Loading...
HomeMy WebLinkAbout05-08-2025 Special City Council Work Session Packet COUNCIL STRATEGIC PLANNING SESSION Mayor Amáda Márquez Simula Councilmembers Connie Buesgens Rachel James Justice Spriggs Laurel Deneen City Manager Aaron Chirpich Public Safety Bldg—Training Room, 825 41st Ave NE Thursday, May 08, 2025 3:00 PM AGENDA ATTENDANCE INFORMATION FOR THE PUBLIC Members of the public who wish to attend may do so in-person. For questions please call the Administration Department at 763-706-3610. 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. CALL TO ORDER/ROLL CALL STRATEGIC PLANNING SESSION ADJOURNMENT 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. 1 Advance Responses Long-Term Aspirations: What are your hopes and dreams for the community in the long- term? Please list 3-5 defining characteristics, qualities, or accomplishments that you hope define the City for the next generation. Safe, Inclusive, and Engaged Community and Excellence in Public Services Columbia Heights is on the cusp of some major development projects that will shape the city for years to come. We have to get this right at the old Rainbow site and old Medtronic site. Our hope is for mixed use, mixed income developments that add to the density of our city, provide housing, increase tax base and provide commerical opportunities. Central Ave reconstruction is a once in a generation investment into our infrastructure. Particularly as it is paired with the F-Line Bus Rapid Transit, this transportation upgrade will define our city. Our hope is to increase safety, increase the main street feel of our city and create vibrant commerical and multi-modal use along Central. Our parks and natural spaces are a wonderful asset for Columbia Heights and need to have significant investment to match our current needs. Our hope is to have facilities and programs to serve all our residents to make Heights a desirable community and a healthy place to live. We need a new Public Works facility. Our hope is to find a financial path forward that meets our current and future needs without significantly burdening our residents with new taxes. Professional Public Safety - Transition the Fire Department to a fully staffed, career service that delivers round-the-clock fire, EMS, and prevention programs with unmatched reliability. Resilient Infrastructure - Build and maintain robust roads, utilities, broadband, and storm-water systems that can withstand and quickly recover from any natural or man-made hazard. Balanced Housing Mix - Encourage a greater share of owner-occupied homes—while still preserving attainable options—so neighborhoods remain stable, invested, and welcoming. Diversified Tax Base - Expand commercial and light-industrial development to spread the tax burden more evenly and lessen the reliance on residential property taxes for city services. Clean and defined commercial district, walkable downtown area, sustainable maintained housing stock, active parks safe living, strong business and retail, strong community engagement. Public Works building project and Murzyn Hall building project. Business Development, Advance the use of the technology to bridge the digital divide Central Ave redesign, redevelopment, keep innovating Improve the safety of our streets. Create a citywide Park plan that is easy to understand and transparent to the community on our website. Improve the look of our business districts as to signage façades and especially lighting. Address the challenges of mental health and substance abuse. Address the shortage of affordable housing and the growing unhoused population. Improve the performance of local students in K-12 and post-secondary schools. Insure that residents and visitors feel safe and welcomed. Replacement of the existing Public works facility Steady consistent rejuvenation over the long term of the existing places with the greatest community interaction currently (Central Ave, 40th Ave, and the parks) Significant redevelopment project for the North end of University Ave. in collaboration with Fridley Park redevelopment: We have a lot of old parks that are in need of redevelopment, but it comes down to staff time and funding. Outreach to minority members of the community: Columbia Heights has become a very diverse population, and we need to think and develop non-traditional ways to reach the new members of the community. City development: we're landlocked and only have so much space to work with. How can we accommodate population growth while keeping the charm of a small town? Environmentally conscious - I would like to see us embrace the city's energy plans once fully developed Equitability - I would like to see us center equity in all conversations, whether about development, assessments, or park services and programming Strength in Diversity - I would like to see us continue to center and celebrate diversity in our city, with business and city programming that supports ESL community members Eclectic Development - As we have new development going in, I'd also love to see smaller scale development of our range of storefronts and businesses focusing on art, culture and bringing some excitement to our main thoroughfares. More people active in the community, safer Central Avenue, huge soccer competitions, busy skateboard park,, E block redevelopment well on its way! Stability, redevelopment projects started/completed, code enforcement Having an innovative, anticipatory community that is welcoming/appealing to young families Being a "destination city" instead of a "drive through" city Break ground, build, and complete long-standing developments such as the Medtronic and Rainbow sites Have an existing plan to systemically make a walkable community after the completion of our Safe Streets for All study is complete Parks master plan that receives support in the form of dedicated funding. The parks system is due for an overhaul. This will take time and resources that have not been provided in recent decades. Complete redevelopment of the Rainbow Site and Medtronic sites in a manner that increases the City's tax base in a responsible manner. Redevelop the Municipal Service Center (public works campus) Completion of the Central Avenue redesign/redevelopment in a manner that improves safety for the community and enhances commerce along the corridor. Long-Term Aspirations: What are your hopes and dreams for the City as an organization in the long-term? (Council, Commissions, Staff, etc.) Please list 3-5 defining characteristics, qualities, or accomplishments that you hope define the organization. Vibrant Local Economy and Thriving Small Businesses, destination park Council - continue to work on professionalizing our council and working together to be most effective. Commissions - upgrade our accessibility - materials in multiple languages, opportunitites to attend virtually, increased diversity as well as increased role for these very engaged citizens in our city. Staff - to attract and hire wonderful, talented people to fill the important open positions (Enginnering) and to plan for succession of key roles that will lead to a highly effective team. To consistently invest in cutting-edge technology and maintain fully staffed departments to meet—and exceed—residents’ needs and expectations. fully implement recent policy changes and plans to move the community foreword. Track progress on long term plans. Strong collaborative team; innovative, engaged and stable workforce; visionary and supportive leadership Hope that the staff and council continue to work closely together to accomodate the needs of the community. Economic growth, modernization, business development, safety Modernize Central Avenue or provide a facelift. Integrate fiber optics into public safety in regards to cameras and other new technology. Be a destination employer for new smart and diverse staff. We have increased the diversity of cultures, languages, and backgrounds of our boards and commissions and the city council. I would like to see the same in our department heads staff and City employees. I would like more opportunities to hire straight from the high school as a pipeline to city and government jobs That the members of the council, commissions, and staff reflect the diversity of the residents of Columbia Heights in terms of age, ethnicity, gender, language, and race. Continued efforts for city staff to function as a whole, rather than a collection of siloed departments. It's so much better than it used to be; let's keep improving. More trust, respect, collegiality and communication across the entire staff. Where applicable, achieve the optimum balance between in-person and remote work. For example, past practice has limited both the pool of interested employment applicants in administrative functions and the customer service model. Consider and achieve the best mix of incentives and staff support to attract community members to make the significant commitment necessary to serve on Council and Commissions. For example, should there be more public events and media to recognize Commissioners service? Is offering health insurance the right tool for the Council? Plan for the orderly replacement of legacy processes and systems. For example, replacement of the failing legacy database for special assessments would be facilitated by a change in the City's legacy policies for allocating special assessments to benefiting properties. Another example, the City will soon have a second document management system (Tyler) for archival purposes, in addition to the Laserfiche system used for over 20 years. Going forward into the future, Department level decisions about processes and software that create documents should be made with consideration as to whether eventually reducing to a single document management system is a long-term goal. Succession Planning: There are a lot of key retirements taking place in the next few years. The job market and employee retention isn't what it used to be, so how do we plan for that person of 30 years leaving when their direct report leaves after two years? Maintained Growth to City Services: Yes, we could add a fair amount of new positions to the City, but how do we find that balance of keeping costs down while providing high-quality services to the City? We need to be mindful that we can't solve every problem or offer every solution to everyone. Roles of Boards and Commissions: I think that the Boards and Commissions members might struggle at times to understand their role with the City. We shouldn't cancel meetings just to cancel, we should use each meeting wisely to discuss topics and issues that the members are hearing throughout the community. Not to Focus on the Few Voices: Yes, everyone's voice matters in the City and in the workplace, but at times we get bogged down when we focus on the few naysayers that don't agree with the direction of the City. To have engaged city staff, elected leaders, and board and commission members who take active responsibility in outreach, inclusion initiatives, and community building. Refining processes that will improve overall function. Make this city operate not as an outlier. I want CH staff and residents to be proud of how we operate and function rather than view us as a hodge-podge organization tied together by shoestrings Sustainable, resilient to both economic and environmental forces, strong small town connections, busy and safe downtown, busy parks, public art!!!! Finished public works building! Stability, collaboration, welcoming Provide a comprehensive, long-term plan to promote housing ownership and affordability Creating a "new-era" for Central Avenue where it is a thriving business center and community-oriented space Increase city staffing to be able to tackle more/larger projects that are important within the administration, council, and community Increase diversity amongst boards and commissions to be more reflective of the community. Strive to remain an affordable community while moving the City forward with the key objectives listed in the question above. All of those physical development goals require significant funding and demand on tax payers. We can't correct all legacy issues with the City that were created by decades of under- investment overnight, we will have to prioritize. Make significant headway with property maintenance enforcement. This will take time. The City has not been proactive in this arena ever. There is no magic pill. Residents will have to be patient for these efforts to take hold. Improvement will come, and it will be noticeable, but we have a long road ahead of us. The appearance of the City is so important to how people feel about their community overall. Little wins need to be celebrated and they will grow as we continue to stack them together. Long-Term Vision / Core Strategy Dra� Purpose: The advance responses give us insight into the long-term aspira�ons and vision of the par�cipants. One of the outcomes of the strategic planning process is to iden�fy and build consensus around long-term vision and explain that in the context of strategies. We use the advanced responses to search for themes and common responses that iden�fy key pillars of the long-term vision. Session Ac�vity: In advance of the session, the facilitator has reviewed and clustered all the responses into areas of shared vision. In small groups, discuss and develop these three things: 1. Reach consensus on the clustering, with or without modifica�ons 2. Iden�fy a preferred strategy statement (dra� strategy areas are listed below by topic; review dra� strategy statement) 3. Develop 3-5 strategic objec�ves (sub-goals) within each cluster that help define what that strategy statement might be. The strategic objec�ves will explain in summary the details of the strategy statements. Some examples and sugges�ons are provided below based on the advance responses. Suggested Core Strategy areas based on Advanced Responses 1. A Community That Grows with Purpose and Equity Columbia Heights will grow inten�onally through vibrant, mixed-use development that supports economic vitality, housing op�ons for all, and the character of our close-knit community. • Redevelopment will reflect community values and create long-term benefits for residents and businesses. • Housing op�ons will be balanced to promote both homeownership and long-term affordability. • Signature redevelopment projects will enhance our iden�ty, add vibrancy to corridors, and expand opportunity. • Land use decisions will embrace density in the right places to support transit, walkability, and commercial vitality. • Redevelopment will support a stronger tax base while preserving the charm of our established neighborhoods. 2. Beau�ful, Ac�ve, and Welcoming Public Spaces Our parks, public spaces, and community facili�es will reflect our values, meet evolving needs, and foster connec�on, wellness, and civic pride. • Columbia Heights will be known for high-quality parks, trails, and gathering places accessible to all. • A reinvested park system will encourage ac�vity, inclusion, and community celebra�on. • City facili�es will be modern, resilient, and welcoming, designed to serve genera�ons to come. • Public spaces will express local iden�ty through ligh�ng, signage, landscaping, and public art. • Every neighborhood will have access to clean, safe, and atrac�ve places to gather and play. 3. A City That Is Safe, Connected, and Built for Everyone Columbia Heights will be a community where people of all ages feel safe, supported, and free to move by foot, bike, transit, or car. • Public safety will be proac�ve, community-based, and professionally staffed to meet 24/7 needs. • Streets will be redesigned to priori�ze safety, walkability, and vibrant neighborhood life. • Investments in mul�modal infrastructure and transit will connect people to opportunity. • Technology and design will work together to improve safety and visibility throughout the city. • A culture of shared responsibility will ensure all residents feel secure and respected. 4. An Inclusive and Connected Community Where Everyone Belongs Columbia Heights will celebrate its diversity, remove barriers to par�cipa�on, and foster strong rela�onships between neighbors, city leaders, and organiza�ons. • All residents will have access to informa�on, services, and engagement opportuni�es in ways that reflect our cultural and linguis�c diversity. • Boards, commissions, and city leadership will reflect the full spectrum of our community. • Youth and underrepresented groups will see pathways to civic involvement and leadership. • Community events and programs will promote connec�on, crea�vity, and shared experience. • Residents will feel welcomed, heard, and empowered to shape the future of their city. 5. A High-Performing and Forward-Thinking Organiza�on City government will lead with integrity, innova�on, and excellence, ensuring responsive service and smart stewardship of public resources. • Columbia Heights will be known for a professional and commited team that reflects community values. • The organiza�on will invest in systems, technology, and staff to meet changing needs. • Communica�on will be �mely, clear, and transparent, which will build trust with the community. • Internal processes will be modern, effec�ve, and designed to improve outcomes. • Talent development and succession planning will ensure long-term organiza�onal strength and con�nuity. 6. A Resilient and Prosperous Local Economy Columbia Heights will be a des�na�on for small businesses, entrepreneurs, and community investment, driven by economic diversity and long-term affordability. • Commercial corridors will be ac�ve, atrac�ve, and central to neighborhood iden�ty. • Business development will support innova�on, job crea�on, and local ownership. • Fiscal planning will balance affordability with investments that sustain quality of life. • Economic development will reduce reliance on residen�al property taxes. • Infrastructure and connec�vity will support business success and community access.