HomeMy WebLinkAbout2.a. City Council Goal Setting (continued)AGENDA ITEM: City Council Goal Setting (continued)
AGENDA SECTION:
DISCUSSION
PREPARED BY: Jamie Verbrugge, City Administrator
AGENDA NO.
ATTACHMENTS: Memo from Craig Rapp, Springsted;
Summary of April 23 Goal Setting
APPROVED BY
RECOMMENDED ACTION: Continue discussion of 2005 -2006 Strategic Planning and
Goal Setting for Rosemount City Council and staff
ACTION:
CITY OF ROSEMOUNT
EXECUTIVE SUMMARY FOR ACTION
Special City Council Work Session Date: May 23, 2005
BACKGROUND
The Rosemount City Council and senior staff met on Apnl 23 to discuss goals and strategic planning to
guide the Council m 2005 -2006. This meeting is a continuation of that process to further develop the
strategic issues and develop a more specific work plan consistent with the strategic focus areas
ISSUE
Facilitator Craig Rapp of Springsted has provided a summary of the April 23 strategic planning session
and a memorandum recommending an outline for continuing the process of developing strategic focus
areas and work plan.
Staff and facilitator are aware of some desire by Council Members to also discuss philosophy of
Council Members and specific goals /objectives of interest to Members. Mr. Rapp will incorporate
these discussions into the format contained in the attached memorandum.
SUMMARY
Council is requested to continue discussion of strategic planning, goals and work plan for 2005 -2006.
TO: James Verbrugge, City Administrator
FROM: Craig R. Rapp
DATE: May 20, 2005
SUBJECT: Council Worksession
1. Defining mix and quality of amenities appropriate to Rosemount
sprirtgsted
The following is the list of your strategic issues and goals developed on April 23rd:
Spnngsted Incorporated
380 Jackson Street, Suite 300
Saint Paul, MN 55101.2887
Tel 651 223 -3000
Fax 651- 223 -3002
www spnngsted.com
In preparation for the Council worksession on Monday, May 23rd, I think it is beneficial to review what the Council and
staff have developed to date, and how that information should be used at the meeting. in addition, it is Important to
discuss and review how to tie -in previously adopted goals.
As the summary report from the Apnl 23rd meeting described, the Council and staff identified five "strategic issues"
confronting the City of Rosemount, These strategic issues were developed for one reason: to guide future decision
making. Clearly, there is a desire to set short term goals, and to generate consensus regarding the development of
those goals, however, the overarching objective was to create a context for those decisions that is strategic in nature.
Establish implementation plan based on Facilites Task Force report (12/31/05)
Relate Decision Resources survey results to all facilities planning and Implementation (12/31105)
Conduct more detailed survey of issues quality of amenities (12/31106)
Prioritize efforts based upon survey results (3/07)
2. Achieving balanced growth
Define small -town feel (12/31/05)
Analyze need for lifestyle housing options (12/31/06)
Determine desired mix of residential /commercial /industrial land use (12/31/05)
Review cutting -edge development ideas for appropriate application (12/31/06)
Create a preservation plan for older housing stock (12/31/06)
Public Sector Advisors
Page 2
3. Maintaining service levels and quality while expanding
Establish benchmarks for current services (1 /06)
Create tie -in between benchmark reporting system and budget process (2006 budget)
Establish a system for evaluating the relevance of services being delivered (4/06)
4. Achieving a competitive tax rate with other cities in market area
Adopt 42/52 study and implement it (12131/05)
Define competitive tax rate level (target) (7/05)
Assess options and analyze altemative revenue sources (2/06)
5. Accomplishing downtown redevelopment
Define operative terminology to guide future actions and communications (12/31/05)
Create an investment policy to guide subsidy decisions (12/31/05)
Create an educational process to explain what small town (downtown) development is (12/31/05)
Establish a City marketing campaign to keep property owners (new and existing),residents, and
other affected groups informed (establish within 1 year; then ongoing)
Create benchmarks and reporting systems to assess progress and success (12/31/05)
The strategic issues are clear, concise, and seem to reflect the major issues facing the community They also seem
to be long -term issues that will require attention over many years to adequately address In order to make your
process meaningful, however, the goals and action plans you adopt will have to be equally clear, concise, and most
importantly, achievable Many of the goals you established have aggressive timelines, given their complexity This
should be discussed and verified at the meeting
In order to establish achievable goals and generate appropnate action steps, I suggest the following process for the
meeting:
I. Validate strategic issue approach- venfy that future decision- making will be focused around major
strategic issues, that these are the correct issues modify approach as appropriate based upon
group consensus
II. Review goals established 4/23 for clarity and agreement determine group understanding, delivery
dates modify as appropriate
III. Determine action steps necessary to achieve goals Generate ideas, review current/previous goals
for inclusion and /or relevance Establish timelines and ownership
IV. Prioritize effort this will include determining Council role and time commitments to policymaking,
staff resource allocation, deadlines, etc
V. Discuss the long -term nature of the strategic issues identified, and create a follow -up process for
adjusting them based upon changing circumstances, and how these will be used to guide yearly
goals and performance.
Page 3
Attached for your reference is the April 23ro report, along with 2005 and 2006 goals identified in the Key Financial
Strategies work previously done by the City. The goals from that effort are grouped by strategic issue so that you can
determine how or if to include these in the action planning you will do Monday night
pringsted
City of Rosemount
Council- Staff Goal Setting Meeting
April 23, 2005
Springsted Incorporated
380 Jackson Street, Sude 300
Sarni Paul, MN 55101 -2887
Tel 651- 223 -3000
Fax. 651 223 -3002
www spnngsted com
Public Sector Advisors
Page 2
introduction
On April 23rd, 2005, the Rosemount City Council and executive team met to discuss goals. The
following is a summary of the proceedings and the decisions that were made It was determined
that these decisions would form the basis for action plans to be prepared in a follow -up session.
The group agreed in advance to participate in a brief survey. The survey asked participants to
identify qualities that make Rosemount a great place to live. It further asked members to list the
most important strategic issues facing the community The answers to these questions formed
the basis of the facilitated discussion on April 23rd.
The Council and executive team debated and prioritized each issue. These prioritizations
became the basis for goals established at the meeting. These goals are the framework for
action plans to be developed by staff.
Community Qualities
The following are the highest priority qualities identified by the group based upon survey
responses:
QUALITIES THAT MAKE ROSEMOUNT GREAT
1. Access to Metro urban and rural
2. Open space
3. Good schools
4 Community identity /character
5. Friendly involved neighbors
6. Real Downtown
The group then discussed and these and the other qualities submitted. This resulted in the
following modified list. Each quality was also described more fully by adding descriptive
statements:
Page 3
QUALITIES
Access to Metro Rural
Good metro transportation connections
Close to commercial centers
Close to city and country
Open Space
Have a rural character
Good natural amenities
Greenways and connectivity present
Good Schools
Diversity of opportunities
o DCTC
o UofMAg
Strong partnerships with school district
ISD 196 is a high quality district
Community Identity /character
Refinery
Diverse neighborhoods
Availability of variety of lifestyles
City /School character connection
Insh heritage
Rail and river connections /proximity
Real Downtown
Unique, quaint feel
Traditional small -town look
Not "Big Box" development; specialty
Quality City Services and Amenities
Responsive, accessible, participatory
Courteous and professional
Progressive
Well- maintained
Good value for investment
These qualities created a basic vision for the type of community the group wished to preserve
and create Based upon this common understanding, the group then focused on identifying
strategic issues facing the community.
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Strategic Issues
Strategic issues are those issues confronting the community that are significant, long -term, and
must be addressed if the city is to achieve its vision of success. Based upon survey results, the
group identified and priontized the following strategic issues as most important:
1. Downtown redevelopment
2. Commercial development redevelopment
3. Improving the tax base reducing taxes for residents
4. Maintaining community identity
5. Keeping up with community needs
6. Maintaining improving government facilities infrastructure
7. Increasing and diversifying the tax base
Once again, the group debated and refined the strategic issues from the priorities above, as well
as other ideas submitted. The group determined that the following were the most important
strategic issues facing the community:
1. Defining mix and quality of amenities appropriate to Rosemount
2. Achieving balanced growth
3. Maintaining service levels and quality while expanding
4. Achieving a competitive tax rate with other cities in market area
5. Accomplishing downtown redevelopment
The group then established goals for the community, in line with the vision and the strategic
issues identified:
1. Defining mix and quality of amenities appropriate to Rosemount
Establish implementation plan based on Facilities Task Force report (12/31/05)
Relate Decision Resources survey results to all facilities planning and
implementation (12/31/05)
Conduct more detailed survey of issues quality of amenities (12/31/06)
Prioritize efforts based upon survey results (3/07)
Page 5
2. Achieving balanced growth
Define small -town feel (12/31/05)
Analyze need for lifestyle housing options (12/31/06)
Determine desired mix of residential /commercial /industrial land use (12/31/05)
Review cutting -edge development ideas for appropriate application (12/31/06)
Create a preservation plan for older housing stock (12/31/06)
3. Maintaining service levels and quality while expanding
Establish benchmarks for current services (1/06)
Create tie -in between benchmark reporting system and budget process (2006
budget)
Establish a system for evaluating the relevance of services being delivered (4/06)
4. Achieving a competitive tax rate with other cities in market area
Adopt 42/52 study and implement it (12/31/05)
Define competitive tax rate level (target) (7/05)
Assess options and analyze alternative revenue sources (2/06)
5. Accomplishing downtown redevelopment
Define operative terminology to guide future actions and communications
(12/31/05)
Create an investment policy to guide subsidy decisions (12/31/05)
Create an educational process to explain what small town (downtown)
development is (12/31/05)
Establish a City marketing campaign to keep property owners (new and
existing),residents, and other affected groups informed (establish within 1 year;
then ongoing)
Create benchmarks and reporting systems to assess progress and success
(12/31/05)
The group also identified external partners beyond the city and internal coordinators for each
strategic issue /goal area:
1. Defining and implementing mix and quality of amenities appropriate to Rosemount
Primary: City Council
Secondary: Staff
Facilities task force
Parks Rec Commission
Citizens /taxpayers
Property owners
Jamie Lead
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2. Achieving balanced growth
Primary: City Council
Secondary: Port Authority
All Commissions
Larger landowners
Kim L Lead
3. Maintaining level and quality of services
Primary: City Council
Secondary: Staff
All Commissions
Consumers /citizens /users
Jamie Lead
4. Achieving a competitive tax rate
Primary: City Council
Secondary: Port Authority
Planning Commission
Jamie Lead
5. Downtown Redevelopment
Submitted by
Craig R. Rapp
Vice President
Primary: City /Port Authority
Secondary: Chamber
Master Developer /CPDC
Existing owners /businesses
Kim L Lead
These efforts are intended to frame the follow -up work of the City. Those follow -up activities
include the preparation of action plans and future City Council worksession discussions.