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Agendas have been delivered on a timely basis throughout the year. Although 1 have <br />required this of our staff, I cannot take the full credit for this extra effort but must direct the <br />praise to others, especially Penny Curtis. We continue to find better ways to prepare the <br />agenda balancing the need for timely information, prompt processing of issues, and the <br />need for thorough review. <br /> <br />Manage the Delivery of Services: <br />· Define acceptable levels of service by evaluating the needs for service and ~he cosf~ o£ service to <br /> assist Council in setting po]icy for ]evels of service. <br /> The budget process is one where we often address the levels of service to be provided for the <br /> vpcoming year. During this process as well as during the past year I have attempted to help <br /> thc Council balance thc service levels with the ability to pay for those services. One of the <br /> m~/or cccompl'ishments has beer, fir, ding the weys to finance the various services that the <br /> Council has identified as needed. ] have used my knowledge of tax increment financing, <br /> financial management, and the use of other government programs to provide funding for <br /> roads, sewer & water, water tower, economic development, and park improvements. <br /> <br />Establish expectations for quality of service by communicating Council approved levels of <br />service to staff and public. <br /> The levels of service continue to be documented so that staff and public know what to <br /> expect. We often get responses from the public that they disagree with the established level <br /> of service but are more accepting knowing that the Council has balanced the need for <br /> service with other needs and the ability to finance. As this information continues to be <br /> developed we see how effective it is in defusing discontent with affordable service levels. <br /> <br />Provide adequate staffing levels by annually preparing a staffing report to Council that <br />recommends the proper level of staffing to accomplish the levels of service approved by <br />Council. <br /> Staffing reports to the Budget Committee have resulted in no increase in staff in some <br /> areas and added staff in yet other areas. The objective has and will be to provide the level <br /> of service as defined by the Council with reasonable staffing. The addition of an <br /> engineering department will help make Ramsey more responsive to the development <br /> demands of our growing community. <br /> <br />Measure work progress by improving on reporting accomplishments as well as work not <br />accomplished to Council. <br /> We now track all direction given by the Council and applicants from it's inception to <br /> completion. Examples of this are the reports that the Council receives on finances, <br /> subdivision status, building permits, etc. _Reports that are not distributed to the Council <br /> include staff direction, department reports, and numerous logs of status for various <br /> projects. We are still playing "catch-up" on tasks not accomplished in the past but every <br /> day we are able to take on more projects that will improve tCamsey's future. <br /> <br />Create a Favorable Work Environment: <br />· Foster the team spirit of a competent staff by communicating goals with staff and so]ici~ng <br /> individual goals. <br /> Performance reviews have been fully implemented and are being used as two-way <br /> communication devices for supervisors and subordinates. Jn the process of staff meetings <br /> and planning sessions the goals of the city are well communicated. The result has been <br /> good but more work is needed to have the City of t~amsey function with a clearly defined <br /> mission. <br /> <br />/,9 <br /> <br /> <br />