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HomeMy WebLinkAbout2.a. 2019 Goal Setting 1 EXECUTIVE SUMMARY City Council Special Work Session: February 8, 2019 AGENDA ITEM: 2019 Goal Setting AGENDA SECTION: Discussion PREPARED BY: Logan Martin, City Administrator AGENDA NO. 2.a. ATTACHMENTS: Current 5-year Strategic Plan, 2018 Goals Summary APPROVED BY: LJM RECOMMENDED ACTION: None, work session discussion only. BACKGROUND This meeting will serve as a preliminary discussion between the City Council and the City Administrator regarding the City’s goals and 5-year Strategic Plan. The Council most recently met in January to complete a “2018 Year in Review” discussion with the newly seated City Council. The Strategic Plan adopted in 2017 is attached for reference, and will serve as the starting off point for the conversation at the work session. Also attached is the 2018-2019 Goals Summary and Strategic Initiatives, which will be updated based upon Council direction. The Council will be asked to provide direction on the existing Strategic Plan, including any items that may need to receive additional focus / priority. It is anticipated that the 5-year vision would remain intact and largely similar, however areas of focus and strategic implementation can be shuffled as current needs dictate. RECOMMENDATION Staff recommends the City Council provide direction on the Strategic Plan and goals for 2019. 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 Landowne 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 Ability to prioritize competing needs Vague, inconsistent messaging creates frustration and blocks/ inhibits performance Political turf Property owners with unreal expectatio 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 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 CH • 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 data base • Investigate “POLCO” use • Community engagement imitative • Asset mapping • Priority based budgeting • Community survey City Goals 2018 – 2019 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 adopted 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. IMPLEMENT partnership 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. Projects and Initiatives, 2018 – 2019 Grow Rosemount A. Initiate relationship with Retail Strategies and implement data / recommendations as presented. B. Actively work with Opus to promote, pursue, and support projects at Flintlock 52 Business Pk. C. Engage with developer to support execution of hotel project near Business Pkwy. D. Assist chosen developer of UMore Phase 1 in completion of initial construction activities. E. Work with ISD 196 on selection of land for a future elementary school (include Park & Rec in discussions for future park planning). F. Complete construction of Flint Hills Fields, including consideration of concession stand. Also complete planned park projects, including Horseshoe Lake and equipment upgrades. G. Implement ice partnership with Inver Grove Heights, based on feedback from RAHA and bid results. H. Discuss interest in and timing for pursuit of Facility Task Force recommendations in light of potential National Guard partnership and City bonding capacity. I. Engage consultant and begin investigation process surrounding long-term recreational facility needs (include all stakeholders in research process). Engage the Public A. Complete “Social Media Policy” to address engagement / messaging strategies, how to utilize all mediums (Nextdoor, FB, Twitter, Polco), and standards for appropriate conduct. B. Hold 2018 Citizen Survey. C. Host 2nd annual Home Expo, and consider other engagement opportunities such as a Food Truck Festival, add’l concerts in the parks, off-site informal Council listening sessions, and improvements to the Farmer’s Market. D. Complete “video tour book” in partnership with Cable Commission. E. Implement OpenGov 2.0, including updated dashboard and visualizations of results. Develop the Organization A. Pursue internal and external training opportunities for staff at all levels, including tuition reimbursement, internal leadership training, and options via professional associations. B. Understand employee developmental needs via performance appraisal discussions. C. Investigate options and begin development of an internal succession plan to prepare for key retirements in future years.