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HomeMy WebLinkAboutGoal Setting1 �': 1-76 W., _V 4wily-v Q, coo 00.400 SOL WW" It an 0 vl�' MY jok!":` Friday, July 8, 1994, the Rosemount City Council and facilitator Jim Brimeyer meet for a team building session. Saturday, July 9,1994, the Rosemount City Council, department Heads and facilitator Jim Brimeyer. The following is a summary of the session. EXPECTATIONS * Develop a focus for broader issues * Consensus on issues to give direction to staff * Vision for City * Develop more trust among Council * Hear staff issues * Staff hear Council * Develop prioritized "to do" list with action steps * Staff morale discussion * Understanding of restructuring advisory commissions * Direction on enforcement issues STAKEHOLDERS * Citizens - owners - renters * Business owners * Land owners (vacant) * Service providers - consultants - vendors * Outside users of City facilities * School district * Employees * Athletic associations * Senior citizens * Developers - residential - commercial - industrial * Farmers * Koch Refinery * Volunteers • - firefighters * City Council * Courts - civil - criminal * Metropolitan Council * MAC * Advisory Commissions * Future Citizens * Job commuters * Non-resident users * Service clubs * Civic organizations * Chamber * County and State * Churches * Neighboring Cities * University * Future generations ENVIRONMENTAL SCAN * Growth -metro (especially southern) - residential - commercial - industrial * Government controls * Metro consolidation * Growth/youth population * Armory impact * Government consolidation and cooperation * Need for surface transportation * Growing senior population - housing * Increasing diversity * Special interest groups * Environmental pressures * Litigious society * Less federal money * Downtown viability - strip development * Power elite existence STRENGTHS * Professional, competent staff * Good Council * Koch Refinery * School system * Community Center and park system * Arterial road system * Variety of housing stock * Good equipment * Location in metro area -rural and metro access * Location within County • * River access * Small town atmosphere - downtown identity * Active community groups - good dollar support * Comp Plan in place * Port Authority * Storm water utility fees * Local newspaper WEAKNESSES * Financial capacity * Capital needs versus dollars available to keep up with growth * Citizen perception of City Hall (some negativism) * Sleepy old town * Downtown condition * Equipment update * Maintenance facilities * Public safety personnel * Lack of implementation- not specific * Growth versus no growth * No long-range strategy * Enforcement of ordinances and codes * Reactive, not pro-active * Pace of growth * Government controls - MWCC * Koch Refinery - environmental perception * Communications around City * Adequate level of staff -not dealing long-range - customer service delivery * Expectations for service -big City versus small City * Increasing crime -vandalism perception * Lack of definition * Basic services * Staff morale * Aging infrastructure OPPORTUNITIES * Consolidation of services * Communicate - set goals * Planning -manage growth and quality * Information systems * Continued growth * Hwy. 52 corridor - Hwy 52 and 42 intersection * Pine Bend development * Township annexation * Downtown * Business park development * University proposal - development -vo-tech * Vacant land * Airport * Work with Koch on land-use issues * Special needs programming THREATS * Airport * Watch dog group * Federal/State mandates * Orfield legislation * Environmental issues * Declining state aid * Regional blueprint * Lack of common or different visions ISSUES 1. Develop downtown theme into development plan. 6-2-3-3-8 Council 5-8-2-5-3-2 Staff Total 47 2. Increase Council/Staff relationship. r'✓ - Communicate trust level to employees / 8-5-1-2 Council • 7-4-1-5-8 Staff 41 3. Develop long-range finance plans and alternate funding -User fees ��� -Assessments " , -Etc. 3-6-1 Council 6-4-5-7 Staff Total 32 4. Identify/develop minimum basic service levels. ��, 8-2-8-8-3 Staff • Total 29 __ 5. Develop plan funding for Fire, Public Works, maintenance facility. 6-2-4 Council p`f 7-8-2 Staff Total 29 6. Stronger enforcement of codes for community, residential maintenance. 'ci j - Update codes and ordinances 8-3-6-6 Council �� ` 5 Staff Total 28 W — 7. Expand wastewater treatment plant and sewer capacity. 7-8 Council q[ 4-3 Staff Total 22 Y 8. Improve perception of City Hall, Police and Fire. 2 'C� 2-5-6-6 Total 21 1 9. Continue promotion of industrial and commercial development. • I �"' 5-4-5 Council C 10) 7 Staff Total 21 10. Develop street improvement program (old Rosemount). 8-5 Council 6 Staff Total 19 11. Develop realistic, timely, funded CIP. 7 Council 7-4 Staff Total 18 12. Develop long-term strategy for business park (with the City as a developer?). 7 Council 6-3 Staff Total 16 13. Develop plan, policies that transcend Council, staff, Commissions. -A vision 1 Council 7-7 Staff Total 15 14. Encourage higher value residential development. 4-7 Council 1-2 Staff Total 14 15. Develop plan and (reasonable) timetable for development review and schedule. 2-5-1 Council 6-1-Staff Total 15 16. Develop community parks, i.e. Erickson. 4-4 Council 5 Staff Total 13 17. Plan for growth in residential services and programs. 3-6 Staff Total 9 18. Review advisory commissions - reduce duplication. 1-8 Staff Total 9 19. Actively work with large employers to identify and assist with their needs. 4-4 Staff Total 8 20. Develop annexation strategy. 7 Council Total 7 21. Implement staff reorganization plan. 1 Council 1-4 Staff Total 6 22. Stop airport relocation. 3 Council Total 3 23. Improve image of City from dumping in heart of Dakota County. 1-2 Staff Total3 24. Study current assessment policy. 3 Staff Total 3 25. Initiate Council/Commission planning sessions. 1 Staff Total 1 26. Take an active role in University of Minnesota property development 0 27. Improve communication with Met Council 0 DOWNTOWN What Physical appearance Maintain viable downtown - appearance -traditional versus strip Characteristics Civic pride Competition with other locations Traffic Empty buildings Financing Parking Incompatible uses Why?, Civic pride Identity Tax base Aesthetics Perception/image Consequences. More empty buildings Increase negative perception General deterioration . I VISION Redevelop east of Hwy. 3 to railroad tracks Ken Rose mall gone Streetscape -flowers and landscaping -on street parking - decorative lighting Erickson Comm Square Walking/biking trail from downtown (community center) to County Road 42 Parking ramp Retail/service Hwy. 3 bypass Pedestrian friendly Motel with a first class restaurant New library BARRIERS TIF is expiring in the year 2001 Existing land uses Resistance from existing landowners Getting agreement Existing zoning Financing Market viability No existing plan R.O.W. limitation Relocate Hwy. 3 or re-route traffic STRATEGIES Develop a plan Develop a theme Develop a timetable Garner public support -Chamber and existing users Examine funding sources -TIF -development fee Initiate marketing plan Study for road design, relocation or rerouting Discuss library with County ACTION Plan/Theme/Timetable Mik Who Initiate process Council 7/19 Examine existing info Staff 7/20-8/15 Preliminary Plan, Final Plan Cons/Staff 8/15 - 12/1 Public support Tom 7/20 -public forums -downtown community expand roster Funding sources -special legislation Iist of possibilities Consultant, 7/21 Ron and Jeff Marketing Consultant 11/15 Chamber Parking/Traffic Engineer 7/91 Consultant on-going Library Issue -contact County Mayor 8/16 i. vI: F<, k. [ h; " ,4. ,, '... Fs `, . ;: 1. ._ . ; 'F :.!r { g. '.i: ISSUFJCOUNCILISTAFF What Identify expectations of each Quality and quantity of information to Council How far should staff go? Technical versus political Perceived Council attitude towards staff Council knowledge of employees Reaction to Council presence Setting priorities -broader issues versus specific interests How Council can approach staff Why - consequences Resentment Morale Productivity sound decisions with accurate info Confusion Fear Distrust Frustration Perception to the customer Things get worse Staff turnover l'''- i g . Y y. ,• r s e ROLES AND RESPONSIBILITIES Cound( ,off Expectations: Read and inquire Best professional and technical Ask questions versus "challenge" recommendations Available for inquiry No personal attacks Open to suggestions Communication: Review information Reports Initiate discussion Summary format Comments are limited Be approachable Responsibilities: Results Manage routine admin. duties Accountability Act within budget Make things timely Recognize politics Decisions Timing of decision Gv k II j t • 1. PUBLIC WORKS, FIRE, SEWAGE What Need for facilities Overcrowded - efficiency, logistics Stifle growth Equipment to maintain Appearance, image -enforce in private sector Response time Location Employee morale Mandates -fuel storage -salt OSHA safety • Why - consequences, Appearance, image Decline in services in light of growth Morale, productivity Viability F t • lc- • ,....a ....: '.. i.. • • • F { : . I I • • S. ti i { VISION Joint site with County/Army -agreement for joint use -fuels -purchase -equipment -storage -materials -building (County) -personnel New station or refurbish Satellite station Agreement with Met Council Expanded plant or lift station BARRIERS fire and Public Works, Cost Perception of need Negotiations with the Army and the County -timing -willingness Location -traffic - acceptance - railroad -highway Sewage Regional blueprint Philosophy expansion Orfield legislation t e STRATEGIES AND ACTION Public Works Eta Elm Review needs study Bud 7/15 Talk with National Guard Tom, Jim, Bud 7/19 Talk with County Tom, Bud 7/26 Fire Station Work with fire task force Scott 10/4/94 location - space -status or final report Determine cost figures Jeff/Scott Financing sources Jeff Sewage capacity Lobby met Council Ed, Tom 8/94 -Flowers -outside lobbyist Talk to other Cities Tom, Bud Mid-September Talk to outside lobbyist Tom All report to Council 10/4/94 { s , 4 .7! City Council Goals DEPARTMENT GOALS ECONOMIC DEVELOPMENT Commercial& Industrial Growth. Tax base. Diverse Services. Business Park development. Encourage head of household Jobs. Monitor MIRTS. Continued business park development/possible expansion. DOWNTOWN REDEVELOPMENT Strengthen business climate. Implement plans. Complete long range plans for commercial center redevelopment and street scape. AIRPORT RELOCATION Against it. RESPONSIVE GOVERNMENT Newsletter. Internet. Cable TV. Customer service. Evaluate parks and recreation brochure city newsletter. Increase recreation program offerings to youth teens and adults. Introduce weekday teen program. Develop scholarship program for recreation. FISCAL SPONSIBILITY (ACCOUNTABILITY) Value of taxes to services. Obtain Certificate of Achievement for financial statement Complete ten year CIP. Complete ten year financial forecast. MANAGED GROWTH Complete and adopt storm water management plan. Evaluate MUSA extension. Develop policy for industrial development outside of MUSA. CODE ENFORCEMENT Review and monitor effectiveness of housing maintneace code Strengthen code enforcement PUBLIC SAFETY Continue working on crime free multi-housing program. Continue to work with owners, caretakers and landlords of rental housing. Emphasize community policing program. Continued participation in the East Local Collaborative Program. Continued participation if the Safe And Sober Program. POLITICAL/POLICY DIRECTION AND DECISION Elections Change elections from odd to even year. Change mayoral term from two to four years. Special Events Identify city and Staffs role Limit number of hours of staff time Assessment Policy Direction on content of policy. Sidewalks. Evaluate where do they go (should they be part of all new subdivisions). Evaluate maintenance and Replacement($$$!) Parks. Pursue Kelly Acquisition (prairie area) Complete Erickson Community Square shelter. Direction on Dodd Triangle park-family resource center. Adopt septic system ordinance Revise Zoning&Subdivision Ordinances Add Conditional Use permit categories in zoning code inion Sury Op ey. INTERNAL Review upgrade to City's software (LOGIS). Limitations with financial, utility billing labor distribution, and building permit software Evaluate space needs-who moves to the old fire station? Prepare a recommendation on use of space and review long range facility plan. Repair existing facility-redirection of funds MEMORANDUM DATE: January 18, 1996 TO: Thomas Burt, City Administrator FROM: Jim Topitzhofer, Director of Parks and Recreation/Community Center SUBJECT: Department Goals I have attached a list of department goals for 1996. The staff has reviewed these goals and are excited about the upcoming year. Please use these goals as needed for the City Council Goal Setting Session. ROSEMOUNT PARKS AND RECREATION 1996 GOALS DEPARTMENT ADMINISTRATION: FACILITY: • Reorganize Department. (Jim) • Develop preventative maintenance • Revise Employee Manual. (All) program. (Dave) • Revise files. (Nancy) • Renegotiate Vending Agreement (Dave) • Renegotiate lease with National Guard. • Implement Rifle Range (Jim) (Jim) • Construct lighted outdoor building sign. (Jim) MARKETING: • Develop promotion plan. (All) PARKS: • Increase weekday business rentals. (Dana, • Pursue Kelley Acquisition. (Jim) Jim) • Begin construction of Erickson Community • Evaluate brochure. (Jim, Dan, Lacelle, Square. (Jim) Nancy) • Design park in McNamara Property. (Jim) • Evaluate customer service. (All) • Design and construct shelter in Dodd Triangle. (Jim) ARENA: • Complete solicitation of arena advertising. (Tom) • Develop Arena Preventive Maintenance Program. (Tom) • Reduce Energy Consumption through Special Programs. (Tom) PROGRAM: • Increase program offerings in areas of youth, teen, and adult. (Lacelle & Dan) • Introduce weekday teen program. (Dan) • Complete program evaluations in timely manner and determine service levels. (Lacelle, Dan) • Develop scholarship program. (Lacelle & Dan) • Investigate Day Camp at Navy Base (Dan) 1996 GOALS FOR COMMUNITY DEVELOPMENT DEPARTMENT Rosemount, Minnesota 1. • Complete (substantially) long range plans for., • Downtown redevelopment • Stormwater management • MUSA extension 2. Propose ordinance amendments including: • New ordinances (septic systems; adult use; PUD; storage tanks) • Public hearings (eliminate for site plan review) • Environmental issues (tree preservation; steep slopes; erosion control) • Lot standards (supplementary setbacks; cul-de-sacs; lot coverage) • Performance standards (cluster housing; rural density; parking lots) • New zoning districts (conservancy; PD-R; IP; repeal RL) • Conditional use permit categories in zoning districts • Clarifications (non-conforming uses; shoreland; intersection spacing) • Building codes (Chapter 9; contractor licensing) • Subdivisions (new eng. standards; minor subd. process; trails/sidewalks) 3. Implement or monitor activities related to projects including: • Livable Communities Act • Downtown redevelopment (HRA project and other potentials; streetscape) • Septic system ordinance • Business park development/expansion • Comprehensive Guide Plan implementation section • MIRTS • Kelly property zoning and site development 4. Evaluate services/issues related to: • Staffing levels (building inspection; clerical; internships) • Departmental policies • Central filing system for the department • Informational handouts, checklists and permits • Computer capabilities (permit system; training;:hardware) • Building division task analysis 5. Complete analysis of financial issues related to: • UBC fee schedule (1994)for building permits • Fees for sprinkler/alarm systems • 1996 budget for the department and 10-year CIP • TIF options for downtown redevelopment district • Loch/Blake loans 6. Initiate new projects/procedures related to: al/external communications and public relations • Intern P • Mapping ... official zoning map, GIS and future rights-of-way • Policy for industrial uses outside the MUSA • Site plan review process ... landscaping, lighting and signs • Overall code enforcement MEMORANDUM DATE: January 19, 1996 TO: Tom Burt FROM: Sue Walsh SUBJ: Items for Goal Setting Session Chaning city elections from odd year to even year. Changing mayoral term from two years to four years. Discuss city's role city' le or ci staff s role in community events; Leprechaun Y i.e. Le rechaun Da s, Taste of Rosemount, Share the SpittAlso discuss the number of hours of staff time that is involved. City Facilities: Which department moves to old fire station? Discuss going with LOGIS or purchasing new software. . . • MEMO TO: TOM BURT, CITY ADMINISTRATOR FROM: BUD OSMUNDSON, CITY ENGINEER/PUBLIC WORKS DIRECTOR DATE: JANUARY 18, 1996 RE: DISCUSSION ITEMS FOR GOAL SETTING SESSION WITH COUNCIL The following items are discussion items for the Goal Setting meeting which Public Works would like discussed with the Council: 1. Public Works Maintenance Building and yard area - This is in regards to the replacement of the fuel tanks and the possibility of moving Public Works to the old Fire Hall next year. The entire yard area needs to be laid out and/or discussed. We should discuss the results of the Space Needs Study that was completed in 1990. 2. Future street improvement projects and the assessments. 3. The service levels provided by Public Works and especially the times spent on special events and maintaining athletic facilities. 4. The City should have a better overall policy addressing sidewalks, including where they go (should they be installed in all new subdivisions?), maintenance and replacement. Funding for such maintenance and replacement should be discussed. Council Member Anderson suggested this item be discussed after the Informational Meeting for Lower 147th Street and Cameo. MEMORANDUM DATE: December 20, 1995 TO: Thomas D. Burt, City Administrator FROM: Jeff May, Finance Director SUBJECT: Finance Department Goals for 1996 Listed below are goals that I am setting for myself and for my department for 1996. Many of these goals are things that have been started but unfinished in the past due to many different reasons. Hopefully, this coming year, with a new staff that becomes more comfortable with their individual responsibilities, I will have time, with their help, to complete these "long-term" items. 1) Complete the work necessary on our financial statements to apply for and realize the Certificate of Achievement for Financial Reporting. For many years this was not an option because our audit was qualified(lack of fixed assets). The last couple of years, I have tried to work with our auditors in preparing for the day when we could complete all of the work necessary to apply. Hopefully, the 1995 audited financial statements will meet the requirements. 2) Complete a 10-year analysis on the General Fund revenues and expenditures. This is something that you have asked for the last year. I've had many pretty good excuses, but the bottom line is that I need to take the time to get it done! 3) Finish working with CIT in completing the upgrades to our PC's. This is a continuation of the hardware upgrades that you and I completed this fall. Getting all machines equipped with windows and mice and having menus modified to each individual user will allow us to get close to the "90's". When this project is completed, I hope to be able to just "maintain" what we have(as much as possible) at least until 1997. 4) With your assistance, begin the process of developing a 10-year Capital Improvements Program. As we have seen the last couple of years, a 5-year CIP just doesn't seem realistic for our City. Maybe by looking out ten years we will be able to develop a plan that will help guide us through the coming years in a more practical manner. 5) Coordinate the efforts necessary to get the debt issued for the fire station, the Cameo/Lower 147th Street project, and all other projects that may come up in 1996. 6) Look at possible ways of improving the budget format. I am comfortable with the format the way that it is, but if there are things to be improved upon I would like to think that I can accommodate. ROSEMOUNT POLICE DEPARTMENT MEMO TO: Thomas Burt, City Administrator FROM: Elliel Knutsen, Chief of Police DATE: January 26, 1996 SUBJECT: Goals for 1996 1996 will be the year the police department will take an active partnership role in the community. Besides the basic police service which must be provided, we have already started programs such as: CRIME FREE MULTI-HOUSING PROGRAM Police working with owners, caretakers and landlords of rental housing units. COMMUNITY POLICING PROGRAMS, Increasing hours to be spent with direct contact with neighborhoods, schools and public gatherings through the liaison, DARE, community service and juvenile officers. • EAST LOCAL COLLABORATIVE PROGRAM Involvement with a newly organized group consisting of Social Services, all schools, RAP, Dakota County Employment & Economic Services, Public Health and others to provide assistance to anyone in need of special services. SAFE AND SOBER PROGRAM This program is a grant from the State of Minnesota for reimbursement of overtime for officers to be used for extra traffic patrol on our streets and highways. Rosemount led the state in 1995 and we will strive to continue in 1996 to make our roads as safe as possible. My goal in 1996 is to continue to build a strong, motivated and happy relationship with all department personnel. The results are obvious as were displayed in our officers performance in 1995. Motivators such as requests for special training, newest equipment, individual interests and suggestions will again be encouraged this year.