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WORK SESSION AGENDA Casper City Council City Hall, Council Chambers Tuesday, July 14, 2020, 4:30 P.M

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WORK SESSION AGENDA Casper City Council City Hall, Council Chambers Tuesday, July 14, 2020, 4:30 P.M WORK SESSION AGENDA Casper City Council City Hall, Council Chambers Tuesday, July 14, 2020, 4:30 p.m. Allotted Beginning Recommendation Work Session Meeting Agenda Time Time Recommendations = Information Only, Move Forward for Approval, Direction Requested 1. Council Meeting Follow-up 5 min 4:30 2. Cowboy Skills Demo Information Only 15 min 4:35 3. Utility Business Plans Information Only 30 min 4:50 Downtown Parking Management – Update on Direction 4. 10 min 5:20 RFP Responses/Process Requested Direction 5. Animal Ordinance Follow-up 10 min 5:30 Requested Move Forward for 6. Amoco Reuse Joint Powers Board By-laws 10 min 5:40 Approval Implementation Options – 2020 Casper Area Direction 7. 45 min 5:50 Wayfinding Master Plan Requested 8. Agenda Review 20 min 6:35 9. Legislative Review 10 min 6:55 10. Council Around the Table 10 min 7:05 Approximate End Time: 7:15 *Please silence cell phones during the meeting* We are CASPER Communication Accountability Stewardship Professionalism Efficiency Responsiveness SUMMARY OF HB 171/HEA 95 RELATING TO SKILL BASED AMUSEMENT GAMES • Converted the Wyoming Pari-mutuel Association into the Wyoming Gaming Commission • Allow skill based amusement games (skill games) to operate in Wyoming with requirements: o Must have been in Wyoming operating prior to March 17, 2020 o Must have independent laboratory report certifying: Bona fide skill determined by an individual’s level of strategy and skill, rather than any inherent element of chance, is the primary factor in determining the outcome Game play up to $3 Payout up to $3,000 • Deadline for approval of skill games by Wyoming Gaming Commission was May 15, 2020 • Skill games must be licensed by the Commission: o Cost for Operator license: $2,500 o Cost for terminal decal: $50 per terminal o Cost for Establishment license: $250 • All legal terminals have a Commission issued decal • Up to 4 games per establishment • Players must be 21 • Taxes are 20% on weekly net proceeds • Once gaming Commission reaches $1 million, some of the funds tip over to cities towns and counties and the school foundation account • Violators are guilty of a misdemeanor with a fine not more than $10,000 and/or not more than 6 months in jail • Sunset date for skill games is June 30, 2021 unless extended by the Legislature 2 3 4 City of Casper Public Utilities Division Strategic Plan <March 2020> City of Casper 5 Public Utilities Division Strategic Planning Project No: WXXY0300 Document Title: Strategic Plan Report Revision: 3 Date: <March 12, 2020> Client Name: City of Casper Project Manager: Kile Snider Author: <Dennis Jackson & Joy Swenson> Jacobs Engineering Group Inc. 1999 Bryan Street, Suite 1200 Dallas, Texas 75201 United States T +1.214.638.0145 F +1.214.638.0447 www.jacobs.com Limitation: This document has been prepared on behalf of, and for the exclusive use of Jacobs’ client, and is subject to, and issued in accordance with, the provisions of the contract between Jacobs and the client. Jacobs accepts no liability or responsibility whatsoever for, or in respect of, any use of, or reliance upon, this document by any third party. Document history and status Revision Date Description By Review Approved 6 Contents Cover Letter ........................................................................................................................................................... 1 1. Drivers of the Strategic Planning Effort ................................................................................................. 2 1.1 Generation Casper Comprehensive Plan ................................................................................................... 2 1.2 City Manager Perspectives ......................................................................................................................... 3 1.3 Effective Utility Management (EUM) Program ............................................................................................ 3 1.4 Current Challenges and Opportunities ....................................................................................................... 3 2. Objectives of the Strategic Plan .............................................................................................................. 5 3. Method ....................................................................................................................................................... 6 4. Vision Mission Values .............................................................................................................................. 7 4.1 Vision .......................................................................................................................................................... 7 4.2 Mission ........................................................................................................................................................ 7 4.3 Values ......................................................................................................................................................... 7 5. EUM Self-Assessment .............................................................................................................................. 8 6. Strategic Initiatives ................................................................................................................................. 11 6.1 Customer Satisfaction Initiative ................................................................................................................ 11 6.1.1 Initiative 1: Customer Outreach Program ................................................................................................. 12 6.1.2 Initiative 2: Customer Satisfaction Measurement Strategy ....................................................................... 13 6.2 Financial Viability ...................................................................................................................................... 14 6.2.1 Initiative 3: Business Performance Model ................................................................................................. 14 6.2.2 Initiative 4: Revenue & Savings Opportunities.......................................................................................... 15 6.3 Employee Leadership and Development .................................................................................................. 16 6.3.1 Initiative 5: Employee Development and Retention Program ................................................................... 16 6.3.2 Initiative 6: Succession Plan ..................................................................................................................... 16 6.4 Alignment of Initiatives to Identified Needs ............................................................................................... 17 Appendix A. Self-assessment Survey Form..................................................................................................... 19 7 Cover Letter Public Services Director Message To Casper Public Utility Customers and Stakeholders: Those of us who work in public utilities often try to explain to others just exactly what it is that we do. Taken for granted is the endless supply of clean, safe, potable water, delivered right to their home or business, along with the removal of the wastewater down the drain or toilet. Make no mistake, providing safe drinking water and suitable collection and treatment of wastewater are services that are part of the life-blood of any community. They are vital for protecting public health and the environment. Additionally, water and wastewater services have a direct link to a community’s economic strength and quality of life - our current way of life is wholly dependent on the reliable delivery of these services. The citizens of Casper and surrounding communities have benefited from centralized water and wastewater services for over 100 years, a long history of which the City of Casper is proud to be a part. As today’s stewards, our desire is to maintain and grow these critical services not just for our generation, but for future generations to come. In an effort to help sustain Casper’s economic vitality, public health, environment, and quality of life, the Public Utilities Division of the Public Services Department, in collaboration with consulting engineer Jacobs, has developed a strategic plan (Plan) to ensure it meets its mandated duties to uphold public and environmental health, as well as its commitment to maintaining its own operational efficiency while managing limited resources. The Plan sets a direction for the next five years, concentrating on the goal of maintaining the utilities current level of high performance and expanding to achieve a new higher and broad-based level of performance. Through this plan, product quality remains a top priority. Beyond that, strategic initiatives will include three key focus areas for improvement: customer satisfaction, financial viability, and employee leadership and development. Following through on initiatives developed to improve these components will strengthen the Public Utilities Divisions commitment to the community, ensure financial security to improve, rebuild, and expand an aging water and wastewater infrastructure, and develop human resources to meet the ever changing and increasing demands on the utility. Working together, we can meet the public health, environmental, and economic challenges that face this and future generations. As stewards of your water resources, we are
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