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Home My WebLink About2.a. 2017 Goal Setting 1 EXECUTIVE SUMMARY City Council Special Work Session: March 21, 2017 AGENDA ITEM: 2017 Goal Setting AGENDA SECTION: Discussion PREPARED BY: Logan Martin, City Administrator AGENDA NO. 2.a. ATTACHMENTS: Draft Goal Setting Report APPROVED BY: LJM RECOMMENDED ACTION: None, work session discussion only. BACKGROUND The City Council and department head team met on January 15-16 with facilitators Richard and Irina Fursman to complete a strategic planning and goal setting effort. Due to time constraints, the session was adjourned with the intent of reconvening in the future to complete these efforts. As such, Richard and Irina will be present on Tuesday evening to complete the goal setting facilitation after the conclusion of the regular meeting. A draft report of results from January is attached, and should provide a refresher as you prepare for the final portion of the conversation on Tuesday evening. RECOMMENDATION Staff recommends the City Council adjourn the regular meeting and convene a work session to discuss 2017 City goals. City of Rosemount, Minnesota Strategic Plan Report: January 15-16, 2017 Strategic Plan Retreat Page Agenda 2 Vision 3 Blocks/Environment Assessment 4 Strategic Directions 5 Council Priorities 6 Facilitation by Dr. Richard Fursman and Irina Fursman / 651 204 0441/ www.hue.life 2 AGENDA Rosemount Retreat “Setting a Vision – Identify Priorities” Room 200 of the Steeple Center 3:00 PM Introductions Review agenda and expectations Welcome by Mayor 3:30 PM Insights Discovery Workshop What impact our personal preferences (personalities) have on our team and the organization? 6:00 PM Dinner 6:30 PM Strategic Planning Process Overview Setting the context for strategic thinking 7:00 PM Visioning Exercise: Rosemount 2022 Practical Vision for the City What do we hope to accomplish by 2022 as a result of our efforts today? 9:00 PM Adjourn Saturday 8:00 AM Reconvene and Review (Breakfast) 8:15 AM Success Impediments Underlying Contradictions that hold us back What is blocking us from moving toward our vision? 9:45 AM Break 10:00 AM Strategic Directions Focus our intentions and energy What are specific actions we need to take to address the blocks and move us toward the Vision? Noon Lunch Break 12:30 PM Implementation Strategy  Generate Actions toward the Vision  Identify milestones and measures Develop Roadmap to Implementation What are the specific, measurable, accomplishments for the first year? 2:00 Roles and Responsibilities Reflection Conversation about Roles and Responsibilities 3:00 Closing Reflection & Adjourn Facilitation by Dr. Richard Fursman and Irina Fursman / 651 204 0441/ www.hue.life 3 Vision The objective of Visioning is to create a destination for the community. Ideas where shared and matched by similar accomplishments. A consensus series of Vision statements were then crafted from the common groupings. Vision answers th e question: what do we want to see in place in 3-5 years as a result of our actions? In 2022 the City of Rosemount Has a rejuvenated downtown with new housing and businesses Is a leader in the region for citizen engagement Has high quality, diverse new neighborhoods providing opportunities to exceed growth projections Has the premier business park in Dakota County Has Dakota County’s first 4- year Polytechnic Institute , providing a quality workforce, student housing and transit facilities Has multiple state-of-the-art rec facilities to meet the demands of a growing community, providing regional athletic tournaments and other events Has investment in the hospitality and commercial industries to meet the demands of a growing number of visitors and local business needs Has sufficient public facilities to meet the needs of our expanding community Has a culture of high performance and teamwork to provide efficient and effective services to meet the needs of the growing community Downtown redeveloped Ken Rose Mall DT strip redevelopment (150 housing and 20K retail) Polfus/BP corridor acquisition – greenway to Central Park Active citizens academy across all departments 1 more volunteer City-wide event Civic Engagement (citizens engage more with City – activities – volunteers Advisory task force to address youth activities UMore residential phase 1 begins Mediate 160 acre dvlp with Lennar/ McMen SE Rosemount East H 52 – all utilities available for redevelopment Major development on large Bonnite Farm (320 acres) Opus Business Pk opens with 1st business Limore-OPUS has 1 major tenant complete Buildout of OPUS business park Successful OPUS build out Boulder trail extension and business park expansion Public transport – more options, DCTC 1st 4-year college opens with housing Complete Flint Hills sport complex (Dome, concessions) Major Park projects complete (Ames, Flint Hills) Complete UMore 3+4 with concession Bldg New ice ring (2) Old rink = Gym Phase V DCTC Fields Phase 3,4 Flint Hls Phase 2 Ctrl Park Complete Flint Hills complex Build out! Hotel with playground and pool opens 2019 2 new retail centers open Hwy 42/181st on Biscayn /43 Hotel, Big Box retail on Isrialson Property East of Hwy 3 Hwy 42 retail/ commercial – hotel operating + Hwy 42/Akron – Big/jr. boxes Secure land for PD on Biscayne and 42 Facilities (City) Police, PW, City Hall, Water treatment Fiber backbone connections complete (all City bldgs.) Set build date for water plant Fire Dept. –FT fire Chief, FT Duty Crew, Support staff Culture of employee growth and development City personnel Spend in good times, conserve in bad Bond rating of AA1 Steeple center leveraged for optimal capacity Facilitation by Dr. Richard Fursman and Irina Fursman / 651 204 0441/ www.hue.life 4 Success Impediments Underlying Contradictions that hold us back. What is blocking us from moving toward our visio n? The exercise to examine underlying contradictions is done to deeply reflect on how behaviors can impede action. Similar block s were grouped to expose the core issues: Passive Landowne rs Unrealistic expectations of property owners shifts/ stalls priorities, blocking development Unsure of public support Community engagement was ineffective We just don’t ask Unengaged public creates mistrust of City Ineffective Communication Reactionary posture creates poor messaging, blocking engagement Inability to take ownership leads to poor public outreach Lack of consensus Too many priorities Competing priorities creates confusion which paralyses the Org Defining problems more exactly. What is goal/outcome? No implementation strategy Ability to prioritize competing needs Vague, inconsistent messaging creates frustration and blocks/ inhibits performance Political turf wars Property owners with unreal expectatio ns Disconnection of staff to goals and objectives hurts the team culture Lack of communication to all employees Lack of council focus Union relations State authorizing legislation DCTC Poly-tech Shifting priorities for CD FEAR of CHANGE Shifting focus breaks momentum for implementation Implementation Strategy Facilitation by Dr. Richard Fursman and Irina Fursman / 651 204 0441/ www.hue.life 5 Plan for Org Structure Hire City Engineer/PW Dir Implement Employee Engagement Strategy Increase CC interaction with staff – Quarterly meetings Create internal profile/ networking (outlook) (event) (directory/bio) Establish employee tour, employee academy, employee for a day, exposure Create new ideas programs for employees Staff annual evaluations Create innovation committee that accepts and rewards new ideas Implement employee communication strategy Develop new, more robust recognition program for staff Define expectations of staf and council and publish/share internally Build public facilities and future facilities strategy Independent analysis of recreation facilities Prioritize – look ahead for facility locations, financing and timing Look at other communities/ set priorities and goals Engage ISD 196 and businesses to partner in capital projects Council communicates clear goals and actions Host definition meeting for goals with all staff Announce results of Vision session and label where we’re going Create a priority focus plan/parking lot -every month a work session (reviewed) – now –LT –wish list –ST – ongoing Lead by example and hold accountable Semi –annual reviews at council and staff levels Set priority goals -hockey -indoor courts Clear define priorities and revisit with staff Externally promote Rosemount Bring to life marketing plan for new developers Develop and implement public engagement strategy Communicate with public to educate, promote, and create stakeholders Launch Rosemount App Pilot one new communication vehicle with 1 event Partner and build relationships with HOA’s community groups, key residents, and media to push out info Create multi-channel communication strategy and execute (proactive) Neighborhood interaction (be more aggressive) Invite public to open house, tours, citizen academy, facilities Community Survey Share experience/video capture a day in the life of…. Find how residents would like to receive communications (social media plan) Develop communication procedures for public engagement (check list) Build relationships with owners and developers Build relationships with property owners –meeting to discuss long-term plans Create a bridge between developers and landowner Engage owners to lean story and break down barriers Implement qtrly, ongoing discussion with land owners (C/B semi- annually) Developing the Organization Growing Rosemount STRATEGIC DIRECTIONS In the Strategic Directions workshop, participants are asked to focus on creative, practical actions that will move the community towards its practical vision. By planning strategically, that is, in relation to its real situation and the underlying challenges and its practical vision, the community has a chance to realize its vision. The Strategic Directions workshop asks the question: “What innovative, substantial can we take to address the underlying contractions and move toward the vision?” Engaging the Public Facilitation by Dr. Richard Fursman and Irina Fursman / 651 204 0441/ www.hue.life 6 FOCUSED IMPLEMENTATION | What are our top priorities for 2017? Growing Rosemount Developing the Organization Engaging the Public Public Safety Unified City Council on Vision Downtown Development (Task force recomm endation) Residential Development Recreation facilities recommendation (task force) Complete current projects  Flint Hills  DC Ball fields Indoor youth amenities City Facilities in motion Economic Development – Commercial, Hotel, Retail, OPUS Communication Development  Internal and External  Civic Engagement