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Please leave this form at the table by the door on your way out or return it to the drop box at City Hall. Thank you for participating!
COMMUNITY TOWN HALL MEETING “GETTING BETTER RESULTS”: CARLTON’S PATH TO IMPROVED PERFORMANCE
WHAT DO YOU THINK? In order to serve you best and improve future community engagement efforts,
the City of Carlton wants to know what you thought about tonight’s Town Hall meeting…
1. Did Jeff Tryens’ presentation about the community survey results help you understand the message received by the City about what our government priorities should be?
□ Definitely □ Kind of □ I need to know more □ No □ Not sure
2. Did the discussion of Carlton’s performance management efforts help you understand more about
the City’s efforts to improve the level of services provided?
□ Definitely □ Kind of □ I need to know more □ No □ Not sure
3. Did the discussion about updates to Carlton’s mission, vision and goals help you learn more about
what direction the City is going and why?
□ Definitely □ Kind of □ I need to know more □ No □ Not sure
4. Did you like the format of the town hall meeting? (facilities, layout, time and date, length of
meeting, presentation style, etc.)
□ Definitely □ Could be better □ No □ Not sure
5. Did you feel like citizen concerns were heard?
□ Definitely □ Could have done better □ No □ Not sure
6. How would you rate the overall quality of the town hall meeting?
□ Excellent □ Good □ Could be better □ Bad □ Not sure
7. Please provide any suggestions for future meetings.
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________
191 East Main Street Carlton, OR 97111
Community Town Hall Meeting
The purpose of this meeting is to present the results of our most recent community survey, offer updates on topics discussed at the previous town hall “Every Drop Counts: An Overview of All Things Water in Carlton” and give an overview of Carlton’s Performance Management Initiative. We hope for another good turnout and encourage an engaged discussion with the whole community about Carlton’s future.
Highlights
Overview of Carlton’s Performance Management Initiative
Strategic Plan Community Survey Results
“All Things Water” Update & Status Report Capital Improvements
Open Discussion/Questions & Answers
Yamhill-Carlton Elementary 420 S. 3rd Street Carlton, OR 97111
Contact person: City Recorder Jenn Nelson [email protected]
THE CITY OF CARLTON, MAYOR AND CITY COUNCIL CORDIALLY INVITE YOU TO ATTEND THIS YEAR’S FIRST BI-ANNUAL
Phone: 503.852.7575 Fax: 503.852.7761 Website: www.ci.carlton.or.us
Date: 04/05/2016
Time: 06:00 PM
The Mission of the City of Carlton is to sustain and enhance the viability of the community by
providing essential services with professionalism and integrity.
We hope to see you there.
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1
City of Carlton“Getting Better Results”
Chad OlsenCarlton City Manager
April 5, 2016
Carlton’s Story
• Agriculture and timber roots, it’s agricultural base is still
strong, but is transitioning to Ag Tourism and wine
• Known as the “Wine Capital of Oregon” Carlton boasts the
most walkable wine district in the state
• Located in the heart of Willamette
Valley, 5 miles from McMinnville and
35 miles southwest of Portland
• A “Great Little Town” which prides
itself on a strong community and
vibrant downtown business district
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Carlton’s Challenges
• Limited tax base
• Limited non‐local resources
• Small staff
• Deteriorating infrastructure ‐ water, sewer, storm, streets/sidewalks
• Fire flow limiting residential and commercial construction
Carlton’s Strengths
• High Quality of Life ‐ “A Great Little Town” to Live and Raise a Family
• Carlton is experiencing an economic transformation
• Strong local economy and downtown business district
• Hub for the agriculture and wine industry
• Carlton Urban Renewal Agency
• Carlton Tourism Committee
• Carlton Business Association
• Professional staff committed to community and performance
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3
Carlton’s Path to Improved Performance
• New staff with backgrounds in customer service, performancemanagement and best practices
• Desire to improve governance, transparency and accountability
• Emphasis on improved operations and service
• Capital construction schedule dictates improved efficiencies
• Emphasizing best practices begins to pay off…– GFOA Distinguished Budget– Carlton Police Department Accreditation
Although we were doing good work and going in the right direction, more could still be done to develop an
organization‐wide, coordinated effort.
Laying the Groundwork
Contacted Jeff Tryens, an expert in results‐focused management in the fall of 2014 to assist Carlton create a program that is:
• Simple to use
• Sustainable over time and organizational changes
• Aligns City goals/priorities with resources
• Based on performance measures
• Generates reliable information for decision‐making
• Ensures customer and citizen feedback
• Implements reporting systems
• Implements evaluation practices
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Year 1 – Assessing the Situation
1. Team assesses Carlton government’s current performance and compares to similar jurisdictions
2. Opinion Leader’s Survey prepared to assess City services and individual experiences with City staff
3. Survey results presented to City Council• Most opinion leaders are satisfied with City leadership, staff, performance,
and City programs and services…however,
• There were comments and suggestions of areas to improve.
4. Team recommendations to the City Council
Carlton should build on recently established components of performance management infrastructure to create an integrated
approach to performance improvement and link five key components of performance management.
Key Components of High Performance
1. Strategic Planning
2. Budgeting
3. Measuring
4. Reporting
5. Managing
Strategic Planning
Budgeting
MeasuringReporting
Managing
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Assessing the Situation ‐ Continued
5. Revise Budget Request Forms to improve accountability and transparency and links budgets to Council goals/priorities
6. Departments/Team identify FY16 performance measures
7. Budgets links Council goals with strategies and initiatives
Year 1 – Results
1. Opinion Leader’s Survey conducted
2. Survey Recommendations to Council
3. Council establishes FY16 interim goals and priorities
4. Budgets include strategies and initiatives to support goals
5. Budgets include performance measures
6. Performance Team orients Budget Committee
7. Budget Committee mission amended to include performance review
4/5/2016
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Year 2 – Launching a New Approach
1. Strategic Planning
• Appoint Citizen Strategic Planning Advisory Committee to consider strategies for City governance
• Advisory Committee updates City Mission Statement, develops City Vision Statement and link Council Goals to Vision Statement
• Advisory Committee develops and conducts City‐wide Survey
• Present survey results to Council and Community
2. Develop Performance Monitoring and Reporting
• Implement/Refine Data Collection Systems
• Quarterly Performance Measurement Reports
• Report to Performance Management Committee
Year 2 – Launching a New Approach
3. Communications/Community Outreach
• Town Hall Meetings
• Community Speaker Series
• e‐Newsletter
• Nextdoor
• Welcome Bags
• Online Bill Pay
• Use of Citizen Advisory Committees
• Community‐wide Citizen Survey
4. Budget Development
• Continued refinement of performance measurements
• Improved demographics
4/5/2016
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City of Carlton Mission Statement
The Mission of the City of Carlton is to safeguard and enhance the vitality and livability of the community by providing
essential services with professionalism and integrity.
City of Carlton Vision Statement
Carlton city government provides high quality service that continually meetsor exceeds public expectations while operating in a fiscally responsiblemanner. Carlton is considered one of Oregon’s best managed cities.
To achieve this vision, city government:
• is accountable to the citizens of Carlton;
• communicates openly and honestly with citizens and business owners;
• fosters an atmosphere of community engagement;
• actively seeks feedback, input and involvement from those served;
• treats everyone with courtesy, dignity and respect;
• focuses on results to assure a healthy future for community;
• envisions the community’s future needs for all essential services;
• has strong working relationships with other units of government affectingquality of life in Carlton; and
• encourages and strengthens the ability of every person in local governmentto better serve the public.
4/5/2016
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City Government Goals – Fiscal Year 2016
Goal 1: Provide high quality city‐wide infrastructure services: Carlton
City government will meet or exceed industry standards for
infrastructure services provided by the City including water, sewer,
transportation, storm water and park/recreation facilities.
Links to “high quality service” in vision statement.
Goal 2: Ensure a safe environment for citizens and businesses: Carlton
City government will quickly respond to law enforcement requests,
assure that laws under its jurisdiction are observed and meet
professional standards of Oregon law enforcement
Links to “high quality service,” “courtesy, dignity and respect,” “results
to assure a healthy future” and “strong working relationships with
other units of government….” in vision statement.
City Government Goals – Fiscal Year 2016
Goal 3: Provide diverse, well‐utilized recreational opportunities:Carlton City government will maintain, and improve where necessary,its parks and municipal pool facility to meet national park andrecreation standards.
Links to “high quality service,” and “results to assure a healthyfuture” in vision statement.
Goal 4: Support a strong economic base: Carlton City government willprovide effective, efficient land use, zoning, development services andenforcement services while promoting, wherever possible, Carlton as agreat place to live and do business.
Links to “communicates openly and honestly with citizens andbusiness owners,” “focuses on results to assure a healthy future, and“has strong working relationships with other units of government….”
in vision statement.
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City Government Goals – Fiscal Year 2016
Goal 5: Engage residents and business owners in governance: Carlton Citygovernment will create an atmosphere of openness that will generateincreased participation in City government activities.
Links to “accountable to citizens,” “communicates openly and honestly withcitizens and business owners,” “fosters an atmosphere of communityengagement,” and “treats everyone with courtesy dignity and respect” in thevision statement.
Goal 6: Provide City services that are effective and efficient: Carlton Citygovernment will provide services to its citizens that are professional,courteous, ethical and efficient.
Links to “Carlton is considered one of Oregon’s best managed cities,”“continually meets or exceeds public expectations while operating in a fiscallyresponsible manner” and “encourages and strengthens the ability of everyperson in local government to better serve the public” in the vision statement.
4/5/2016
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City of Carlton Strategic Plan Community Survey
Including Residents & Business Owners
4/5/2016
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Survey Characteristics
2
• Survey was conducted between mid-November and mid-December, 2015.
• 166 responses total; the large majority answered all questions.
• 29 business owners responded (17 were non-residents).
• Almost all respondents were water bill recipients.
• All answers should be considered estimates ( +/– 7%) of the views of the general population of households and business owners.
• Approximately a dozen responses were received after slides 15 and 17 were prepared.
• ~ 415 comments were included in the survey.
4/5/2016
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Business owners are more positive about Carlton’s direction than residents.
RESIDENTS BUSINESS
Question - Is Carlton moving in the right direction?
3
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In a 2014 survey of ‘opinion leaders’, a large majority felt that Carlton was moving in the right direction compared to less than ½ with this survey.
49 of 49 answered
Yes, in my opinion,Carlton is moving inthe right direction.
No, in my opinion,Carlton is not movingin the right direction.
I'm not sure.
No opinion.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Q1. In general, do you feel that Carlton, overall, is moving in the right direction?
75% said Carlton is moving in the right direction. Just 10% (5) of respondentsfelt that the city was not moving in the right direction. An additional 10% were unsure.
4/5/2016
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Both groups, generally, find the City’s mission statement appropriate.
RESIDENTS BUSINESS
Question - Is the City’s mission statement appropriate?
5
94% 92%
“Sustain and enhance the viability of the community by providing essential services with professionalism and integrity.”
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While still positive, both groups are less supportive that the City does a good job carrying out its mission.
RESIDENTS BUSINESS
Question - Is the City carrying out its mission?
6
70% 79%
4/5/2016
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In 2014, a somewhat larger majority of opinion leaders felt that city government was carrying out its mission.
49 of 49 answered.
Strongly Agree
SomewhatAgree
SomewhatDisagree
StronglyDisagree
No Opinion
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
84%
14%
84% (41) said Carlton is carrying out its mission which is to sustain & enhance the viability of the community by providing essential services with professionalism and integrity while 14% (7) disagreed.
Q2. To what extent do you agree the statement that City governmentIs carrying out its mission?
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Business owners are also more positive about government’s contribution, but many in both groups are unsure.
RESIDENTS
Question - Is City government helping Carlton move in the right direction?
8
BUSINESS
4/5/2016
5
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Both groups were, generally, satisfied with City services but ‘somewhat satisfied’ predominated.
RESIDENTS BUSINESS
Satisfaction with City Services
9
78% 79%
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In 2014, opinion leaders shared a similar view of services provided.49 of 49 answered
Strongly Agree
Somewhat Agree
SomewhatDisagree
Strongly Disagree
No Opinion
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Q3. To what extent do you agree with the statement , “Overall, I am satisfied with the services provided by the City of Carlton.”
78%
20%
78% (38) said they were satisfied, either strongly or somewhat, with City services while 20% (10) disagreed. By far, the largest proportion of respondents (69%), however, said they somewhat agreed or disagreed that they were satisfied.
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Water dominated respondents’ comments regarding satisfaction with city services.
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While business owners & residents were, generally, positive about interactions with staff, nearly 20% of business owners said they could be better.
RESIDENTS BUSINESS
Question –Rate Quality of Interactions with City Staff, Overall
12
75% 74%
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In 2014, opinion leaders shared a similar view of their staff interactions.47 of 49 answered.
40% (19) rated their interactions with staff as excellent over the past 12 months with an additional 45% (21) rating interactions as good. Six rated interactions as fair and one deemed interactions as poor.
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“Friendly” was the most mentioned word in respondents’ comments regarding interactions with staff.
14
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While staff characteristic reviews were positive, a small percentage of respondents were consistently negative – all ‘disagrees’ came from 34 people.
67%
63%
54%
46%
67%
51%
46%
43%
27%
30%
31%
45%
25%
42%
41%
46%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
care about Carlton.
are hardworking.
provide timely services.
are knowledgeable.
communicate courteously.
are willing to help businesses.
are willing to help residents.
make info. easily available.
Carlton city staff........
Strongly Agree. Somewhat Agree. Somewhat Disagree. Strongly Disagree.
Satisfaction with Characteristics (with “Don’t Know” removed)
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Residents & business owners are quite similar in their assessments of specific staff characteristics.
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Satisfaction with Staff Characteristics (with “Don’t Know” included)
Info. available
Knowledgeable
Timely services
Hardworking
Care about Carlton
Helps residents
Helps business
Courteous
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Policing service is rated best by respondents followed by parks; planning/zoning, water and streets & sidewalks bring up the rear.
7%
14%
20%
28%
29%
30%
30%
35%
33%
46%
15%
31%
43%
52%
43%
52%
46%
38%
55%
42%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Streets & sidewalks. [136]
Water. [134]
Planning & zoning. [83]
Sewer. [119]
Building permits. [42]
Utility billing. [131]
City communications. [125]
Municipal swimming pool. [110]
Parks. [126]
Police. [130]
Excellent Good Could be better Bad
Satisfaction with City Services (with “Don’t Know” removed)
17
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Again, residents and business owners are similar in their assessments of specific city services.
Satisfaction with City Services (with “Don’t Know” included)
18
Communication
Planning/zoning
Utility billing
Building permits
Swimming pool
Parks
Sewer
Water
Streets/sidewalks
Police
4/5/2016
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With similar views across the board, residents and business ranked water, followed by police, far higher in importance than other services.
Ranking of Importance City Services – 1 to 10
19
Communication
Planning/zoning
Utility billing
Building permits
Swimming pool
Parks
Sewer
Water
Streets/sidewalks
Police
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However, residents and business owners differ significantly on their top priority for the next five years sharing only water supply and potholes.
RESIDENTS BUSINESS
Number One Government Priority Over the Next Five Years
20
Transparent
Minimize Taxes
↑ Performance
↑ Growth
↓ Growth
↓ Crime
Limit Traffic
Fix Potholes
Water Supply
↑ Recrea on
Stay the Course
4/5/2016
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Respondents were generally positive about business in Carlton with some concerned about overdependence on wine.
21
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Respondents’ final comments again turned to water as the most mentioned but, were, generally, repeats from earlier.
22
4/5/2016
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Take-aways from the Community Survey
1. Residents and business owners, alike, are generally satisfied with provision of government services in Carlton; with important exceptions.
2. City staff received generally positive rankings from respondents.
3. Dissatisfaction with City staff concentrated in a relatively small group of respondents with 80% of respondents expressing no dissatisfactions.
4. The City’s current mission statement is viewed as appropriate but respondents were lukewarm on execution.
5. Developing community consensus on the relationship between water supply and future growth should be a government priority.
6. Doing more about the condition of infrastructure should be a government priority.
23
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Thanks to the five Portland State University students who did much of the work on this project.
And thank you, Carltonians, for coming tonight.
Jeff [email protected]
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Thanks
4/5/2016
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1. Monroe Street Reconstruction Project ($625,000)2. Meadowlake Transmission Line Project ($1.25m)3. Regional Solutions Water Distribution Line Project
($900,000)4. Concrete Reservoir Rehabilitation5. McMinnville Water and Light/Carlton Inter-tie
Project ($150,000)6. Pool House/Mechanical Systems Redevelopment
Project ($1.45m)
7. East Washington Street Paving and Drainage Improvements - 1st and 2nd Streets ($45,000)
8. Upper Park Play Equipment ($50,000)9. Lower Park Picnic Shelter ($132,000)10. East Main Street Pedestrian Design Project11. Carlton Crest – Phases 4 and 512. Carlton Acres – Phase 1
4/5/2016
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1. Highway 47 Bike/Pedestrian Improvements –Main Street to Lincoln Street ($2.25m)
2. North 5th Street Design – E. Main to Monroe3. Main Street Reconstruction – Yamhill to Pine
Street ODOT Funding Dependent – Currently in Review
4. Bicycle/Pedestrian Improvements - South 3rd
Street E. Main to Polk and Polk St. from S. 3rd to Pine St. ODOT Funding Dependent – August Decision
6. Skate Park Facility Project – Final Design April/May 2016 Fundraising to Follow Design Approval
7. Significant Upgrades at Wastewater Treatment Plant
Help us clean up our Great Little Town!
Dumpsters will be provided by Recology Western Oregon (RWO) for the following:
Trash ~ Green Waste ~ Electronics
Scrap Metal ~ Paint You must be a resident of the City of Carlton and a customer of Recology Western Oregon in order to participate.
If you rent and your landlord pays for RWO garbage service, please bring proof of your physical address (i.e. water bill, phone bill).
TIME: 9:00 AM—2:00 PM
DATE: SATURDAY, APRIL 23, 2016
In Lower Wennerberg Park
Carlton’s Annual Clean-Up Day
Once the dumpsters are full, we’re done!
Hazardous Waste Appliances Medical Waste Batteries
Not Accepted Liquid Waste Motor Oil Cooking Oil Barrels that do not
have both ends removed
One Day ONLY!!
Carlton Police Department & New York Life
Child Identification Day
April 23rd, 2016 11:00 a.m. to 4:00 p.m.
Carlton City Hall 191 E. Main Street, Carlton
Free Child Identification Card from New York Life1 Height, Weight, & DNA Station Carlton Police Officers on hand to fingerprint children Bicycle Rodeo (Includes repairs and safety tips) Juliette’s House - providing child safety information (1Children must be accompanied by a parent or legal guardian to receive the free Child ID)
(April is Child Abuse Prevention Month – Help Keep Our Children Safe)
Contact: Chief Kevin Martinez – 971-241-9152 or [email protected]
“Police and Community Together”
