment finance revenues. These revenues will be used to pay the debt service cost of a $2,900,000 debt issuance in the Chicago/Main TIF fund. For Action IV Ordinance 111-O-15 Amending Section 9-2-3 (B) of the Evanston City Code to Increase Fire Department Ambulance Transport Fee Staff recommends that City Council adopt Ordinance 111-O-15 amending Section 9-2-3 of the Evanston City Code. The amendment will increase ambulance transport fees. For Introduction V Ordinance 110-O-15 Amending Title 10, Schedule XVII of the Evanston City Code to Increase Parking Violation Penalties Staff recommends that City Council adopt Ordinance 110 -O-15, amending Title 10, Schedule XVII, of the Evanston City Code, “Parking Violation Penalties”, Section 10 -11- 17. The amendment will increase the penalty for various parking fines. For Introduction VI Approval of Appointments -- For Appointment to: Commission on Aging Rick Gergerian Economic Development Committee Hecky Powell Plan Commission Patrick Brown City Council Agenda August 31, 2015 Page 4 of 12 Alderman Rainey motion for approval of Consent Agenda and it was 2nd. It was a 9-0 vote to approve. For Action Call of the Wards Ward 7, Alderman Grover welcomed all back to school, ward meeting on September 7th. Ward 8, Alderman Rainey had excellent meeting for the Dairy Queen on Howard. She also commented on the Police Outpost on Howard, and the TIF increment usages. Ward 9, Alderman Miller has his ward meeting this Thursday @ 7pm at the Levy Center. Ward 1, Alderman Fiske her ward meeting @ 9pm tomorrow night at the Library “Focus Development will be presenting. Ward 2, Alderman Braithwaite hosting ward meeting September 10th from 7-9 pm District 65 building. Ward 3, Alderman Wynne had no report. Ward 4, Alderman Wilson had no report. Ward 5, Alderman Holmes encouraged 5th ward residents to attend 1st ward meeting. She also invited residents to her 5th ward meeting on the 17th to hear Mr. Bobkiewicz speak on the budget. She also mentioned the killing in the neighborhood. Ward 6, Alderman Tendam spoke of the “Black Voices in Opera” at Fleetwood Theater as well as congratulating Mr. Tim Rhoze, Artistic Director of Fleetwood Theater. The Special Meeting of the City Council ended at 9:47 pm with a Voice Vote. Submitted by, City Clerk, Rodney Greene, MMC City of Evanston (all attachments are included in these minutes of the presentations) City Council Agenda August 31, 2015 Page 5 of 12 ATTACHMENT 1 From: Bobkiewicz, Wally Sent: Tuesday, May 12, 2015 9:48 AM To: All City Staff Subject: Planning for 2016 The City faces many challenges as we look toward planning for 2016. The State of Illinois remains in severe financial difficulty and it is hard to imagine any resolution to the State’s problems that will not also have negative impacts on the City’s finances. Last week’s decision by the Illinois Supreme Court finding State pension reform unconstitutional significantly adds to the State’s budget problems. In contrast, the City of Evanston is thriving with new private investments, and the larger community is once again turning its focus to addressing various community and neighborhood issues. Regrettably, however, it is hard to imagine any resolution to the State’s problems that will not also have negative impacts on the City’s finances. The City government has adjusted over the years to align itself with the pressing issues and priorities of the time. We have overhauled our customer service and community engagement efforts with the introduction of 311 and a dedicated Community Engag ement Division; we have reorganized and reprioritized our Departments of Administrative Services, Health and Human Services, Parks Recreation and Community Services; and have focused our efforts on a healthy work environment. All of these changes were made to better fulfill the City Council’s goals and serve our community. The City of Evanston is once again at a juncture where realignment is necessary. The City needs to evaluate our preparedness for all emergencies and ensure that the Police and Fire Departments are aligned to address them. The City’s community standards, as reflected by the City Council’s goals and expectations, makes it plain that the City’s capital planning, infrastructure investments, facility and park maintenance and stewardship of natural resources requires realignment. The City has made great strides in making Evanston the most livable community, but the City government structure is not aligned to make the kind of forward progress that the community desires. Similarly, the City has worked diligently on Human Services issues since the dissolution of Evanston Township but structurally we are still not aligned to serve our residents as comprehensively as we can. Finally, there are several citywide projects that must receive the attention n eeded to complete or significantly advance in 2016 to meet community and City Council expectations. The staff of the City of Evanston has demonstrated many times in the past our ability to address challenges head on. The Evanston community expects the City to thrive despite challenges and in order to do so we must continue to be forward thinking and nimble in our approach to problems. Given the uncertainty of the State’s plans for FY 2016 and beyond, I believe now is the time for staff to develop plans for the City of Evanston in 2016 to better serve our community. Today I am announcing the following changes to address these issues: Emergency Management and Public Safety Community Relations Review An area that has not received much attention in the past several years has been our planning and training for emergency responses. I am asking Police Chief Rich Eddington, Fire Chief Greg Klaiber along with Parking and Revenue Manager Rickey Voss to convene a working group to review our current staffing and planni ng in emergency management and report back recommendations on needed improvements. In addition, I am asking this same group to evaluate our community relations efforts in both the Police and Fire Departments and provide recommendations on needed improvemen ts. Mr. Voss will temporarily leave his role in the Department of Administrative Services to support this and other planning efforts. Reorganization of Public Works and Utilities Departments I am asking Assistant City Manager/CFO Marty Lyons to temporarily leave his role as Director of Administrative Services and to work full time on an examination of the services provided by the Public Works and Utilities Departments. Both Public Works and Utilities are facing great challenges. How best to plan and execute critical infrastructure improvements? How best to serve client departments with the maintenance of program facilities? How best to leverage the important resource of the Evanston Water Plant as we look to expand water sales and conserve water simultaneously? How best to manage and collect consumed resources in an environmentally responsible way? How best to preserve and expand our urban forest? These departments will now report directly to Lyons and he will work closely with Directors Dave Stoneback and Su zette Robinson on both day to day operations and to examine how the services provided by both departments can better align with City goals and community standards. I believe this examination will result in the elimination of both departments and the creation of a new department or departments to better deliver these core services. I have asked Mr. Lyons to evaluate the value of bringing in outside experts if needed to best measure resources and efforts used in providing existing services. These evaluation e fforts are primarily focused on to how best leverage the outstanding efforts of the men and women working every day in the field in these departments rather than identify alternative City Council Agenda August 31, 2015 Page 6 of 12 outsourced ways to provide these services. As we move forward in this examination, I believe that the Fleet Services function no longer fits in the mission of these departments. Therefore, I am transferring the Fleet Services Division to the Department of Administrative Services. I have asked Sustainability Manager Catherine Hurley and Human Resources Manager Jennifer Lin to assist Lyons with his efforts in addition to their regular assignments. In addition, Mr. Voss will assist Lyons full time on this project. Mr. Lyons will relocate his offices to the Third Floor of the Civi c Center. In this interim period, I have asked Deputy City Manager Erika Storlie to become Acting Director of Administrative Services and Economic Development Manager Johanna Nyden to serve as Acting Deputy City Manager to cover in Storlie’s absence. Senio r Economic Development Coordinator Paul Zalmezak will serve as Acting Economic Development Manager in Nyden’s absence. In Mr. Voss’ absence, I have asked Senior Management Analyst Alex Thorpe to serve as Acting Revenue and Parking Manager. Livable Communit y Initiatives The City is taking great strides toward achieving our goal in making Evanston the most livable community. Sustainability Manager Catherine Hurley is leading the City’s efforts culminating in our Four Star Star Communities certification. Assistant Parks Recreation and Community Services Director Christina Ferraro is leading our great work on our Age Friendly Community initiative. Assistant to the City Manager Ylda Capriccioso brings new energy to our biking safety initiatives. However, addition al efforts are also underway in Community Development, Utilities and Public Works. The City continues to face challenges managing the interrelationship between cars, trains, buses, bikes and pedestrians. I am asking Hurley and Director of Community Development Mark Muenzer to convene a working group to discuss options for 2016 to better address these issues. The City Council recently agreed to a new partnership with the Evanston Animal Shelter Association for operating the animal shelter. With the start of this new partnership June 1, 2015, the oversight of the animal shelter will transfer from the Police Department to the City Manager’s Office. Community Engagement Specialist Charliese Agnew will be coordinating this transition. Animal Control services will remain with the Police Department. I am also asking this Livable Communities working group to consider the best organizational home for the animal shelter moving forward. Human Services Director of Health and Human Services Evonda Thomas -Smith led an extraordinary effort over the last two years integrating the functions of Evanston Township into the City and connecting all departments that provide human services support. I believe additional alignment is necessary to best deliver these services, especia lly the City’s work to provide affordable housing and shelter for the homeless. I am asking ThomasSmith and Muenzer to convene a working group to offer recommendations for alignment changes in 2016. Focus on Major Projects There are four key projects that I believe must be either completed, fully planned or well underway in 2016 that will require the full attention of the City staff to move forward. This is necessary to implement the City Council’s priorities Robert Crown Center I asked Mr. Lyons to devote whatever time necessary to continue to move this project forward. The City Council is faced with additional planning decisions in the coming months and I am relying on Lyons to keep this project to the forefront of all concerned. Howard Street Theater Developing this theater proposal is the final public piece of the redevelopment of Howard Street between Chicago Avenue and Ridge Avenue. It is critical to bring additional private development to Howard Street that will occur once a project has been approved b y the City Council and completed. I asked Ms. Nyden to bring this project with her from Economic Development to her role as Acting Deputy City Manager and continue to work diligently to make this project a reality. Harley Clarke Mansion With vacation this month of the building by the Evanston Arts Center and the report of the Harley Clarke Review Committee due on June 8, it is imperative that decision making on this property continue to move forward. Economic Development Specialist Cindy Plante and Director Muenzer have done a great job working with the committee and will continue to make this project a priority. Downtown Performing Arts Center The Mayor’s Downtown Performing Arts Center Committee has nearly completed its report. I anticipate that it will ma ke its final report to the City Council on July 20, 2015. This project could be a transformative one for the future of our downtown and will require attention to move forward. Mr. Zalmezak and Cultural Arts Coordinator Jennifer Lasik will continue to provi de focused attention on the project. I am asking that all of the planning work described above be completed and reports submitted to me by Friday August 14, 2015. This work will assist in completing the proposed FY 2016 budget which will be submitted to the City Council for consideration in early October, 2015. All of the various temporary staffing assignments will be in place at least until August 31, 2015. The staff of the City of Evanston is a talented and resilient team. We have adjusted before to deliver the best quality of service to our community and I am confident that these efforts will continue that tradition. Thank you for all you do for the residents of Evanston. Please let me know if you have any questions. City Council Agenda August 31, 2015 Page 7 of 12 ATTACHMENT 2 Wally Bobkiewicz City Manager City of Evanston 847-866-2936 13 of 83 To: Wally Bobkiewicz, City Manager From: Greg Klaiber, Fire Chief Richard Eddington, Chief of Police Rickey Voss, Revenue/Parking Manager Subject: Emergency Management Date: August 28, 2015 Your memorandum titled ―Planning for 2016‖ directed Fire Chief Klaiber, Police Chief Eddington and Revenue/Parking Manager Voss to review the emergency management services of the City of Evanston. In complying we discovered numerous positive things, primary among them being the willingness of all city employees to step up and manage a crisis. Those employees’ competence in their individual areas of expertise is the bedrock upon which the resolution of any crisis will be based. However, our review also revealed several shortcomings. Thus, we propose that emergency management remain in the Fire Department under supervision of a Fire Command Officer and the Fire Chief. They will address the following issues: 1. Coordination of the Health, Fire and Police Departments, the PIO component of the City Manager’s Office, and the Northwestern University Police Department - In our opinion this area needs significant attention and coordination. Silos that have been erected around these individual functions are counterproductive to realistic emergency management. Regardless of the solution you select, we believe action steps must be taken to ensure the silos come down and consistent, long-term cooperation in crisis- management be established among the four functions, fire, health, police, and PIO. As a subnote, issues regarding the Ebola virus in 2014 and early 2015 highlighted the need to ensure that the Health Department be a full partner in ongoing emergency-management issues. Current emergency management planning underutilizes the Northwestern University Police Department, which has a lieutenant assigned as its Emergency Manager. Chief Bruce Lewis has committed NUPD to full participation in the City of Evanston Emergency Management planning process. To insure cohesion, this working group will meet quarterly. 2. Coordination with the Cook County Department of Homeland Security and Emergency Management – In that the City of Evanston is accredited by the Illinois Emergency Management Agency, it enj oys a semi- autonomous status unique among Cook County municipalities and can petition the State directly for a declaration of emergency and the financial reimbursement that goes along with mitigating the costs of the emergency. However, some additional responsibilities accompany semi-autonomous status, specifically biennial reports that submit the review of the emergency management plan for the City of Evanston and a requirement in that plan that periodic drills be undertaken to exercise the plan and assure that all assigned personnel understand their roles and responsibilities. In our collective opinion the changes we recommend will be helpful in addressing specific exercises that will be useful to the participants throughout the city. 3. Alignment with the Cook County Department of Homeland Security and Emergency Management – Members of the Fire and Police Departments have worked diligently to improve this relationship. We have availed ourselves of equipment and training provided by the Cook County Department of Homeland Security. However, our relationship could be greatly improved beyond that. In the committee’s collective judgment, the Cook County Department of Homeland Security and Emergency Management —a significant member of President Prekwinkle’s cabinet—will grow in authority and responsibility in the coming years. It would behoove us to align ourselves with it as closely as possible so as to avail ourselves of grant and training opportunities, as well as equipment. An example of the latter would be a mobile command post. As you are aware, for a host of reasons the police department no longer has a mobile command post. In an emergency, however, with just a phone call we would be able to obtain one from the Cook County Department of Emergency Management. Other equipment also is available. Additionally, with an enhanced relationship with the Department of Homeland Security, a member of their staff will respond to our emergency situation and advise us directly regarding resources available and the timeline for delivery of City Council Agenda August 31, 2015 Page 8 of 12 those resources. In our collective judgment, a significant emergency will overwhelm Evanston’s resources in relatively short order. We need to avail ourselves of this type of logistical support, both in equipment and personnel, in the event of an extended or wide-ranging emergency. 4. Proposed Solution – We propose the emergency management function remain in the Fire Department, but under supervision of a Fire Command Officer and the Fire Chief. We believe this new management team will re-energize Emergency Management in the City of Evanston, providing the opportunity for a fresh start and a refocusing of our collective efforts. As a second option we’ve discussed civilianization of this position, with the position reporting to the City Mana ger. There are pros and cons to both solutions. 15 of 83 The Fire Department’s command staff is accustomed to and adept at ―pinch hitting‖ when the primary emergency manager is in training or on vacation. However, we propose that emergency management be ad ded to the staff meetings so as to ensure all ranking members of the Fire Department are familiar with the current plan and procedures for emergency management in the City of Evanston. Obviously use of a command officer is a significant expense, whereas the civilian option would be less expensive, at least in the short-run. However, turnover in the position is a consideration for the long-haul. The issue we are trying to address in our preferred solution is a continuity of service that currently does not exist and, it is our collective concern, will not exist with the use of a civilian. The above constitutes the committee’s recommendations. Should you have any questions or concerns, please contact any committee member a t your convenience. City Council Agenda August 31, 2015 Page 9 of 12 ATTACHMENT 3 To: Wally Bobkiewicz, City Manager From: Richard Eddington, Chief of Police Subject: Public Contact and Community Relations Date: July 29, 2015 In your memo, Planning For 2016, you asked that the police department evaluate all its avenues, venues and opportunities for public contact. Following is a list of those activities. It is extensive. Engaging the public in a positive manner is a hallmark of the department. The task of engagement is not the provinc e of a single unit or specific officers, but instead is undertaken by all echelons of the department. Consequently contacts are numerous— a testament to the department’s commitment to engaging the public positively for the betterment of the community and the improvement of police services. EPD has become proficient in both the ―high tech‖ of social media and ―high touch‖ of personal contact. EPD installed and inspected 346 car seats in 2014. This interaction is very important to new parents and reiterates our commitment to safety. EPD ―touches‖ these families at a very special time for them which also fosters our commitment to traffic safety. As to ―tech‖, currently the police department has 1750 followers on Twitter and we have posted 1631 tweets. The police department’s Facebook page has 1520 ―likes.‖ We use social media on a daily basis to effectively engage the community by posting the department’s daily bulletins, press releases and to advertise upcoming events. We often utilize social media to provide current information on in-progress incidents that involve vehicle accidents that may disrupt traffic flow. We have also provided real-time updates on incidents such as a shooting and the search for a bank robbery offender. Residents have used social med ia to reach out to the police department to provide suggestions on locations that require additional attention such as a stop sign that is often disregarded by motorists. Text-A-Tip has become part of our ―tech‖ contact with the public. EPD responded to 188 Text-A-Tip messages in 2014. Memorandum ATTACHMENT 3 17 of 83 Visible and approachable presence in the community fosters ―high touch‖ communication. EPD logged over 1,700 hours of foot patrol in the community. Additionally, EPD has incorporated the use of bicycles, ATVs, and T-3 personal electric vehicles as part of regular patrols. This allows for a more personal interaction with citizens while an officer is on patrol. In 2014 EPD committed to 408 hours of bicycle patrol, 96 hours of ATV patrol, and 72 hours of T-3 patrol. Following is a partial list of EPD’s public contacts: • Citizen Police Academy • Girl scout tours • Boy scout tours • Career Day panel at King Lab • Ward meetings • Security Surveys • Summer Youth Camps-counselor talks • YOU talks • Movies in the park • Food Truck Festival-Brummel Park • YEA Festival • Sidewalk Sales-Dempster Merchants • Prayer vigils • Black Lives Matter Rally at Curt’s Cafe • Food basket drive-Christmas • PST Unit bike rides • Bike registrations • Frequent visits to daycare centers • Read to kids at Washington School during Black History Month • Visit warming centers City Council Agenda August 31, 2015 Page 10 of 12 • Block parties • National Night Out • First Night • Presence Fair at St. Francis Hospital • Peace rallies • Stand Against Hate • Ethnic Festival at YMCA • Role plays for Leadership Evanston • Work with Hilda’s and Connections for the homeless • Evanston Bike the Ridge • MLK celebration at Fleetwood • City of Evanston youth basketball league/Fleetwood Community Center • Family Focus youth presentation (anti -bullying) • Town-Hall meeting at the Levy Center • ETHS track/field meet • ETHS Black Male summit 18 of 83 • EPD mentoring program • VFW Ladies Auxiliary Luncheon at Fleetwood • 5th Ward Prayer vigils: Springfield Baptist, First Church of God, First Seventh Day Adventist Church • NU Off Campus Life/ Community Counselors meetings (Dillo Day) • Summer Youth Counselor’s safety presentation (June 2015) • 7th Day Adventist Church Program (Q&A) • West End Area Block Club meetings • Gibbs-Morrison Ribbon Cutting • Mason Park Summer Drop Off Program • Bring Your Kids to Work Event • Law and Your Community Training • Legacy Conference • Levy Center Senior Spelling Bee • Dawes School Bike Safety Class • Hidden Park Neighbors Kids Talk • ESAP Coalition Event • Haitian Festival • Community Picnic • Bike to School Day – Washington School • Ridgeville Park District – Pizza in the Park • Numerous Block Parties • NOBLE – The Law & Your Community Training • Meet & Greet Citizens at the Farmer’s Market • Informal meetings with business owners and employees • Downtown and Lakefront area deployments • Participation in Block Parties • Coordinate and Participate in Special Olympics Events • Installation of Child Car Seats for Residents and Non -residents • Distribute Information on bike, pedestrian and rail safety Evanston Police Department’s public contact is extensive. However, co ntinued refinement is our goal. EPD will continue to be attentive to feedback from the public during these contacts in order to foster our positive partnership with the Evanston community. City Council Agenda August 31, 2015 Page 11 of 12 ATTACHMENT 4 To: Wally Bobkiewicz, City Manager From: Martin Lyons, Asst. City Manager/Interim Public Works Director Subject: Public Works/Utilities Department Reorganization Update Date: August 27, 2015 On May 12, 2015 The City Manager informed all City staff of City-wide reorganization/assessment activities that needed to be accomplished in preparation for possible substantial revenue cuts from the State of Illinois.Per this communication the team shown below was instructed to review the current organization and operations of the Utilities and Public Works Departments. 1. Rickey Voss, Revenue and Parking Manager – Mr. Voss’s long service to the City in both a line capacity (police officer and Police Sargent) and as a current direct manager of AFSCME personnel, gives him a wide perspective and in comments back from staff, also made him approachable with specific issues. 2. Catherine Hurley, Sustainability Manager – Ms. Hurley’s education in engineering, as well as her leadership role in sustainability for the City of Evanston gives her the technical expertise to work with all engineering and technical staff on reviewing infrastructure, design and planning processes, and facilitating a discussion on how our current methods can be modified to achieve a sustainability goal. 3. Martin Lyons, Asst. City Manager/CFO – Mr. Lyons negotiated the last AFSCME contract, is familiar with Capital Improvements/Infrastructure planning process, and has knowledge of all ci ty departmental operations as well as the operations of other public works/utilities operations while working for previous communities. This team implemented a grass roots review process that included the following components: 1. Meetings with the entire staff of both departments as a whole 2. Meetings with individual staff groups broken down by: a. Mid-level managers across multiple divisions b. Operating staff both by division/unit and across divisions and units. c. Individual meetings with directors, managers and staff. d. Not counting individual one on one meetings, more than 40 meetings occurred. 3. The above meetings were structured to provide both group and anonymous feedback from all staff. a. Staff was encouraged to provide feedback on the specific goal of the reorganization process in answer to the following question: ―How would you reorganize or restructure the two departments to provide better services/operate more efficiently?‖ b. At the initial round of meetings, staff was also encouraged to provide comments on specific issues impacting performance that did not pertain to structure or organizational issues (e.g. personnel, training, operational procedures). 4. Each meeting was structured to ask the same questions of all groups for each given stage of the process. As a result of the initial round of meetings the analytical team developed a list of operating, environmental, and capital related issues that were of concern to employees. This list is attached. The analysis team then engaged in another round of meetings with all staff to discuss these issues and to review sample organization charts. Once again, all staff were provided the opportunity to provide input either through direct discussion or through anonymous input (the use of 4‖-6‖ note cards at each meeting). The sample organization charts were also distributed and were ―marked up‖ by staff while at these meetings. Results/Recommendations: As noted in the following attachment, staff felt very strongly that changes needed to be made in several key areas: 1. Operations – Quicker filling of vacancies, improved competency in supervisory positions, more equipment/resources, and consistent commitment to tasks. 2. Personnel/Environment – Improve unhealthy work environment (personal interactions, not unsafe conditions), reduce micro management, improve management support, and standardize hiring processes and training. 3. Capital Planning – Better prioritization of the Capital Improvements Plan (CIP), se tting realistic and sustainable expectations, and executing projects according to defined schedules. City Council Agenda August 31, 2015 Page 12 of 12 The analysis team strongly believes that reorganization, combined with a new renewed commitment from all personnel, working in new environments is critical to improving operations, environment and performance. The summary organization chart provided (page 4) recommends the return to a single Public Works Agency. This chart does not include all staff. The final placement of all staff will be accomplished over the next three months with the help of the new management structure and the operating staff of all divisions in the new agency. The proposed agency organizational plan provides a structure to facilitate the improvements discussed by all staff as noted above, and provides for: 1. Clear Leadership – The new Public Works Agency will have one director with four Bureau Chiefs responsible for operations. This structure allows: a. Agency Director to lead b. Bureau Chiefs to manage c. Supervisors and staff to execute 2. New Integration of Operations a. Bureau structure i. All Right of Way (streets, traffic, sewer, and water distribution) maintenance activities are together. ii. Environmental activities are consolidated in one bureau to continue the City’s goals for sustainable operations. iii. Water Plant activities are separated for the preparation of increased water sales. iv. Capital Planning includes all projects across all funds but will be managed by each area (Water and Sewer, Parks and Facilities, ROW, and Transportation). Substantial work still needs to be accomplished with this reorganization. Next steps need to further involve the management and staff of the new agency. These steps include: 1. Designation / Appointment of Bureau Chiefs - 9/28/15 2. Designation / Appointment of Agency Director – 10/16/15 3. Agency Director, Assistant City Manager & Bureau Chiefs to complete no later than 11/25: a. Structure of Bureaus b. Structure of Administration and Supervisory Personnel 4. Changes to the City Code regarding the new agency and the respective positions reflected in the Code. The analytical team and City staff in the Public Works and Utilities departments did an excellent job of sharing insights and suggestions on some very tough issues. Both departments expressed their concerns in a respectful manner and have the professionalism and ability to successfully implement these organizational changes to create a more efficient operation for the benefit of the community they serve.