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
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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.
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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
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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
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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
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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.
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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.
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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.
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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
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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.
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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
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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.
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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.
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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.
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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
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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
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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
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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.
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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
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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
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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
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