HomeMy WebLinkAbout2.a. Strategic Planning & Goals Session 1
EXECUTIVE SUMMARY
City Council Special Work Sessions: January 12 and 21, 2021
AGENDA ITEM: Strategic Planning & Goals Session AGENDA SECTION:
Discussion
PREPARED BY: Logan Martin, City Administrator AGENDA NO. 2.a
ATTACHMENTS: 2017-2022 Strategic Plan, 10-year
development trends APPROVED BY: LJM
RECOMMENDED ACTION: None, work session discussion only.
BACKGROUND
The City Council and Department Head team will convene in two sessions in January to discuss the
City’s current Strategic Plan and to establish a new 5-year guiding document. Dr. Richard Fursman of
Hue Life will be guiding the Council through this process. The previously completed Strategic Plan is
attached, and that process was also facilitated by Dr. Fursman in 2017.
The Council will meet on January 12 and January 21 to complete this work, with the expected final
outcome being a new 5-year Strategic Plan that builds on the existing plan and acknowledges what has
been accomplished or changed since 2017.
Also attached is a recap of relevant development data for the last 10-years, which will be helpful in guiding
discussion for the community and economic development portions of the plan.
Each meeting will be held at the RCC Banquet Hall to support social distancing, and a boxed meal will
be provided.
RECOMMENDATION
Staff recommends the City Council work with Department Heads to craft the Strategic Plan for 2021-
25.
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
BUILDING ACTIVITY REPORT - 2020JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010VALUATION1. Commercial $629,700.00 $84,100.00 $50,506.00 $18,200.00 $2,522,050.00 $167,664.00 $774,000.00 $139,000.00 $10,000.00 $257,600.00 $4,920,165.00 $3,989,865.52 $10,256,884.64 $9,278,447.75 $7,034,511.43 $6,545,169.76 $4,342,583.00 $1,493,853.00 $1,571,903.00 $592,145.00 $1,074,750.002. Industrial $0.00 $0.00 $800,000.00 $0.00 $23,500.00 $1,550.00 $0.00 $317,000.00 $0.00 $0.00 $1,187,050.00 $2,602,710.00 $3,393,182.13 $8,037,029.00 $17,800,738.75 $5,533,552.00 $24,725,956.00 $5,926,588.00 $7,707,066.00 $3,637,812.00 $2,742,168.003. Public/Inst $0.00 $0.00 $129,285.00 $0.00 $383,000.00 $317,704.00 $437,220.00 $0.00 $750,000.00 $0.00 $2,052,209.00 $6,398,357.00 $4,102,450.84 $7,513,747.80 $8,183,637.00 $11,512,264.00 $2,215,541.50 $2,350,488.00 $2,161,896.77 $3,275,385.79 $1,312,087.004. Housing $8,136,511.04 $2,480,539.00 $2,466,480.50 $7,017,614.73 $3,926,432.77 $6,393,659.94 $9,602,467.00 $10,385,548.45 $9,602,966.21 $7,664,284.70 $95,598,778.80 $75,252,248.87 $67,147,682.38 $46,777,834.84 $46,531,819.57 $39,736,442.16 $46,689,891.74 $32,318,435.35 $27,157,852.67 $21,268,506.60 $27,048,918.115. Other $78,000.00 $117,600.00 $669,251.00 $392,500.00 $17,650.00 $100,970.00 $109,739.00 $111,700.00 $8,500.00 $174,200.00 $1,790,610.00$2,035,612.00 $2,386,905.93 $3,110,821.88 $2,654,924.00 $4,929,129.42 $3,390,577.00 $1,969,984.00 $2,904,302.00 $1,124,495.50 $1,539,002.006. Activity7. Total $8,844,211.04 $2,682,239.00 $4,115,522.50 $7,428,314.73 $6,872,632.77 $6,981,547.94 $10,923,426.00 $10,953,248.45 $10,371,466.21 $8,096,084.70 $105,548,812.80 $90,278,793.39 $87,287,105.92 $74,717,881.27 $82,205,630.75 $68,256,557.34 $81,364,549.24 $44,059,348.35$41,503,020.44 $29,898,344.89 $33,716,925.11HOUSING UNITS1. Detached 11 8 8 22 7 10 21 14 17 8 155 175 135 93 108 93 85 88 64 45 542. Townhomes (a/det) 1600041002820161101849250203880183. Multi-family (in units)0000000000124817217286092 0884. Total 27 8 8 22 11 20 21 42 37 24 389 274 256 135 136 173 180 96 72 53 80 10-YEAR BUILDING REPORT