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HomeMy WebLinkAbout2.c. 2017-2018 City Council Goals EXECUTIVE SUMMARY City Council Work Session: May 8, 2017 AGENDA ITEM: 2017 - 2018 City Council Goals AGENDA SECTION: Discussion PREPARED BY: Logan Martin, City Administrator & Kim Lindquist, Community Development Director AGENDA NO. 2.c. ATTACHMENTS: Adopted Goals APPROVED BY: LJM RECOMMENDED ACTION: Discussion of Goals with Planning Commission and Port Authority BACKGROUND: In April, the City Council adopted the attached goals for the 2-year period; 2017-2018. The goal most applicable to the Planning Commission and Port Authority would be the goal entitled “Grow Rosemount”. For 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; ultimately three strategic directions were defined: 1. 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 2. 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. 3. 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. Along with the strategic direction are the three goals attached. Each has subsections that contribute to the overarching goal. Again, some are more relevant to the Planning Commission and Port Authority than others, and several tie into issues associated with the Comprehensive Plan update. A brief discussion of the Council adopted goals will occur at the work session. CONCLUSION: Discuss Council goals with City Council, Port Authority and Planning Commission City Goals  2017 – 2018     Each year the Rosemount City Council meets in sessions dedicated to discussion of long-term issues of significance to the community and to set a vision. The discussion results in the adoption of explicit goals that guide the work of City staff and the Council itself to prioritize work flow, budgeting decisions, and objectives. The City Council will consider adoption of its 2017-2018 goals in April. Grow Rosemount – Encourage Business Growth and Address Public Amenity Needs  PURSUE retail and commercial opportunities in existing and future development areas. EXPLORE partnering with a third party retail marketer to increase successes in business attraction efforts. EXPAND housing, business, and employment opportunities at UMore Park, as well as opportunities in the Business Park. UNDERSTAND the community’s youth amenity needs and pursue projects accordingly, including the completion of previously scheduled park improvements. RESPOND to and consider implementation of the recommendations of the Facilities Task Force for future public facility needs.   Engage the Public – Increase Civic Engagement Initiatives  CREATE a social media strategy that considers the realities of 21st Century communication. EXPAND upon existing engagement efforts (OpenGov etc.) and pursue additional technologies and best practices. IMPLEMENT mobile-friendly means of connecting with the City and community. OUTREACH to neighborhood associations, faith groups, and other opinion leaders to ensure City communications / strategies remain relevant. Develop the Organization – Attract, Retain, and Grow Employees  BUILD a highly skilled workforce by providing professional development and training opportunities to staff. UTILIZE technology and partnerships to improve efficiencies and workloads. COMPLETE annual employee reviews to include discussions of employee’s growth and development goals. PURSUE succession planning across all departments, specifically in areas of expected change.