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2017 Strategic Plan • St. Anthony Village, Minnesota <br /> <br /> <br />Emerging Issues | 13 <br />EMERGING ISSUES <br />The City Manager and Department Heads identified the following emerging issues: <br /> <br />ADMINISTRATION <br />• Coordinate Equity Initiatives: <br />- Collaborative Reform <br />- Government Alliance on Race & <br />Equity (GARE) <br />- Body Cam Work Group <br />- Equity Committee (staff) <br />- Family Service Collaborative <br />• Website Redesign - Develop <br />Communications Plan <br />• Engaging a Diverse Community <br />• Succession Planning – Retaining Talent <br />• Technology – security, efficiency, not <br />losing personal interactions <br />• Housing – Lowry Grove, affordability, <br />maintain existing stock <br />FINANCE & HUMAN RESOURCES <br />• Long term financial planning for <br />Utilities <br />• Impacts of normalizing interest rates <br />• Compensation Trends <br />- Minimum wage increases <br />- PTO for Part-Time staff <br />- Paid Parental Leave <br />• Future of the ACA <br />- Cadillac Tax or other modifications <br />• Expectations Beyond Traditional City <br />Services <br />- How to fund sustainably <br />- Long-tenured staff turnover <br />LIQUOR <br />• Sunday sales (open or closed) <br />• Expanding hours Monday through <br />Thursday to 9:00pm <br />• On-line ordering and delivery <br />• Building improvements <br />• Staffing & employee retention <br />• Increase of liquor stores in metro area <br />effecting sales of our stores <br />FIRE <br />• Code Enforcement Process/Personnel <br />- Rental Inspections (Golden Valley <br />and State Supreme Court) <br />- Personnel Replacement – Aging Staff <br />• Retaining existing paid on-call staff <br />- Family Dynamics – Babies, New Jobs <br />- Housing Options – Affordable <br />• Emergency Management <br />- Protests <br />- Continuing to strengthen our city <br />infrastructure <br />- Changing Weather Patterns – <br />Summer Storms more severe <br />• Recruitment/Retention of Paid-On-Call <br />• Community EMT and ACA <br />• Increased Call Loads <br />• More Senior Buildings <br />• Maintaining Current Staffing <br />• Aging Housing Stock <br />- Maintenance\Code Enforcement <br />POLICE <br />• Collaborative Reform assessment <br />• Body Camera identification and <br />implementation <br />• Mental Illness/Critical Incident/De- <br />Escalation training <br />- Law Enforcement specific <br />• Mental Illness/Critical Incident <br />• Integrating Multiple Technologies <br />- Records Management System (RMS) <br />- County’s Computer Aided Dispatch <br />(CAD) Systems <br />• Communications (Radio Systems) <br />- Hennepin County 800 MGZ <br />encrypted radios <br />• Employee Hiring and Retention <br />PUBLIC WORKS <br />• AOP Water treatment plant completed <br />and operating <br />• Take over Salo Park maintenance and <br />service level expectations <br />• Expanded citywide sidewalk plan, <br />equipment and expectations <br />• Water conservation of city irrigation <br />systems & splash decks in the parks <br />• Aging PWD workforce <br />• Continue to evaluate current <br />maintenance activities and services for <br />increased efficiencies <br />• Continue with citywide Sustainability <br />initiatives <br />