HomeMy WebLinkAbout2017 Goal Setting Session Final Report1
City of Columbia Heights
2017 Goal Setting
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PROCESS
On May 31 and June 5, 2017, the Columbia Heights City Council and Department Heads convened a
special session covering two dates to discuss its vision, organization roles and responsibilities, and to
develop key priorities for the upcoming 1-3 year period. The session included Mayor Donna Schmitt,
Councilmembers John Murzyn, Bobby Williams, Connie Buesgens and Nick Novitsky, City Manager Walt
Fehst, Assistant City Manager Kelli Bourgeois, Community Development Director Joe Hogeboom,
Finance Director Joe Kloiber, Fire Chief Gary Gorman, Library Director Renee Dougherty, Police Chief
Scott Nadeau, Public Works Director Kevin Hansen, and Recreation Director Keith Windschitl.
VISION
Establishing the vision is an important part of the goal setting process. The vision is expressed through a
vision statement – a short, concise description of Columbia Heights in the future. For the exercise, the
team focused its dreams and aspirations for the City by 2040, along with the community characteristics
it wished to preserve. The brainstorm of participants’ vision for the community resulted in a generally
agreed upon set of long-term goals and dreams. Through the course of both sessions, the team used
the results to draft, refine, and resolve a vision statement to guide the goal setting process.
COLUMBIA HEIGHTS VISION STATEMENT
COLUMBIA HEIGHTS IS A THRIVING, HISTORIC, DIVERSE, AND ECLECTIC COMMUNITY.
THE CITY OFFERS HOUSING AND BUSINESS OPPORTUNITIES FOR ALL, WHILE
PROVIDING SMALL-TOWN CHARM COMBINED WITH ALL THE ADVANTAGES OF BIG-CITY
LIVING. COLUMBIA HEIGHTS IS A DESTINATION THAT MAINTAINS A BALANCE OF
URBAN STYLE AND SUBURBAN PACE. WE WELCOME EVERYONE TO REDISCOVER THE
HEIGHTS, AN ALL-AMERICAN CITY.
*Presented at meeting
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MISSION
The mission of any organization is a statement of the overall purpose and the value proposition it aims
to deliver. An effective mission is brief yet thoroughly establishes for decision-makers, staff, and its
stakeholders what the organization promises to deliver. Participants discussed the importance of
maintaining fiscal responsibility as part of the vision process and reflected that this is an important part
of the City’s existing Mission Statement.
KEY ELEMENTS OF COLUMBIA HEIGHTS VISION
Safe Community Diverse, Welcoming “Small-Town” Feel
Proactive Police presence Family-Friendliness
Safe, multi-modal streets Embrace diverse community
Strong, skilled public safety staff Positive, Can-Do Attitude
Economic Strength Excellent Housing/Neighborhoods
Develop branding for 47th-49th area Strong, connected neighborhoods
Self-Sustaining business – jobs, services Stable/rising property values
Central Avenue – “Uptown” feel Remodel/Redevelop aging housing stock
Maximize land use opportunities
Affordability Strong Infrastructure/Public Services
Maintain equal access to services Maintain talented, skilled public servants
Housing, service options for all Well-planned and maintained infrastructure
Sustainable in many aspects Partnerships with School, County, neighbors
Strong City financial position City Hall/Public Facilities updated, meet needs
Stay Resourceful Eliminate duplicative geographical services
Opportunities for Play and Learning Engaged, Multi-Generational Population
Well-rounded recreation services Positive community, working together
Library – community focal point, learning opp. Workforce, committees reflect residents
Quality park network Community cohesion – organizations
Complete, open access to information
Engage younger generations
COLUMBIA HEIGHTS MISSION STATEMENT
OUR MISSION IS TO PROVIDE THE HIGHEST QUALITY PUBLIC SERVICES. SERVICES WILL
BE PROVIDED IN A FAIR, RESPECTFUL AND PROFESSIONAL MANNER THAT EFFECTIVELY
ADDRESS CHANGING CITIZEN AND COMMUNITY NEEDS IN A FISCALLY-RESPONSIBLE
AND CUSTOMER-FRIENDLY MANNER.
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The team did not spend time reviewing the mission statement. At some point in the future, or perhaps
at another goal setting session in future years, the City may wish to revisit this statement of purpose and
direction.
ORGANIZATIONAL CULTURE
Organizational values are an important statement of the norms expected at all levels. In local
government, effective governance requires that members of the City team conduct actions in a manner
consistent with agreed upon values. Additionally, every day City staff members are expected to perform
at a high level on behalf of the community stakeholders. A successful integration of organizational
values requires that employees know and understand what behaviors are expected. Some organizations
go as far as to make organizational values part of Council and staff training and development.
Prior to the goal setting sessions, participants were asked to describe the organization’s culture.
Overwhelmingly, responses were positive and appreciative of the work environment. The work within
the goal setting session highlighted these organizational norms and drew distinctions about what
defines Columbia Heights culture distinctive. In summary, these values are as follows (with specific
responses identified in parentheses):
•Honesty
•Equality
•Creativity
•Perseverance
•Hard Work
•Commitment to the Community
•Collaboration
•Proactive Leadership
These norms and values represent the team’s commitment to each other, to the community, and to
those who have interactions with the City of Columbia Heights.
Further, the team explored the working relationship between the City Council and staff. Effectiveness of
local government often rests on the interactions between these two important bodies. Understood and
agreed upon roles and responsibilities establish a solid foundation for the team to effectively navigate
regular operations and controversial matters equally. Often times dysfunction in the local government
arena occurs when there is a breakdown of this commitment to the team as a whole.
Generally, the two meetings of the goal setting process provide a solid example that the City Council and
staff in Columbia Heights have a very good relationship. Continuing the commitment to each group’s
roles and responsibilities will only help to maintain this strong foundation.
*Presented at meeting
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SHORT-TERM OBJECTIVES
After discussing the mission and values of the organization, the session moved on to an assessment of
the organization and community as it exists today. The Council and staff developed ideas for a goals
platform to guide the City’s actions over the next 1-3 years. This timeframe is used to establish a
workplan that can reasonably be accomplished over the next two years, but also challenges to think of
goals that may stretch the organization.
Participants were asked to focus on goals that were measurable, manageable, and achievable. To that
end, effective goals need to be within the organization’s capability to control. For example, a goal such
as “Create $50 Million in economic development activity” may be a desirable long-term goal, but in
terms of the 1-3 year workplan, this goal may not be manageable due to the fact that economic factors
outside of the control of Columbia Heights may prohibit its success. Likewise, the workplan should
contain goals that can be measured and can be accomplished in the timeline.
As the final step in the workplan development, the Council should formally adopt all, or a portion, of the
goals listed below.
CITY COUNCIL’S COMMITMENT TO THE LEADERSHIP TEAM
1.Think and make decisions with the long-term in mind
2.Understand others perspectives
3.Listen to constituents and staff
4.Understand/Focus on policy and big picture
5.Stay educated on trends, municipal affairs
6.Respect the chain of command
7.Be open-minded and adaptable
8.Volunteer, be involved in the community
9.Spread positive community message, both internally and externally
CITY STAFF’S COMMITMENT TO THE LEADERSHIP TEAM
1.Respect the process and the system
2.Be supportive of the City Council and its decisions
3.Provide accurate, well-rounded information
4.Give Council options with background and analysis
5.Facilitate constructive dialogue
6.Be subject experts – stay educated and current with industry best practices
7.Work together across departments
8.Form and communicate a positive image
9.Provide excellent services
*Presented at meeting
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CITY OF COLUMBIA HEIGHTS TOP SHORT-TERM OBJECTIVES
●Develop a Pride of Home Ownership Plan
o Examine code enforcement process and structure
o Develop education systems to residents about property/home maintenance
o Explore financial incentives (rebates, mini-grants)
●Conduct an Evaluation of City Services and Staffing Levels
o Recruit, train, and retain a talented and professional workforce
o Develop a staff succession/transition plan
●Develop a Communications Plan and staff position
o Explore more effective use of communication vehicles (i.e., newsletter)
o Develop a job description and hire a Communications Coordinator or similar role
o Engage multi-cultural communities, multiple languages in communications
o Modernize use of technology to engage youth
●Develop a Park Master Plan
o Explore public open spaces and develop better public uses where feasible
o Communication of opportunities for park facilities
o Develop a catalog of amenities
o Signage in parks
●Develop a Master Plan for new City Hall
o Follow library process as a model
●Build on and expand collaboration with the School District, other public entities
o Explore further sharing of facilities
o Joint promotion of programs
o Connect municipal operations with educational curriculum where possible
●Develop and implement strategies to support volunteerism within the community
o Coordinate with organizations regarding common goals/objectives
o Encourage development of neighborhood groups
CITY OF COLUMBIA HEIGHTS REMAINING SHORT-TERM OBJECTIVES
●“Get Ready for Company”
●Encourage commercial redevelopment of Central Avenue
●Expand Public Safety community engagement programs with emphasis on prevention
●Develop road, pedestrian, and safe routes initiatives to improve public safety
●Establish programs to expand interactions with art in the community
●Establish a Farmer’s Market within the community
●Install entry signage at main points of entry into community
●Continue sliding scale for recreation programs
●Develop private-property Emerald Ash Borer Plan
●Expand Capital Improvement Plan to include all capital equipment across the City
*Presented at meeting
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Next Steps
The workplan is ready for review and adoption by the City Council, which will key implementation by
City staff. The City has invested quality time and effort into the review of mission and values, along with
the development of a goals program. Ongoing review and measurement against the adopted goals will
be an important action step for staff and the City Council.
In terms of implementation, there are a number of recommended ways to integrate the Vision, Mission,
Cultural Values, and Short-Term Objectives into organizational processes. Some suggestions for
application include the following:
1.Connect Council discussion and decision-making to Vision, Mission, and/or Short-Term
Objectives.
By establishing these priorities on behalf of the organization, the Council and staff will
contribute a significant amount of resources to accomplishing at least the higher priority items.
Additionally, opportunities for action will arise over the coming year that cannot be foreseen
today. Therefore, if the City Council and staff regularly review the Short-Term Objectives, it will
help the team stay focused and committed to action and consistently working towards
accomplishment.
Some examples include reformatting Council agendas with placement of discussions/actions
under the appropriate actions and/or establishing a category in staff reports to the council for
“Alignment with City Vision/Mission/Objectives.” These examples help provide a continuous
and conscious effort to keep the agreed-upon objectives as the City’s highest priorities. Another
example – as Columbia Heights has done in the past – is to prominently display the Objectives in
the Council Chambers and other visible locations in public facilities.
2.Develop Marketing/Communications materials to share Vision, Mission, and/or Short-Term
Objectives with the community.
Communicating the Vision, Mission, and Short-Term Objectives with the community help explain
the “Why,” “How,” and “What” with the stakeholders. In the retreat, participants were
encouraged to view a TED Talk developed by Simon Sinek titled “How Great Leaders Inspire
Action.” The main point of this presentation is that people first want to know why you’re doing
something before they’ll support what you’re doing. In the public application of this concept,
community stakeholders care about why, then how, then what the City Leadership Team wants
to accomplish.
Developing materials, such has handouts, social media bursts, webpages, etc., to communicate
this City’s direction is an important means to share the “Why,” “How,” and “What with the
community.
3.Develop Action Plans identifying achievable steps, personnel responsible, and timeframes for
completion.
With the policy direction established from the Council, accomplishment of these Objectives
*Presented at meeting
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begins with staff’s ability to plan upcoming action. It is important to identify not just what you
want to accomplish, but also who’s responsible for it and under what timeframe.
There are many models for successful action plans, and Columbia Heights needs to look no
further than the Annual Strategic Plan established by its Police Department for a good example
of this method. In part because of its existing organizational establishment, but also because of
its excellence, it is my recommendation that the City follow the same type of action planning
document.
4.Regular check-ins with progress.
Review of the Objectives and monitoring of progress creates accountability, which will help the
City reach the accomplishments it seeks. City staff (Department Head Group?) should review
the goals often, at least quarterly, as a means of collaborating and working as a whole towards
goal achievement. Check-ins with the City Council – perhaps semi-annually or annually – will
also help keep these priorities at the forefront of the City’s actions.
In conclusion, it was a pleasure to work with the City of Columbia Heights on this goal setting process.
The City has an excellent leadership team that deeply cares about the community and the organization
as a whole. This commitment to the community demonstrated itself through this process by the positive
ways in which all the participants referred to the City, its residents, and each other. It was an honor to
assist your team in the process of establishing its workplan for the coming years.
Respectfully submitted,
Phil Kern
Facilitator
*Presented at meeting