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Home My WebLink About9.c. Adoption of 2017-2018 City Council Goals and Strategic Directions EXECUTIVE SUMMARY City Council Regular Meeting: April 18, 2017 AGENDA ITEM: Adoption of 2017-2018 City Council Goals and Strategic Directions AGENDA SECTION: New Business PREPARED BY: Logan Martin, City Administrator AGENDA NO. 9.c. ATTACHMENTS: Draft Strategic Directions Report APPROVED BY: LJM RECOMMENDED ACTION: Motion to adopt the City Council’s 2017-2018 Goals and Strategic Direction, as presented. BACKGROUND: The City Council and Department Heads met in January and engaged in a strategic planning / goal setting exercise facilitated by Richard and Irina Fursman of HueLife, Inc. The process spanned two days and also featured an analysis of the personality profiles of Council and Staff, which provided an interesting glimpse into the diverse perspectives that each individual provides to the group. The remainder of the weekend was spent working through a facilitated discussion of the City’s current reality, the vision for what Rosemount could be in 2022, any impediments or blocks to that vision, and what strategic directions and priorities should be pursued to accomplish the vision for Rosemount in 2022. The Council reconvened in March to complete this process, and at that time action steps were defined for the short term (2017/2018), with two year successes labeled for 2018/2019. Ultimately, three strategic directions were defined: 1. Developing the Organization a. Creating the Rosemount of 2022 will require a highly skilled, trained, innovative, and engaged City staff. b. 1 and 2 year accomplishments include leveraging our current staff, making strategic hiring decisions, and continuously investigating process improvements to allow workloads to be dedicated to more effective / impactful efforts and projects. 2. Growing Rosemount a. Rosemount is at the cusp of a new wave of development opportunities, and the City needs to ensure that it is well positioned to pursue and entice these opportunities in the near term. b. Public facilities also need to be continuously analyzed and considered to ensure that the needs of our residents are being met, in light of the City’s ever-changing demographic makeup. c. 1 and 2 year accomplishments include pursuing additional commercial development through a potential third-party partnership, exploring implementing “Smart City” programs, pursuing the recommendations of the Facilities Task Force, and more. 2 3. Engaging the Public a. In order to remain relevant, Rosemount in 2022 will be communicating and connecting with its residents in innovative and effective ways. The City is committed to exploring these engagement opportunities and implementing those that make sense for the community. b. Due to the ever-changing nature of this arena, the City must be strategic about its social networking, marketing, and messaging so as to have a clear approach and an understanding of what the outcome of each initiative is. c. 1 and 2 year accomplishments include furthering leveraging OpenGov features, developing a social media strategy, launching a City app, releasing an updated Community Survey, and more. As shown on the attached draft report from HueLife, there are a number of accomplishments and strategies linked to each of these three strategic directions. In order to track progress on each of these opportunities, staff is in development of an internal spreadsheet that will be utilized to monitor short and medium term action steps taken on each of these items. Further, staff will continue to expand upon each of these broader accomplishments and successes to determine what subcategories / tasks could be pursued to increase the likelihood of success. Staff will engage the Council in a full presentation of these goals at Tuesday’s meeting, and will also distribute a draft one-page document that will serve as the quick reference guide for these three goals and strategic directions. We appreciate the Council’s efforts in finalizing these goals and we look forward to working with the Council to achieve them. It is an impressive list of opportunities and an exciting time in the City, and we thank you for your support in providing this vision and supporting it over the next years. SUMMARY: Staff recommends the City Council adopt the 2017-2018 Goals and Strategic Directions, as presented. 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 2 year successes defined – 1 year accomplishments 7 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 the 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 vision? The exercise to examine underlying contradictions is done to deeply reflect on how behaviors can impede action. Similar blocks were grouped to expose the core issues: Passive La ndowner 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 paralyzes the Org Defining problems more exactly. What is goal/outcome? No implementation Ability to prioritize competing needs Vague, inconsistent messaging creates frustration and blocks/ inhibits performance Political turf Property owners with unreal ex pectation 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 staff 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 learn 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 recommendation) 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 7 2 year successes defined – 1 year accomplishments Strategic Directions: Developing the organization Current Reality 1st Year Accomplishments 2-year Success •Superstar employees who not fully utilized •Some dept’s short on capacity = burnout •Shortage in PD •Technology needs improvement •“Barebones” training budget •Retirements coming up •Calls “requests” come from council going to staff •Friday email to Council helpful; also going to staff •We are talking the same language •Evaluate payroll/utilities for outsourcing ops •Engineer is hired /DPW •Complete reviews on employees (future growth is part of this) •Employee of the ______, parking spot •Process improvement group •Use Facebook to create engagement •Strong Team •Succession plan for retirement + •Culture that supports innovation •External feedback system (rate me) Strategic Directions: Growing Rosemount Current Reality 1st Year Accomplishments (2017/18) 2-year Success (2018/19) •Citizen task forces (4 needed to help with when and where facilities are placed) for City bricks and mortar •$1M CIP •Residents voted down Rec bond •Don’t know priorities •Unknown metrics for future rec needs •Availability (from other cities) of other facilities is unknown •5 year growth slower than projected by Met C •Over-capacity in facilities (PW, PD, City Hall) •Ice/Courts over capacity •Ice and Courts demand growing 10% a year •Partnering with schools •No task force for ice/courts •Creating a metric on non-Rosemount athletic facilities •Look at blue print of other cities •Task force reports to the City •Council decides on actions, sets dates for City facilities •Respond to task force report with commitment by council •Examine data from multiple points on youth facilities •Smart cities task force established with outcomes identified by council (Scope and open Data) •Third party retail •Develop information for local brewery availability in City •Unified vision – goals- priorities from recreation groups •Plan for future parks and recreation in place •Plans to break ground are in place for City facilities •META Data analysis from multiple groups analyzed •Smart Cities Task Force •DC Phase II Done and Flint Hills II •OPUS •Hotel 8 Strategic Directions: Engaging the Public Current Reality 1st Year Accomplishments 2-year Success •New Web based system (video integration) [keep doing more] •Open gov 1.0 •2 public meeting in the parks •Started FB, Twitter, but no strategy •Bike tour •Meetings outside City Hall •3 current T.F •Quarterly newsletters to the public •Newspapers used for notifications •Video broadcast our meetings •Participation in committees not as diverse as pop •We’re not as sophisticated as neighborhood groups •OpenGov 2.0 in use •Social media strategy •Year-end assessment of engagement numbers •Create City App •1 new task force on technology •Alt forms for telling park success stories (Push things out) •Outreach to faith, neighborhoods, etc., for new engagement •Create neighborhood association database •Investigate “POLCO” use •Community engagement initiative •Asset mapping •Priority-based budgeting •Community survey