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Home My WebLink About2016-05-13 CC Packet (Special Meeting) AGENDA SPECIAL CITY COUNCIL MEETING Stillwater Public Library May 13, 2016 SPECIAL MEETING 8:30 A.M. I. CALL TO ORDER II. ROLL CALL III. OTHER BUSINESS IV. STILLWATER STRATEGIC PLAN REVIEW SESSION 8:30 Introductions Review (agenda, process expectations) Welcome & logistics 9:00 Review of Adopted Strategic Plan (Themes/Obstacles/Initiatives /Action Plan Status) Where are we 6 months after formal adoption of the Strategic Plan? 10:45 Break 11:00 Strategic Directions  Goal Setting  Action Planning  Prioritize Actions  What has changed over the past year that is moving us toward the vision?  What is impeding movement towards the vision?  Are there modifications necessary to the practical actions to achieve the goals? 12:30 May 20 Work Session Public Evaluation V. ADJOURN ~ VISION The vision of an organization is held in part by all of its members. This workshop was held with the council and staff to create their shared picture of the future . The practical vision is the responsive statement of hope within the given environment. It provides a sense of the destination of the effort. It tells us where we are going, what the accomplishments, outcomes, changes and results are that we are seeking by our efforts. The vision was set for 2020. I n 2020, The C i ty of Stillwater has/is ...• - ORGANIZATION EXCELLENCE COMMUNITY o,.anlzatlonal Structure, That Ensures Stability In The Work Force City sta ff structure- succession planning HR person Succession planning and retention program in place Legislative plan for the City Services Defined By Quality Output And Outstanding Customer Service Standards and service levels across all departments Performance standards everything Shared region resources Work together ENGAGEMENT ,, -fEd CO; •• ..., Facilitate communication with citizen groups Social networking that communicates in a broad spectrum Collaborative community Staff that advises and engages the community Engaged community City that welcomes input COMMUNITY DEVELOPMENT Has a Brand that Communicates The City Is A Unique, all- season Community to Uve, Work and Branded community (define Stillwater as a unique City Great welcome to Stillwater signs all entries Market community Year round community River is embraced by the community Clean up SE area ((County Bldg .) with boundaries Has An Economic Development Strategy That Creates Tax Base, Orderly Development, And Job Annex area -infill complete (Township) Economic development position Re -purpose Armory Focused Economic Development activities Control growth? Has A Vibrant, Attractive Connected D.T. That Is A Quality Destination For Residents And Visitors Cleaner and more compelling downtown Downtown improvement district D.T. Commercia l loan program Vibrant business in Zepher Train building Pedestrian rich D.T. Downtown plan completed Embrace historic legacy of city Facilitation and Documentation : by Dr . Richard Fursman and Irina Fursman I 651 338.2533/ www.hue.life Completed Bike Trail System Healthy Comm unity River Front Development (Kollinger Park, Bridgeview, AIPLE Plans and financing for waterfront parks Funding Source for Operations Sustainable funding to support infrastructure and operations Sustainable plan for infrastructure Technology and security up to date CIP Process and Funding Updated Police Department Fiber Connections within buildings 4 Session: UNDERLYING OBSTACLES -WHAT 1s PR Ev ENTI NG us, oR HOLDIN G us sAcK FR o M ouR REALIZ ING ouR v1s1oN? Inability to make difficult decisions (say no) at every level creates tensions in the organization and Community • Ability to say no • No consensus with City and community • Fragmented community • Competing interests • ~--~ • -A , ~ -:.,_...::·} ·';011 . ~ ~· ' l -' ..,.,.: . Infrequent or NO strategic thinking time sidetracks our ability to work at a higher lever • Setting Goals • Narrow focus on Park Planning (DT) • Many different ideas/ directions need to unify • Financial weak-mom and pop stores DT • Resistance to ideas from community • No standards • No common vision • Disengaged, neglected building owners • Lack of lasting consensus • Not seeing the big picture (Turf vs. All) Undeveloped goals and standards leads to distracted leaderships • Plans and rules discarded • Lack of funding • No working CIP • Limited understanding of total cost of doing business • Prioritize a 5-year CIP Cou ,in fundi needed Facilitatio n and Docume nta t ion: by Dr. Richard Fursman and Irina Fursman I 651 338.2533/ www.hue.life Complacency and mistrust undermines excellence (performance standards and measures) • Outdated approach to measuring results • Not enough focus on professional development of staff • Uncoordinated (no consistency) in communicating with the public • Evaluating progress • No HR person • Resistance to change • Obsolete employee training programs • Moving bureaucracies • Procedures-slow actions on routine items • Morale and pessimistic views -do not want change • Overall performance standards are different in each department 5 ~ST RATEGIC DIRECTIONS I In the Strategic Directions workshop, participants are asked to focus on creative, practical actions that will move the community towards its nr::lrti.r:::l l vision while to those items that are or int •=>rlt:.>rintn Engage and Develop City Council In creas e Organ ization Ex celle n ce • Council code of ethics • Hire HR • Council member city manual • Tracking form for council/ Dept/ community contacts Promote Economic Development and Create plan • Hire Economic Development Position • Economic Development Position Commit to Strategic Plann i ng • Regular strategic planning meetings with council and staff • Semiannual strategy sessions • Make tough decisions • Department visions and goals review • HR Staff Person • HRPerson • Regular Performance Evaluations • Value City Employees (Wages- professional development) • Bud get for an employee ED program • Implement state performance measurement plan • Plan Update overall DT Plans • Develop DT plan chapters in Comp Plan • Finish DT Plan • Overall park plan that excludes DT Commit to/Implement and Launch Cap ital Pla n ning • Accelerate 5-year CIP to fund some within 2 years • Remodel PD and Upgrade City Hall • Have and Implement realistic CIP • Funding plan that fits with current debt Service Facilitation and Documentation: by Dr. Richard Fursman and Irina Fursman I 651 338.2533/ www.hue.l ife Maintain Htch Co mmunity Sta ndards • Develop community standards for SJIOW, garbage, landscaping, etc. • Zoning Administrator-Code enforcement officer Redefine Events Strategy and Policy • Special Events Programs Policies • Develop Events Strategy Develop a l.elislatlve Aaencla -. Legislative Agenda Develop and Enhance Messaging • Branding Policy • Create Community Communicat io n 6 THE B I RTHPLACE How can the City of Stillwater ..... MISSION STATEMENT To provide the community with a quality living environment, quality public services and facilities while protecting cultural, historical and natural resources through fair and open government, careful planning, effective management and efficient fiscal policy City of Stillwater Strategic Plan Summary 2015-2020 Develop Organization Excellence ~ • Engage & Develop City Council • Maintain High Community Standards • Increase Organization Excellence • Develop and Enhance Messaging Develop Our Community --~ --.---- • Create an Economic Development Strategy and Promote Economic Development • Update Overall Downtown Chapter of City Comprehensive Plan • Review Events Strategy and Policies Sustain Strategic Planning and Implementation • Commit to Strategic Planning • Implement and Launch Capital Planning • Develop a Legislative Agenda Develop Organization Excellence Develop Community Strategic Planning & Implementation -) Implement State Performance Management Plan > Create City Council Manual ) Update Council Code of Ethics Policy ) Create and fill Human Resources position > Develop staff Performance Evaluation System > Perform and Implement ClassjComp Analysis Create Community Communication Strategy and Branding Initiative ) Create Zoning Administrator position > Value City Employees -> Create Economic Development Strategy > Evaluate need for Economic Development Staff support > Update Economic Development Chapter of City Comprehensive Plan > Update Downtown Chapter of City Comprehensive Plan > Complete City Park Plan for Community ~ Review City Events Strategy and Update Event Policies > Conduct regular Strategic Planning Sessions with Council and Staff > Review Department Vision and Goals ' Develop a n d Implement Capital Improvement Plan (CIP) > Accelerate S·ycar CIP to find priority needs within two (2) years > Remodel Polke Department and Upgrade City Hall > Develop CIP Funding Plan within City's Debt Service Standards > Develop a Legislative Agenda GOAL I Develop Organizational Excellence Strategic Initiative: Engage & Develop City Council ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Update Council Code of Ethics Policy City Administrator /City Clerk / Staff / City Attorney / City Council 4th Quarter 2015 Updated Council Code of Ethics adopted by City Council Research Underway Create Council Member City Manual City Department Staff / City Council 1st Quarter 2016 Manual available as a resource of City operations for Council Members. Research Underway Develop tracking form for Council/Dept./community contacts City Administrator / Staff /City Council 4th Quarter 2015 Tracking form available for use by Council/Departments by year end 2015. In Progress City of Stillwater 2020 Practical Strategic Vision GOAL I Develop Organizational Excellence Strategic Initiative: Maintain High Community Standards ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Develop community standards for snow removal, garbage & recycling removal, landscaping, etc. Community / Department Heads/ Council On going Updated Ordinance Standards Ongoing Create Zoning Administrator / Code Enforcement Officer position Community Development Director/City Administrator /City Council 2017 Budget Proposal; position funded in 2017 budget, fill position early in 2017. Land use regulation and violation enforcement issues resolved in more timely fashion. 2017 Budget Process City of Stillwater 2020 Practical Strategic Vision GOAL I Develop Organizational Excellence Strategic Initiative: Increase Organizational Excellence ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Create and fill Human Resources position City Administrator / City Council 2016 Budget proposal; fill position by April 1, 2016 HR position filled Complete Develop staff performance evaluation system and conduct regular performance evaluations City Administrator / HR Manager / City Clerk November 2015 – July 2016 Performance evaluation system implemented; annual evaluations being conducted Initiated for 2016 Complete and implement compensation/classificat ion analysis for city staff City Administrator / HR Manager / City Council 2016 Budget proposal; complete analysis by June 1, 2016 Compensation/classification results implemented as part of 2017 labor negotiations Underway Implement State of Minnesota performance management plan for City of Stillwater City Administrator / Finance Director / City Council City Council approval of resolution by January 2016 State performance plan annual results published by July 1 each year / increase in LGA received Research Value City employees – create professional development opportunities, succession planning, employee orientation programs City Administrator / HR Manager / Dept. Heads/ Proposals to be included in annual budget requests Employees motivated to seek professional development and advancement opportunities; provide higher quality customer service Underway City of Stillwater 2020 Practical Strategic Vision GOAL I Develop Organizational Excellence Strategic Initiative: Develop and Enhance Messaging (also for Strategic Goal II.) ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Create a Community communication strategy IT Manager. / City Clerk / City Administrator / City Council 4th Quarter 2015 – 2nd Quarter 2016 Approve clear communication strategy; identify city spokesperson as necessary; implement updated City website Website Launch anticipated for mid-June Develop City Branding Policy Initiative City Administrator / City Clerk/ City Council 4th Quarter 2015 – 2nd Quarter 2016 Adoption of a City branding policy and standards Discussion City of Stillwater 2020 Practical Strategic Vision GOAL II Develop Our Community Strategic Initiative: Promote Economic Development and Create Plan ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Develop Economic Development Strategy City Administrator/Com m. Development Director/City Attorney/City Council 4th Quarter 2015 – 2nd Quarter 2016 Council conducts Economic Development work session; develop and adopts strategy 5/20/16 Work Session Update Economic Development Chapter of City Comprehensive Plan Community Development Director – City Council 2017-2018 – (part of City Comprehensive Plan Update) Approval by Met Council 2018- 2019 2017 Evaluate Economic Development staffing requirements City Administrator/Com munity Development Director 2016 Review staffing needs as part of strategy review. Initiate recommendations with available funds in 2016. 5/3/16 Council Meeting City of Stillwater 2020 Practical Strategic Vision GOAL II Develop Our Community Strategic Initiative: Update Overall Downtown Plans ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Develop and Update Downtown Chapter in City Comprehensive Plan Community Development Director / City Council 4th Quarter 2015 – 4th Quarter 2016 Updated Downtown Chapter in City Comp Plan approved by Met Council in 2016 Underway Complete Overall City Park Plan for Downtown and the community City Planner / Public Works Supervisor / Parks Commission / City Council 2016-2017 Inclusion in City Comprehensive Plan update approval by Met Council in 2018/2019 2017 City of Stillwater 2020 Practical Strategic Vision GOAL II Develop Our Community Strategic Initiative: Redefine Events Strategy and Policy ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Review Stillwater Events Strategy City Administrator & Community Development Staff / City Council / Public Works Supt./Parks Secretary 4th Quarter 2015 – 1st Quarter 2016 Council approves Stillwater Events Strategy 5/20/16 Work Session Review and Update Special Events Policies and Programs Consistent with Events Strategy City Administrator & Community Development / City Council/ Parks Secretary 1st Quarter 2016 – 3rd Quarter 2016 Updated Special Events policies and programs approved by Council; changes effective for 2016. 5/20/16 Work Session City of Stillwater 2020 Practical Strategic Vision GOAL III Sustain Strategic Planning & Implementation Strategic Initiative: Commit to Strategic Planning ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Conduct regular strategic planning meetings with Council and Staff City Administrator / City Council Conduct strategic planning work sessions every six months (spring and fall) Update status and results of strategic initiatives Ongoing Review Department vision and goals Department Managers Oct. 2015 – March 2016 Dept. vision and goals are aligned with City Strategic Plan Elements Underway Make tough decisions Staff and City Council Immediate Consistent application of policies and procedures by Council and Staff Ongoing City of Stillwater 2020 Practical Strategic Vision GOAL III Sustain Strategic Planning & Implementation Strategic Initiative: Commit to/ Implement and Launch Capital Planning ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Develop and Implement realistic and functional Capital Improvement Plan (CIP) Department Heads / Finance Director / City Administrator / City Council Complete 2016- 2020 CIP by January 2016 Update CIP by August 1 on annual basis City Council approves CIP consistent with City Strategic Plan and City Comp. Plan Ongoing Accelerate 5-year CIP to fund priority needs within 2 years Dept. Heads / Finance Director/ City Administrator / City Council 2016 Budget Process City Council includes Capital Improvement budget as part of 2016 annual budget approval Ongoing Remodel Police Department and Upgrade City Hall Police Chief / Community Development Director / City Clerk / City Administrator/ Finance Director / City Council Phase 1 - 2016 Phase 2 - 2017 City Council approval of Phase 1 & 2, construction completed on budget & schedule, PD operates from remodeled space. In Process Develop a CIP funding plan that fits with current debt service standards City Administrator / Finance Director / City Council Annual Budget Proposals Annual and long term City CIP funding plan comports with state, city and financial consultant debt service policies and practices Ongoing City of Stillwater 2020 Practical Strategic Vision GOAL III Sustain Strategic Planning & Implementation Strategic Initiative: Develop a Legislative Agenda ACTION RESPONSIBLE PARTY TIMELINE IMPLEMENTATION OUTCOME/MEASURE STATUS Develop a Legislative Agenda Dept. Heads / City Administrator / City Council December 2015 – February 2016 Identify legislative issues, meet and share issue positions with State elected officials Complete City of Stillwater 2020 Practical Strategic Vision