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HomeMy WebLinkAbout04-03-2023 City Council Work Session Packet CITY COUNCIL WORK SESSION Mayor Amáda Márquez Simula Councilmembers Connie Buesgens Kt Jacobs Rachel James Justice Spriggs City Manager Kelli Bourgeois Public Safety Bldg—Training Room, 825 41st Ave NE Monday, April 3, 2023 6:00 PM (or Immediately Following EDA Meeting) AMENDED AGENDA SUPPORTING DOCUMENTS ADDED TO ITEMS 2 AND 5, AND ITEM 10 CLARIFIED ATTENDANCE INFORMATION FOR THE PUBLIC Members of the public who wish to attend may do so in-person, by calling 1-312-626-6799 and entering meeting ID 861 4690 4172 or by Zoom at https://us02web.zoom.us/j/86146904172. For questions please call the Administration Department at 763 -706-3610. CALL TO ORDER/ROLL CALL WORK SESSION ITEMS 1. De-Escalation Documentation Overview. (10 Minutes) 2. Police Vacation Accumulation Discussion. (10 Minutes) 3. Consideration of Amending the Library Meeting Room Usage Policy. (10 Minutes) 4. Financial Hurdles to Replacing the Public Works Building and Related Financial Matters. (25 minutes) 5. Board/Commission Ordinance Amendment Update. (5 Minutes) 6. Sustainability Commission Draft Interview Questions. (15 Minutes) 7. Board/Commission Interview Process Recap / Interview Question Review. (10 Minutes) 8. Mayor’s Monarch Pledge a City-Sponsored Event. (5 Minutes) 9. Mission Statement and Strategic Plan Final Review. (15 Minutes) 10. City Council. (20 minutes) * Compensation. * Mayor 4 Year Term and Police Department Oversight. * Council Coordinated Iftar. Date Location Funds * Malcom Watson Bench. ADJOURNMENT 1 City of Columbia Heights AGENDA April 03, 2023 City Council Work Session Page 2 Auxiliary aids or other accommodations for individuals with disabilities are available upon request when the request is made at least 72 hours in advance. Please contact Administration at 763-706-3610 to make arrangements. 2 CITY COUNCIL MEETING AGENDA SECTION WORK SESSION MEETING DATE APRIL 3, 2023 ITEM: De-Escalation Documentation Overview . (10 Minutes) DEPARTMENT: Administration BY/DATE: Tim Noll / March 30, 2023 CITY STRATEGY: _ Safe Community _Diverse, Welcoming “Small-Town” Feel _Economic Strength _Excellent Housing/Neighborhoods _Equity and Affordability _ Strong Infrastructure/Public Services _Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population BACKGROUND: Based on current trends and research, the Columbia Heights Police Department has initiated a new procedure to track de-escalation events that occur during police encounters. While completing his graduate work, Sgt. Noll conducted his capstone research on the topic of police agencies tracking of de -escalation efforts during calls for service and the resulting outcomes. ATTACHMENTS: De-Escalation Handout for Council 3 Item 1. Columbia Heights Police Department Overview of De-escalation Tracking/Documentation Background Based on current trends and research, the Columbia Heights Police Department has initiated a new procedure so we can track de-escalation events that occur during police encounters. While completing his graduate work, Sgt. Noll conducted his capstone research on the topic of police agencies tracking of de-escalation efforts during calls for service and the resulting outcomes. What is De-Escalation for Police Purposes De-escalation is taking an action or communicating verbally or non-verbally during a potential force encounter in an attempt to stabilize the situation and reduce the immediacy of the threat. The goal is then to use more time, options, and resources to try and resolve the situation without the use of force or with a reduction in the force necessary. De-escalation Techniques May Include:  Distance/Barriers  Advisements/warnings  Dialog/Crisis Intervention Techniques (CIT)  Tactical repositioning/isolation  Social Worker  3rd party/not social worker  Time Implementation Plan In February of 2023, we modified our use of force form to include reporting of de- escalation techniques that were used during a use of force encounter. Additionally, we have 4 Item 1. added questions to our report writing system in which officers report de-escalations efforts that do not involve the use of force. Combined this allows us to track when we are de-escalation during use of force encounters, and also when we are avoiding use of force by de-escalating. The questions officers answer in the incident report are:  Did this incident involve a situation in which force could have lawfully been used but was not?  If yes, were de-escalation techniques used that eliminated the need to use force? Overall Goal and Reason for This Implementation The force that police officers use while engaged in the course of their duties has gained a lot of attention over the last number of years because of several high-profile events. A number of these events were tragic and involved the loss of life that could have been avoided. Because of these tragic events there has been a call for more training, accountability, and transparency between law enforcement agencies and the public. During this same time frame our legislators started mandating training for police officers and that training has primarily focused on de- escalation. We (The CHPD) want to make sure that our officers are utilizing this training during encounters with the public, and the techniques that are being trained are working during these encounters. Tracking these events will also allow us to be more transparent with our community partners by having the ability to show how often our officers could have legally been justified to use force but were able to use de-escalation techniques to either eliminate the need for force or reduce the amount of force needed. The Columbia Heights Police Department places a heavy emphasis on force avoidance whenever possible. Using force as a last resort is culture that we have worked hard to create 5 Item 1. within the ranks of the department. However, it is important to note that utilizing de-escalation techniques often takes much more time and resources to resolve situations without using physical force. Other law enforcement agencies do not approach situations the same way the Columbia Heights Police Department does, and although they may resolve the situation faster and using less resources, they are much more likely to have to use physical force during the encounter. The CHPD uses force in less than 1% of all their encounters with the public and the vast majority of those force encounters results in no injuries to all involved. Data The data we collect from tracking de-escalation events will be used for training purposes, transparency, and accountability. Having the ability to show our community partners that we overwhelmingly avoid using force whenever possible is going to strengthen the trust we have built with the community, schools, and partners. We will also be able to modify our training needs and coach our officers to better emphasize the culture we want to maintain within our department. 6 Item 1. Memorandum of Agreement Between The City of Columbia Heights And Law Enforcement Labor Services, Inc. Local 311 (Revised Sick and Vacation Benefit) The City of Columbia Heights (hereinafter the City) and Law Enforcement Labor Services, Inc. (hereafter the Union) are parties to a collective bargaining agreement covering the licensed police officers at the City. There is an existing collective bargaining agreement (hereinafter the cba) in place between the City and the Union with an effective date of January 1, 2022 through December 31, 2024. The parties mutually recognize the challenges related to recruiting new officers and mutually agree that allowing greater access to time off through advanced sick leave and enhanced vacation accruals will assist in this process. Accordingly, based upon the recitals noted above, which are incorporated herein, the parties agree as follows: 1. The changes noted below will become effective on XXX. 2. Article XXIII Sick Leave will be amended as follows: 23.1 Sick leave shall be earned by all permanent and probationary employees who are not advanced sick leave pursuant to Section 23.6 at the rate of one (1) working day (8 hours) for each calendar month of full-time service or major fraction thereof. Sick leave shall be available for use as it is accrued. Promotional probationary employees may make use of sick leave, however, the probationary period may be extended a like period of time at the discretion of the EMPLOYER. No change to existing Sections 23.2 or 23.3 23.4 Any employee leaving the municipal service in good standing after giving proper notice of such termination of employment shall receive severance payment based on their most recent salary level for earned and unused sick leave based on the following schedule. Advanced sick leave pursuant to Section 23.6 will not be considered for purposes of sick leave payout. Proper notice is written notice provided to the employee’s supervisor at least fourteen calendar days prior to the effective date of resignation. 7 Item 2. During employment year 1 – 5: 20% During employment year 6 – 10: 33% During employment year 11 – 19: 40% During employment years 20+: 50% All such sick leave severance pay will be placed into the employee’s Post Employment Health Care Savings Plan on a mandatory basis, in accordance with IRS regulations. No change to existing Section 23.5 23.6 The City Manager may advance up to a maximum of 96 hours of sick leave to newly hired employees who have a minimum of five years of job experience which is directly related to the position for which they are hired. Employees who are advanced sick leave pursuant to this Section will not accrue sick leave during the 12 months of initial employment as outlined in Section 23.1. In addition, advanced sick leave pursuant to this Section will not be considered as part of any severance payment pursuant to Section 23.4. Advanced sick leave will be considered used prior to use of accrued sick leave. 3. Article XXV Vacation will be amended as follows: 25.1 Each permanent and probationary employee shall accrue vacation time on the following basis. New employees will start employment with 40 hours of advanced vacation and accrue an additional two weeks during the first year. Vacation leave may be used as it is accrued, at the discretion of the supervisor. See schedule below: During employment year 2 through 5 ................................... 15 days per year During employment year 6 through 10 ................................. 20 days per year During employment year 11 ................................................. 21 days per year During employment year 12 ................................................. 22 days per year During employment year 13 ................................................. 23 days per year During employment year 14 ................................................. 24 days per year During employment year 15 ................................................. 25 days per year During employment year 16 ................................................. 26 days per year During employment year 17 ................................................. 27 days per year During employment year 18 ................................................. 28 days per year During employment year 19 ................................................. 29 days per year During employment year 20 plus .......................................... 30 days per year Individuals with prior service as a police officer or deputy in another jurisdiction who are hired into the bargaining unit from and after July 1, 2018 may be initially placed at the vacation accrual level equivalent to their prior service in law enforcement as determined by the Police Chief. 8 Item 2. Thereafter movement through the vacation accrual levels will be based upon the individual’s service with the City. 25.2 Any employee leaving the municipal service in good standing after giving proper notice of such termination of employment shall be compensated for vacation leave accrued to the date of separation. Advanced vacation as outlined in Section 25.1 will not be eligible for payout. Proper notice is written notice provided to the employee’s supervisor at least fourteen calendar days prior to the effective date of resignation. No change to existing Sections 25.3 or 25.4 4. Existing employees will begin accruing leave based on the rates noted in Section 25.1 above as of the beginning of the effective date of this Memorandum of Agreement. 5. This Memorandum of Agreement will continue in full force and effect through December 31, 2024. It will automatically expire on December 31, 2024 except as the parties mutually agree to continue it in writing. For the City of Columbia Heights: For Law Enforcement Labor Services, Inc. Local 311 _____________________________ ________________________________ Kelli Bourgeois City Manager Date: ______________, 2023 Date: ______________, 2023 For Employee: _____________________________ 2588132_1 9 Item 2. CITY COUNCIL MEETING AGENDA SECTION WORK SESSION MEETING DATE 4/3/2023 ITEM: Consideration of Amending the Library Meeting Room Usage Policy. (10 Minutes) DEPARTMENT: Library BY/DATE: Renee Dougherty/ March 24, 2023 CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below) _Safe Community _Diverse, Welcoming “Small-Town” Feel _Economic Strength _Excellent Housing/Neighborhoods X Equity and Affordability X Strong Infrastructure/Public Services X Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population BACKGROUND: The Meeting Room Usage Policy currently in effect at the library was adopted by the Council in 2021. At that time, staff sought to re-open meeting rooms for public use as COVID-19 transmission levels decreased and vaccines became widely available. The Council instated a rental fee for the use of the library community room to promote responsible use of the space, to try and ensure the users of the room pay costs associated with the use of the room such as janitorial and wear and tear, and make usage fees somewhat consistent across city departments. The Library Board has heard from citizens who used the community room in the pre-COVID era that the rental fee is preventing them from continuing to use the space. These groups included an independent book club, a parent autism network, and a scouting group. The Board engaged in extended discussion in the fall of 2022 and again at their March 2023 meeting. They weighed the goals of increasing use of the library, promoting literacy and community building activities, allowing equitable access to non-profit groups with no funds, and protecting the assets and equipment housed in the space. The Board recommends that the Council consider adopting the amended meeting room usage policy. Changes include the elimination of the $25 per hour rental fee for the community room; the elimination of after-hours use of the community room; and the prohibition of food therein to reflect the policy in place for the main library space. Staff have executed rental agreements for use of the community room by a townhome association and AARP during the next 60 days so consider a June 1, 2023, implementation date. The City Manager does not believe the room rental fee should be eliminated as she believes all tax payers should not pay for private groups to use the facilities, especially political groups and for private events. The janitorial services, ongoing maintenance and depreciation of the room are all costs that should be covered by specific users and not the general taxpayers. In addition, the Lions have said they would scholarship the room fee for non-political groups who wish to use the community room to ensure those that cannot afford the fee are still able to use it. If this is a tracking issue for the Library, the City Manager believes the rental of the room could be accomplished using the Recreation Department’s software as they already have room rental and various fee and waiver programs established. 10 Item 3. City of Columbia Heights - Council Letter Page 2 STAFF RECOMMENDATION: Consider the Library Board’s recommendation to amend the Meeting Room Usage Policy with proposed implementation on June 1, 2023; and consider City Manager Bourgeois’ recommendation to keep the fee intact. ATTACHMENT(S): Meeting Room Usage Policy for the Library, 2023 Draft 11 Item 3. MEETING ROOM USAGE PURPOSE: Providing space for community meetings and to groups or individuals furthers the Columbia Heights Public Library’s role in the community as a resource accessible to all residents and the public in general. This policy guides the reservations and use of the Library’s study rooms, conference room, craft room, history room, and community room. PRINCIPLES: As a community service, and a connector of ideas and people, the Library makes available a variety of spaces to accommodate differing needs and groups. The Library encourages use of its facilities within the policies established by the Library Board and City Council. DEFINITIONS: Study Rooms: Study rooms are available for individual use or one-on-one discussions. Study rooms are intended for quiet study or consultation by students and other community users. The Library provides three Study Rooms (Rooms 133, 134, and 135) with a capacity of one to three persons per room. Sign-up is required at the time of use; advance reservations are not permitted. Study rooms are not intended for commercial purposes. Meeting Rooms: Meeting Rooms are intended for groups of four or more people. Meeting rooms include the History Room, Conference Room, Craft Room, and Community Room. These rooms are available for public use when not being used by the library. History Room: The History Room is located in the main area of the library, has a fixed table and chair setup, has a capacity of 12 persons, and is available on a reservation basis. Conference Room: The Conference Room is located in the main area of the library, has a fixed table and chair setup, has a capacity of 6 persons, and is available on a reservation basis. Craft Room: The Craft Room is located in the main area of the library, has moveable tables and chairs and a sink, has a capacity of 8 persons, and is available on a reservation basis. Community Room: The Community Room is located across the vestibule from the main library space. The Community Room is a flexible use space with tables, chairs, a whiteboard, and limited AV equipment, including a ceiling mounted projector, and screen. Presenters must bring their own laptops. Library staff does not provide technical support for audio-visual equipment. 12 Item 3. The Community Room has a capacity of 100 people, and is available on a reservation basis at no cost. for $25 per hour. The Community Room may be reserved between the hours of 7 am and 9 pm Monday through Saturday. 9 am and 7 pm Monday through Thursday, 9 am – 4 pm Friday, and 10 am – 3 pm Saturday. NON-ENDORSEMENT: Permission to reserve and use a space does not constitute an endorsement by the Library of the group, program, or point of view expressed. The name of the Library may not be used in any publicity for non-library sponsored or co-sponsored meetings except to designate the meeting location. The Library may not be identified as a co-sponsor of a meeting without prior approval of the Library Board, Library Director, or the City Manager in the Library Director’s absence. RESERVATIONS AND USE LIMITATIONS: Rooms that can be reserved are as follow: Craft Room, Conference Room, History Room, and Community Room. Priority for reserving all rooms will be given in the following order: 1. Library sponsored and co-sponsored programs and activities 2. City of Columbia Heights departments 3. General Public Rooms may be reserved by any person or group that is open to the general public and appropriate to the facility. 1. Appropriate use would not include activities that might damage the facilities, and those which may interfere with the regular use of the library. 2. Because of implied endorsement of the library’s institutional standing and potential liability to the library, health screening activities will not be a permitted use of meeting rooms except for outreach programs provided by Anoka County, by local hospitals, or by recognized non-profit health organizations. 3. The rooms may not be used for commercial or fundraising purposes or functions. a. No fees or admission may be charged to individuals attending meetings or programs. b. No commercial transactions may occur, including the provision of fee-based services. c. No fundraising may occur as either a primary or incidental use of the rooms. d. Exceptions may be made for library-related activities. 4. Reservations will not be accepted more than sixty (60) days in advance of meetings. Rooms are available on a first-come, first-served basis. No provisions will be made to reserve rooms on a constant or recurring basis – rooms will be booked for each meeting as appropriate. The Library may limit the number of confirmed reservations for any individual or group to no more than once per month. 13 Item 3. 5. Reservation Responsibility form and all fees due are is to be submitted at least three days prior to the reservation. Access will not be granted to the facility until all fees are paid and the completed reservation form is submitted. Proof of identification is required to be provided at the time the reservation form is submitted. 6. No alcoholic beverages are allowed. 7. Covered beverages are allowed in all rooms. Light refreshments may be served in the Community Room. No cooking, refrigeration, or electrical appliances are available or may be used. The refrigerator in the Community Room is not to be used by any persons or groups reserving the room without prior approval by the Library Director. a. Persons or groups are required to provide all supplies and are responsible for cleaning up all food and beverage waste. b. Exceptions to this policy are possible for library or City sponsored events. 8. Storage of equipment or supplies for groups using the rooms is not permitted. 9. Nothing may be affixed to library walls or windows (e.g. tape, tacks, putty, temporary hangers, etc.). 10. Furniture must remain in the space and put away when done. 11. Rooms must be picked up and cleaned before the person or group leave. Chairs and tables must be returned to their original places. The room must be vacant by the hour specified on the application or 15 minutes before the library closing time for the Conference Room, Craft Room, History Room, and Study Rooms. User will be responsible for any damage to room, furniture, or equipment. 12. Smoking, including the use of e-cigarettes and chewing tobacco, is not allowed in any of the rooms of the library building. 13. No keys will be issued for the library facilities. 14. The library reserves the right to revoke a reservation to use any room if the room is needed for library purposes at the specified time. All attempts will be made to provide a minimum two-week notice of the cancellation. RESPONSIBILITIES: 1. Patrons shall comply with all federal, state, and local laws. Entrance onto Library property and use of its facilities indicates acceptance of and willingness to abide by all applicable policies and procedures. Future reservations may be denied if an individual or group is out of compliance. 2. The Library retains the right to monitor all meetings, programs, and events conducted on the premises to ensure Library policies are followed. Library staff shall have free access to any meeting or event at all times. 3. The person or group reserving the room is responsible for leaving the room in good condition. If the room requires additional tear down or cleaning after a meeting, the contact person for the group will be charged a fee of $100. In addition, the person or group may be denied future reservations of the Library rooms. 4. All clean-up must be completed within the time specified on the application and no later than 15 minutes prior to closing for all rooms except the Community Room. 14 Item 3. CANCELLATIONS: 1. Persons or groups reserving the rooms should notify the Library as soon as possible if it is necessary to cancel a reservation. 2. Repeated cancellations or failure to show may affect the ability to reserve meeting rooms in the future. 3. If meeting room users are 10 or more minutes late for their booked time, library staff may allow other patrons to book the room. INDEMNIFICATION: The person or group reserving the room shall indemnify, defend, and hold harmless the City of Columbia Heights, its officers, agents, and employees from and against any and all claims, suits, actions of any kind, arising and resulting and accruing from a negligent act, omission, or error of the person or group resulting in or relating to personal injuries or property damage arising from the person or groups’ use of the library. PARKING: In an effort to preserve library parking stalls for general Library patrons, persons or groups renting the Community Room that anticipate attendance to exceed 15 people are asked to direct their attendees to park at the municipal parking ramp located at 4025 Van Buren Avenue NE or the municipal parking lot located on the south side of 40th Avenue between Central Avenue and Van Buren Avenue. If the Library experiences issues with patrons not having available parking during a large group reservation the Library may deny future room reservations to that group. Adopted: 12/7/1993 Revised: 1/9/1996; 9/7/1999; 6/3/2003; 5/8/2007; 7/13/2016; 6/13/2018; 3/9/2020; 7/26/2021; 04/10/2023 15 Item 3. CITY COUNCIL WORK SESSION AGENDA SECTION WORK SESSION ITEMS MEETING DATE JANUARY 3, 2023 ITEM: Financial Hurdles to Replacing the Public Works Building and Related Financial Matters (25 minutes) DEPARTMENT: Finance BY/DATE: Joseph Kloiber, Finance Director 03/29/2023 CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below) _Safe Community _Diverse, Welcoming “Small-Town” Feel _Economic Strength _Excellent Housing/Neighborhoods X Equity and Affordability X Strong Infrastructure/Public Services _Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population BACKGROUND: As stated in the narrative to the city manager’s proposed 2023 budget, and discussed during the recent city council goal-setting sessions, the floor of the Municipal Service Center (public works building) has a very limited number of years until it will fail and not be practical to repair or replace. The long-term cost-effective solution will be to replace the entire facility. Unfortunately, the dramatic inflation throughout the economy, triggered by the labor shortages and supply chain collapse following the pandemic, have diminished both the City’s purchasing power and its ability to borrow funds to replace this large facility before it is unusable. Due to the size of this project, this will impact most city council and staff decisions on how to allocate available resources for many years. At the 4/3/2022 work session, the Finance Director will speak on these matters, supported by a couple of PowerPoint slides. Following the work session , a copy of the speaker’s notes will be provided to the council. ATTACHMENT(S): None 16 Item 4. CITY COUNCIL MEETING AGENDA SECTION WORK SESSION MEETING DATE APRIL 3, 2023 ITEM: Board/Commission Ordinance Amendment Update. (5 Minutes) DEPARTMENT: Administration BY/DATE: Kelli Bourgeois / March 30, 2023 CITY STRATEGY: _ Safe Community _Diverse, Welcoming “Small-Town” Feel _Economic Strength _Excellent Housing/Neighborhoods _Equity and Affordability _ Strong Infrastructure/Public Services _Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population BACKGROUND: As the Council has discussed over the past month, there are four items to be addressed via amendment to Chapter 3, Article 3 of the City Code: Item 1: Update language related to period of time between service on board and commission to “one term” § 3.301 BOARDS AND COMMISSIONS GENERALLY. (A) Except as otherwise provided with respect to a board or commission, the provisions of this section shall apply to all boards and commissions except the Economic Development Authority, the Housing and Redevelopment Authority, and the Youth Commission. (B) Membership. Members shall be appointed by the City Council and shall serve at the pleasure of the Council. Members shall be residents of the city. No member of the Council shall serve as a member of a board or commission. (C) Terms of appointment. The following are the terms of appointment: (1) The terms of members of boards and commissions shall be for a period of three years each. Terms of membership shall be staggered so that no more than one-half of the terms on a board or commission expire in any particular year. (2) The time period for each three year term will be April 1 to March 31. Upon the expiration of their terms of office members shall continue to serve until their successor has been appointed. (3) Members are only eligible to serve two consecutive full terms on a board or commission in addition to any partial term served to complete an unexpired term resulting from a vacancy or an initial term upon creation of a board or commission, except by unanimous vote of the City Council. Upon completion of service on one board or commission, residents can be eligible for appointment to another board or commission, or after a period of at least one year, for appointment to the same board or commission on which they have previously served. Item 2: Removal of Traffic Commission § 3.308 TRAFFIC COMMISSION. (A) Establishment. A Traffic Commission is hereby established. (B) Membership. The Traffic Commission shall be composed of five members. The Public Works Director, or a person designated by the Public Works Director, and the Chief of Police, or a person designated by the Police Chief, shall serve as ex officio members of the Commission. (C) Authority and Duties. The Traffic Commission shall serve as an advisory body to the Council and the administrative service of the city. The Commission shall study and investigate all matters pertaining to the regulation of traffic upon the 17 Item 5. City of Columbia Heights - Council Letter Page 2 streets and ways within the city on its own initiative, or as referred to the Commission by the Council or the administrative service of the city. The Commission shall conduct public hearings as are necessary to give full consideration to such matters. Written recommendations shall be forwarded to the Council and the Manager. (D) The Manager shall direct the administrative service to act on said recommendations upon the expiration of 30 days of receipt thereof, when authorized to do so by Chapter 7 of this code, except as otherwise provided below. (E) Administrative action on the recommendations of the Traffic Commission shall be subject to a right of appeal to the Council by any interested person, and the right of the Council to direct that the Commission recommendations be modified or not pursued. Upon receipt of notice of appeal or Council intervention, the Manager shall suspend further administrative action until directed by Council action. (F) Notwithstanding the provisions of division (D) of this section, recommendations and findings pertaining to the regulation of traffic on a State Trunk Highway or other roads not within the exclusive jurisdiction of the city shall be submitted exclusively to the Council for further action. Where required by the laws of the State of Minnesota, consent of the State Commissioner of Highways shall be obtained prior to formal Council action on the Commission's recommendations. Item 3: Addition of Sustainability Commission § 3.3XX SUSTAINABILITY COMMISSION. (A) Establishment. A Sustainability Commission is hereby established. (B) Membership. The Sustainability Commission shall be composed of nine members appointed by the City Council. The Public Works Director, or a person designated by the Public Works Director, shall serve as an ex officio member of the Commission. (C) Authority and Duties. The Sustainability Commission shall serve as an advisory body to the Council and the administrative service of the city. The Commission shall advise and make recommendations to the City Council on how to operate in an environmentally, socially, and economically sustainable manner within the city on its own initiative, or as referred to the Commission by the Council or the administrative service of the city. The Commission shall conduct public hearings as are necessary to give full consideration to such matters. Written recommendations shall be forwarded to the Council and the Manager. (D) Following Council action, the City Manager shall direct the administrative service to act on said recommendation(s). (E) The Sustainability Commission shall recommend improvements or initiatives related to sustainability as may be necessary and desirable, but shall at all times be subject to the direction and authority of the Council, and the right of the Council to direct that the Commission recommendations be modified or not pursued. (F) Where required by the laws of the State of Minnesota, consent of any applicable agency officials for recommendations and findings that have impacts to right of way not within the exclusive jurisdiction of the City shall be obtained prior to formal Council action on the Commission's recommendations. Item 4: Updates to Youth Commission § 3.315 YOUTH COMMISSION. (A) Establishment. A Youth Commission is hereby established to serve as an advisory body to the Columbia Heights City Council, and other Boards and Commissions as appropriate, inspire and bring to light new ideas from a youth perspective, create an educational environment for youth looking to expand their knowledge of government and leadership functions, and provide experience-building opportunities for area youth seeking increased community and local government engagement. 18 Item 5. City of Columbia Heights - Council Letter Page 3 (1) The Youth Commission shall confer with and advise the Council, and other Boards and Commissions as appropriate, on matters concerning youth within the city. (2) The Commission shall execute its duties and authority in accordance with the Youth Commission by-laws and in accordance with the statement of purpose. (B) Membership. The Youth Commission shall be composed of no less than seven members and no more than 13 members. Members must be within the age range of 14-18 years old by the start of their term and reside or attend school within the City of Columbia Heights. Youth Commission members are appointed by the City Council and serve two-year, staggered terms. Terms run from October 1 to September 30. Youth Commission members are not subject to term limits as they are limited by age requirements. Youth Commission members are allowed three absences per term, though members may make up for an excused absence by attending a staff-approved alternate City meeting or civic event within one month of the excused absence. A City staff member shall annually be appointed by the City Manager to serve as a non-voting ex officio member of the Commission. STAFF RECOMMENDATION: The City Clerk will send the final version of Ordinance 1683 for publishing, and the first reading will occur at the April 24th City Council meeting. ATTACHMENT(S): *Redline Ordinance will be reviewed and revised with Council input at April 3, 2023 meeting as a live document to capture all changes. 19 Item 5. ORDINANCE NO. 1683 AN ORDINANCE AMENDING CHAPTER 3, ARTICLE 3 OF THE COLUMBIA HEIGHTS CITY CODE RELATING TO THE ADDITION OF A YOUTH COMMISSION The City of Columbia Heights does ordain: Section 1 Sections of Chapter 3, Article 3 of the Columbia Heights City Code are amended as follows. All other sections and text in the City Code remain unchanged. § 3.301 BOARDS AND COMMISSIONS GENERALLY (C) Terms of appointment. The following are the terms of appointment: (1) The terms of members of boards and commissions shall be for a period of three years each. Terms of membership shall be staggered so that no more than one-half of the terms on a board or commission expire in any particular year. (2) The time period for each three year term will be April 1 to March 31. Upon the expiration of their terms of office members shall continue to serve until their successor has been appointed. (3) Members are only eligible to serve two consecutive full terms on a board or commission in addition to any partial term served to complete an unexpired term resulting from a vacancy or an initial term upon creation of a board or commission, except by unanimous vote of the City Council . Upon completion of service on one board or commission, residents can be eligible for appointment to another board or commission, or after a period of at least one year full three year term, for appointment to the same board or commission on which they have previously served. § 3.308 TRAFFIC COMMISSION. (A) Establishment. A Traffic Commission is hereby established. (B) Membership. The Traffic Commission shall be composed of five members. The Public Works Director, or a person designated by the Public Works Director, and the Chief of Police, or a person designated by the Police Chief, shall serve as ex officio members of the Commission. (C) Authority and Duties. The Traffic Commission shall serve as an advisory body to the Council and the administrative service of the city. The Commission shall study and investigate all matters pertaining to the regulation of traffic upon the streets and ways within the city on it s own initiative, or as referred to the Commission by the Council or the administrative service of the city. The Commission shall conduct public hearings as are necessary to give full consideration to such matters. Written recommendations shall be forwarded to the Council and the Manager. (D) The Manager shall direct the administrative service to act on said recommendations upon the expiration of 30 days of receipt thereof, when authorized to do so by Chapter 7 of this code, except as otherwise provided below. (E) Administrative action on the recommendations of the Traffic Commission shall be subject to a right of appeal to the Council by any interested person, and the right of the Council to direct that the Commission recommendations be modified or not pursued. Upon receipt of notice of appeal or Council intervention, the Manager shall suspend further administrative action until directed by Council action. (F) Notwithstanding the provisions of division (D) of this section, recommendations and findings pertaining to the regulation of traffic on a State Trunk Highway or other roads not within the exclusive jurisdiction of the 20 Item 5. City of Columbia Heights – Ordinance 1683 Page 2 city shall be submitted exclusively to the Council for further action. Where required by the laws of the State of Minnesota, consent of the State Commissioner of Highways shall be obtained prior to formal Council ac tion on the Commission's recommendations. § 3.308 SUSTAINABILITY COMMISSION. (A) Establishment. A Sustainability Commission is hereby established. (B) Membership. The Sustainability Commission shall be composed of nine members appointed by the City Council. The City Engineer, or a person designated by the City Engineer, shall serve as an ex officio member of the Commission. (C) Authority and Duties. The Sustainability Commission shall serve as an advisory body to the Council and the administrative service of the city. The Commission shall advise and make recommendations to the City Council on how to operate in an environmentally, socially, and econo mically sustainable manner within the city on its own initiative, or as referred to the Commission by the Council or the administrative service of the city. The Commission shall conduct public hearings as are necessary to give full consideration to such matters. Written recommendations shall be forwarded to the Council and the City Manager. (D) Following Council action, the City Manager shall direct the administrative service to act on said recommendation(s). (E) The Sustainability Commission shall recommend improvements or initiatives related to sustainability as may be necessary and desirable, but shall at all times be subject to the direction and authority of the Council, and the right of the Council to direct that the Commission recommendations be modified or not pursued. (F) Where required by the laws of the State of Minnesota, consent of any applicable agency officials for recommendations and findings that have impacts to right of way not within the exclusive jurisdiction of the City shall be obtained prior to formal Council action on the Commission's recommendations. § 3.315 YOUTH COMMISSION (B) Membership. The Youth Commission shall be composed of no less than seven members and no more than twenty thirteen members. Members must be within the age range of 14-18 years old and residents of reside or attend school within the City of Columbia Heights. Youth Commission members are appointed by the City Council and serve two-year, staggered terms. Terms run from October 1 to September 30. Youth Commission members are not subject to term limits as they are limited by age requirements. Youth Commission members are allowed three absences per term however members may make up for an excused absence by attending a staff-approved alternate meeting or civic event within one month of the excused absence. A City staff member shall be appointed annually by the City Manager to from the Administration Department shall serve as a non- voting ex officio member of the Commission. Section 2 This Ordinance shall be in full force and effect from and after 30 days after its passage. First Reading: April 24, 2023 Offered by: Seconded by: 21 Item 5. City of Columbia Heights – Ordinance 1683 Page 3 Roll Call: Second Reading: May 8, 2023 Offered by: Seconded by: Roll Call: Date of Passage: Amáda Márquez Simula, Mayor Attest: Sara Ion, City Clerk/Council Secretary 22 Item 5. CITY COUNCIL MEETING AGENDA SECTION WORK SESSION MEETING DATE APRIL 3, 2023 ITEM: Sustainability Commission Draft Interview Questions. DEPARTMENT: Public Works BY/DATE: Sulmaan Khan / March 28, 2023 CITY STRATEGY: (please indicate areas that apply by adding a bold “X” in front of the selected text below) _Safe Community _Diverse, Welcoming “Small-Town” Feel _Economic Strength _Excellent Housing/Neighborhoods _Equity and Affordability _Strong Infrastructure/Public Services _Opportunities for Play and Learning X_Engaged, Multi-Generational, Multi-Cultural Population BACKGROUND: A new Sustainability Commission is set to be formed in the City of Columbia Heights, following a decision by the City Council. Draft interview questions that are intended to be used in the selection process for new Sustainability Commission members will be presented and discussed by Assistant City Engineer, Sulmaan Khan. RECOMMENDED MOTION(S): MOTION: None – discussion only. ATTACHMENT: Draft Sustainability Commission Interview Questions 23 Item 6. SUSTAINABILITY COMMISSION FIRST CHOICE BOARD AND COMMISSION INTERVIEW Name and Time Interviewed by _______________________ 1. Briefly describe any training, education, or relevant experience that you have acquired that would benefit the City of Columbia Heights, including civic and community groups. 2. What motivated you to apply to serve on the Sustainability Commission? If you are also interested in other commissions please address those as well. 3. Why do you feel that you would be a good person to represent the opinions and concerns of the City ? 4. What are some of the most important concerns or issues that you think the City will face in regards to sustainability in the next 5 years? 24 Item 6. 5. We strive to have diverse Boards and Commissions representative of our community. What unique qualities, perspectives and life experiences would you bring to this position? Sustainability Commission Questions 1. Please describe your understanding of the role of the Sustainability Commission and the responsibilities/duties of its members. 2. How do you envision engaging the community in sustainability efforts? 3. How will you ensure that sustainability initiatives benefit all members of the community, including low- income households and minority groups? 4. How do you propose to build relationships with local businesses to encourage sustainable practices? 5. What do you believe are the most effective methods for raising awareness about sustainability and encouraging behavior change? RATING Least Most Knowledge of community 1 2 3 4 5 Involvement with community 1 2 3 4 5 Ability to present information orally 1 2 3 4 5 Experience/training/interest beneficial to 1 2 3 4 5 this board or commission Knowledge of assigned commission 1 2 3 4 5 Overall Impression 1 2 3 4 5 6 7 8 9 10 Overall Rating ____ Board or Commission recommended for: _____________________________________ 25 Item 6. CITY COUNCIL MEETING AGENDA SECTION WORK SESSION MEETING DATE APRIL 3, 2023 ITEM: Board/Commission Interview Process Recap / Interview Question Review. (10 Minutes) DEPARTMENT: Administration BY/DATE: Sara Ion / March 30, 2023 CITY STRATEGY: _ Safe Community _Diverse, Welcoming “Small-Town” Feel _Economic Strength _Excellent Housing/Neighborhoods _Equity and Affordability X Strong Infrastructure/Public Services _Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population BACKGROUND: Staff would like feedback on interview questions, process, and application. ATTACHMENTS: Board and Commission Application Park and Recreation Commission Interview Questions Planning Commission Interview Questions Library Board Interview Questions 26 Item 7. City Board and Commission Application Please number your choices according to preference: (leave blank any one on which you do not wish to serve) ___ Economic Development Authority ____ Planning Commission ___ Park & Recreation Commission ____ Sustainability Commission ___ Library Board Note: Find Youth Commission applications at www.columbiaheightsmn.gov/youth ____ Charter Commission* *Note: for the Charter Commission, please indicate if you are a qualified voter. ____Yes ____No Name Phone Street Address City State Zip Email Address Number of years/months resident of Columbia Heights Property you own in Columbia Heights, if any (other than Residence) If you are appointed to a City Board or Commission, your Employer and phone number for the purpose of this appointment will be City Hall. If you have other work, please complete the following. Employer Work Phone Position Title/Occupation Educational Background: Volunteer, Civic, Professional and Community Activities: Professional Designations/Awards/Honors/Previous Government Service: 27 Item 7. Please describe why you are interested in serving on a board or commission and why you feel you are qualified: What unique qualities, perspectives and life experiences would you bring to this board/commission and the City? Please indicate what (if any) evenings you are not available for meetings ___ Mon ___Tue ____Wed ____Thurs ____Fri Does the current meeting schedule of the commission(s) you are interested work for you? ____Yes ____No Please list three references (do not include the Mayor or Councilmembers) Name Address Phone Email Address How did you hear about the position? If someone recommended you to apply, may we contact them? If so, please provide their contact information. Important Information About Your Application- Data Privacy Notice Minnesota law requires that you be informed of the purpose and intended use of the information you are providing on this appl ication. Per Minnesota Statute 13.601, subd. 3a, your name, address, occupation, education, training, civic affiliations, qualifica tions, experience, and veteran status are available to anyone who requests the information. This information will be used to identify you as an applicant, enable us to contact you when additional information is required, send you notices, and assess your qualifications for appointment. This data is not legally required, but refusal to supply the information requested may affect the City Council’s ability to accurately evaluate your application. Should you be appointed to a City of Columbia Heights Board or Commission, your residential address and either a phone number or email address where you can be reached will also become public information (per Minnesota Statute 13.601, subd. 3b). The purp ose is to list contact information for Board/Commission members on a public roster. Please select which of the following you will allow listed on a public roster (you must select either email or phone number). ___ Email ___Phone Number ____Both By typing my name or handwriting my signature, I certify that I have read and understand the Data Privacy Notice and certify that the statements in this application are true and correct to the best of my knowledge: Signature: Date: Return completed application to: City of Columbia Heights Attn: City Clerk OR sion@columbiaheightsmn.gov 590 40th Ave NE Columbia Heights, MN 55421 28 Item 7. PARK & RECREATION COMMISSION FIRST CHOICE BOARD AND COMMISSION INTERVIEW Name, Time Interviewed by _______________________ 1. Briefly describe any training, education, or relevant experience that you have acquired that would benefit the City of Columbia Heights including civic and community groups. 2. What motivated you to apply to serve on the Park & Recreation Commission? If you are also interested in other commissions, please address those as well. 3. Why do you feel that you would be a good person to represent the opinions and concerns of the City? 4. What are some of the most important concerns or issues that you think the City’s park system and recreation programming will face in the next 5 years? 29 Item 7. 5. We strive to have diverse Board and Commissions representative of our community. What unique qualities, perspectives and life experiences would you bring to this position? Park & Recreation Commission Questions 1. Please describe your understanding of the role of the Park and Recreation Commission and the responsibilities/duties of its members. 2. When considering potential parks projects or recreation programs, what do you think needs to be considered? Library Board Questions 1. Please describe your understanding of the role of the Library Board and the responsibilities/duties of its members. 2. In your opinion what are the strengths and weaknesses of the library’s programs and services? What are your experiences with them? Planning Commission Questions 1. Please describe your understanding of the role of the Planning Commission and the responsibilities/duties of its members. 30 Item 7. 2. Have you read the City’s Comprehensive Plan and can you explain the role it plays in planning and zoning? RATING Least Most Knowledge of community 1 2 3 4 5 Involvement with community 1 2 3 4 5 Ability to present information orally 1 2 3 4 5 Experience/training/interest beneficial to 1 2 3 4 5 this board or commission Knowledge of assigned commission 1 2 3 4 5 Overall Impression 1 2 3 4 5 6 7 8 9 10 Overall Rating _______ Board or Commission recommended for: _________________________ 31 Item 7. PLANNING COMMISSION FIRST CHOICE BOARD AND COMMISSION INTERVIEW Name and Time Interviewed by _______________________ 1. Briefly describe any training, education, or relevant experience that you have acquired that would benefit the City of Columbia Heights including civic and community groups. 2. What motivated you to apply to serve on the Planning Commission? If you are also interested in other commissions please address those as well. 3. Why do you feel that you would be a good person to represent the opinions and concerns of the City? 4. What are some of the most important concerns or issues that you think the City will face in regards to planning and land-use in the next 5 years? 32 Item 7. 5. We strive to have diverse Board and Commissions representative of our community. What unique qualities, perspectives and life experiences would you bring to this position? Planning Commission Questions 1. Please describe your understanding of the role of the Planning Commission and the responsibilities/duties of its members. 2. Have you read the City’s Comprehensive Plan and can you explain the role it plays in planning and zoning? RATING Least Most Knowledge of community 1 2 3 4 5 Involvement with community 1 2 3 4 5 Ability to present information orally 1 2 3 4 5 Experience/training/interest beneficial to 1 2 3 4 5 this board or commission Knowledge of assigned commission 1 2 3 4 5 Overall Impression 1 2 3 4 5 6 7 8 9 10 Overall Rating ____ Board or Commission recommended for: _____________________________________ 33 Item 7. LIBRARY BOARD FIRST CHOICE BOARD AND COMMISSION INTERVIEW Name, Time Interviewed by _______________________ 1. Briefly describe any training, education, or relevant experience that you have acquired that would benefit the City of Columbia Heights including civic and community groups. 2. What motivated you to apply to serve on the Library Board? If you are also interested in other commissions please address those as well. 3. Why do you feel that you would be a good person to represent the opinions and concerns of the City? 4. What are some of the most important concerns or issues that you think the City’s Library will face in the next 5 years? 34 Item 7. 5. We strive to have diverse Board and Commissions representative of our community. What unique qualities, perspectives and life experiences would you bring to this position? Library Board Questions 1. Please describe your understanding of the role of the Library Board and the responsibilities/duties of its members. 2. In your opinion what are the strengths and weaknesses of the library’s programs and services? What are your experiences with them? RATING Least Most Knowledge of community 1 2 3 4 5 Involvement with community 1 2 3 4 5 Ability to present information orally 1 2 3 4 5 Experience/training/interest beneficial to 1 2 3 4 5 this board or commission Knowledge of assigned commission 1 2 3 4 5 Overall Impression 1 2 3 4 5 6 7 8 9 10 Overall Rating _______ Board or Commission recommended for: _________________________ 35 Item 7. CITY COUNCIL MEETING AGENDA SECTION WORK SESSION MEETING DATE APRIL 3, 2023 ITEM: Mission Statement and Strategic Plan Final Review. (15 Minutes) DEPARTMENT: Administration BY/DATE: Kelli Bourgeois / March 30, 2023 CITY STRATEGY: _ Safe Community _Diverse, Welcoming “Small-Town” Feel _Economic Strength _Excellent Housing/Neighborhoods _Equity and Affordability _ Strong Infrastructure/Public Services _Opportunities for Play and Learning _Engaged, Multi-Generational, Multi-Cultural Population BACKGROUND: Phil Kern presented the 2023 Strategic Planning and Goal Setting Report to Council at the March 27, 2023, City Council meeting. Staff will review a proposal from Phil for a goal review and implementation program. Overall the next step in the process is adopting a Final Plan and Mission Statement. ATTACHMENT(S): 2023 City of Columbia Heights 2023 Strategic Planning and Goal Setting Report 36 Item 9. City of Columbia Heights 2023 Strategic Planning and Goal Setting Report ____________________________________________________ PROCESS On February 9 and 16,2023,the Columbia Heights City Council and Staff Leadership Team convened work sessions for the purpose of developing long-term strategies and short-terms goals for the organization in 2023-24. The process followed up on previous strategic planning efforts,but largely started anew by developing new long-term core strategies and strategic objectives,and drafting a new mission statement.The second session focused on examining the present status of the City and organization to develop a goals list for Council and staff consistent with that vision.The participants engaged in discussion around a series of questions to consider areas of strength and weakness,along with potential impacts and opportunities on the horizon. The City Council will now consider the results of the session through the process of adopting its 2023 Strategic Plan. VISION AND CORE STRATEGIES One of the primary outcomes of the Strategic Planning process is the development of a long-term vision.The vision is a description of the future the participants see for the community and the organization,often expressed in aspirational terms.The purpose of the vision is to establish the long-term direction that can be communicated both within the community and the organization,providing all stakeholders with an understanding of the leadership’s direction.The vision is communicated through a series of descriptive and detailed organizational strategy statements,labeled core strategies.These statements can be both the embodiment of the areas the organization values and the direction of its leadership.Accomplishing progress on the core strategies will bring the organization closer to achieving its vision and provide the areas in which more manageable,short-term goals can be derived. Prior to the session,participants were asked to consider the characteristics and qualities they hoped would describe Columbia Heights and the organization in 2050.Participants individually shared their thoughts in writing in advance. The comments and input were collected and shared anonymously with the group in the first exercise of the session.The participants were given the opportunity to discuss the results of the pre-session work,identifying areas where they agreed,were surprised,and/or didn’t agree with the ideas for the long-term vision of the City and organization.The participants then worked through small-group exercises to develop core strategies and strategic objectives based on the input from this activity. The core strategies are action statements that identify the organization and City’s long-term key areas of focus.The strategies provide consistent and stable organizational priorities for the years to come,and serve as organizational guideposts for day-to-day action,policy formation,and program decision-making.It is anticipated that the core strategies may be modified over the long-term,but generally all agreed as to the key priorities of the leadership team. The core strategies are supported in this plan by strategic objectives.These objectives provide more specific action areas that the City’s leadership team believes are integral to achieving success with the core strategies.Each objective addresses an internal or external area of action or improvement.The strategic objectives,combined with the core strategies,provide direction for all areas of leadership. Following the small group work to develop a series of core strategies and strategic objectives,the full group reviewed the 37 Item 9. body of work and had the opportunity to discuss the proposed statements of the Leadership Team’s vision.Without objection and subject to further modification prior to adoption,the group agreed to the following draft core strategies and strategic objectives: Long-Term Vision Core Strategies and Strategic Objectives The City of Columbia Heights is committed to leading and guiding the City towards the following long-term Core Strategies and Strategic Objectives: 1.Healthy and Safe Community a.Prioritization of well-being of community and citizens -mentally and physically b.Accessible and resilient community resources for health,wellness,and safety c.Community-based policing focused on prevention and reinforced by neighborly relationships d.Healthy and intentional social and physical infrastructure and public spaces where residents feel safe e.Engaged citizens interacting with a shared purpose 2.Equitable,diverse,inclusive,and friendly a.Emotionally connected -sense of strong community and relationships b.Strong sense of familiarity and close-knit relationships c.Progressive,positive,cohesive energy d.Active,unified,and welcoming community e.Embracing of all cultures f.Vibrant community events and cultural activities 3.Trusted and Engaged Leadership a.Intentionally working to create an equitable and socially just city b.Caring and responsive culture of working together to address community needs c.Transparent,trusted,dependable,and accountable d.Workforce and commissions that truly reflect the community e.Innovative,future-focused organization f.Highly-skilled and well-trained staff g.Effective,engaged,efficient,and service-focused throughout the organization h.Proactively striving to connect and inform through a variety of timely,reliable,and creative channels of communication 4.Thriving and Vibrant Destination Community a.Flourishing business districts,restaurants,and entertainment b.Redevelopment to meet community needs c.Stable/rising property values d.Revitalize existing housing e.Recognize and support small businesses and incubators f.Attainable housing for all stages of life g.Promoting public art and supporting artists h.Welcomed,engaged,and connected rental community 38 Item 9. 5.Strong Infrastructure and Public Services a.Well-planned,modernized,and maintained infrastructure b.Physically connected -equitable,accessible,and inviting to pedestrians,bikes,and vehicles c.Implementing state-of-the-art technology d.Strengthening partnerships with schools,county,and neighboring communities e.All-inclusive,well-rounded,community-driven recreation services,programs,parks,trails,and native areas f.Promote the Library as a community focal point and learning hub 6.Sustainable a.Make plans with the next 7 generations in mind b.Open-minded approach and evolve with climate-friendly and green best practices c.Built to last d.Maintain and implement a long-term Capital Improvement Plan (CIP)for buildings e.Seek energy-efficient solutions f.Conservation and preservation -not just with environment and climate but also of knowledge, institutional wisdom,and current culture (city staff) g.Retention -lower turnover of staff and residents h.Revising codes geared toward above values i.Clear messaging and strong education MISSION STATEMENT As part of the second session,following the refinement of the Core Strategies and Strategic Objectives,the working group was asked to consider its mission statement as the next priority of the process.The mission statement serves an important role in the overall Strategic Plan as it addresses the manner in which the City will conduct its business.The process of working towards the vision and core strategies is important work and it is the mission that outlines how the City will perform its operations.It is a commitment to the community and statement of clarity for staff regarding the method in which the organization seeks to act.By conducting its business consistent with its mission and focusing on its core strategies,the City will move toward accomplishing the vision it has established. The group reviewed the existing mission statement,created and adopted in 2017.There was general consensus amongst the participants that change has occurred over the past six years and the City,the organization,and its leadership have a different approach.As a result,the group embarked on brainstorming important characteristics that should define how the organization conducts its business.Specifically,themes that emerged involved the desire for the City ’s efforts to be focused on the following: ●Being trusted and connected ●Contributing towards the vision ●Proactive and preparing ●Community/service focuses ●Ensuring the community is a great place to be ●A vibrant,healthy,and connected community ●Preparing for future generations. 39 Item 9. Following this activity and the session,these themes were developed into several possible mission statements that would serve as an accurate reflection of the organization’s commitment and be memorable and inspiring to all those who read it.Three alternatives were developed and the recommended Mission Statement is listed below. Recommended Mission Statement (Draft) Columbia Heights is a vibrant,healthy and connected City.We are here to actively support the community,deliver equitable services,reinforce existing connections and build new ones,and improve upon our past and uphold our successes.Above all,we will always strive to be better and make Columbia Heights a great place for everyone,today and in the future. [Alternative #1] Columbia Heights is a hidden gem.We are proactively working towards building a thriving,healthy,and connected community that is sustainable for future generations. [Alternative #2] We are here to actively support the community,deliver equitable services,reinforce connections and build new ones,fix our mistakes where we see them,and uphold our successes.Above all,we will always strive to be better. ENVIRONMENTAL ASSESSMENT The second session was highlighted by the process of conducting an environmental scan of the City and organization. This activity is designed to consider the present state of the community from a variety of perspectives.Again in small group settings,participants were asked to consider its strengths,challenges,and explore trends and issues that face the City in the coming years.The scan provided the basis for the group’s efforts later in the work session to develop the goals that will guide the organization in the coming years. In its first assessment activity,the group was asked to consider all of the things that identify as strengths of Columbia Heights,both as a City and the organization itself.Participants were encouraged to think of projects,services,actions, and policies.After discussing the strengths,participants turned their attention towards reviewing City and organizational areas that need improvement.These items are areas that presently challenge the organization and City. Following the assessment of its strengths and challenges,the group moved on to the final brainstorming activity - anticipating emerging trends or issues that may impact the City.Forecasting potential external changes or impacts is a key step in the process to help leadership anticipate pressures and opportunities that may arise.To guide this process, the participants followed a STEP model of analysis,thinking about trends and external impacts in the areas of socio-cultural,technical,economical,and political.Thinking about the ongoing opportunities and challenges in each of these areas provides a variety of important perspectives for the City in the coming years. 40 Item 9. SHORT-TERM GOALS The third portion of the Strategic Planning process was to develop a short-term goals platform and workplan to guide the organization in the coming years.Participants were offered the opportunity to present draft goals that addressed any of the following objectives -short-term actions that lead to a core strategy or strategic objective,goals to address weaknesses,opportunities,or potential impacts discussed during the assessment process,or other goals that individual members viewed to be important for the City.The process encouraged the brainstorming of SMART goals -specific, measurable,attainable,relevant,and time-bound (1-2 years)-and objectives that would support the core strategies and vision. Following the brainstorming process,a prioritization process was used to develop the following list of high priority and priority goals.Participants were given the ability to choose a limited number of brainstormed goals as their top priorities. As each participant ’s choices were collected,the draft goals were bunched into three categories.The categories and prioritization followed these guidelines: ●High Priority Goals -goals that were identified by a majority of the Council as top priority and also received support from City Staff. ●Opportunity Goals -goals that fell short of a Council majority but were identified as a top priority by at least two members of the Council or one Council member and two or more staff members. ●Other Goals -goals that did not have an initial priority ranking by more than one member.(Included as an appendix to the report.) Proposed 2023-24 Short-Term Goals High Priority -goals that are the top priority of the organization in the coming two-year period. 1.Develop architectural and financial plan for replacement of the Public Works building,especially as it relates to other priorities (before structural failure) 2.Update Parks Master Plan,develop financing plan,and establish interactive communications about the plans with the community 3.Develop Murzyn Hall renovation plan or identify an alternative new community center plan 4.Prepare long-term,comprehensive plans for single family homes transitioning to rental,including increased tenant/renter protections and new rental licensing program (following moratorium) 5.Update the five-year Capital Improvement Plan (CIP)focusing on long term maintenance and replacement of existing facilities 6.Finalize plans for Central Avenue improvements 7.Establish/Re-Establish the City Art Commission and invest in Public Art Opportunity -goals that have organizational support,to be pursued when opportunity is available. 8.Find external grants and evaluate establishing a city grant program for Naturally Occurring Affordable Housing (NOAH)properties 9.Develop a formal process to review goals,develop a system of accountability,and communicate with the public regarding the City Council’s goals and strategic plan 10.Build End-to-End communications infrastructure for City buildings and sites 11.Educate staff and elected officials on National Incident Management System (NIMS) 12.Develop and implement integrated online services 41 Item 9. 13.Complete 43rd and Central PUD approval and initiate construction 14.Improve and expand code enforcement,evaluate point-of-sale program 15.Continue working towards creating a City workforce that accurately represents the community 16.Establish centralized translation services for all departments and provide language support services at all public meetings 17.Strengthen brand awareness across projects,activities,goals,and at the liquor store NEXT STEPS The next step in the goal setting process is to work within each of these short-term goals to develop action plans and the establishment of benchmarks to measure progress.One of the discussion items during the workshop involved the identification of measurables,or benchmarks,to effectively evaluate the City’s accomplishment of each goal.Developing measurable outcomes for each goal will also help in the development of action plans to reach the desired outcome.The goals should then be revisited from time-to-time as an accountability measure for both the Council and staff. Additionally,finding ways to integrate the goals into the organizational processes also helps to develop success.Building on the methods in which Columbia Heights has been successful in the past is recommended,along with exploring new methods of keeping the goals on the forefront of the leadership team’s efforts.It was an honor to assist your team in the process of establishing its Strategic Plan for the coming years. Respectfully submitted, Phil Kern Facilitator 42 Item 9.