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Home My WebLink About2022-01-19 Council Work Session Agenda PacketCouncil Work Session Agenda January 19, 2022 - 4:30 pm 1. Call to Order / Roll Call 2. Council Goal Setting 3. Unscheduled Items 4. Adjournment *Includes Materials - Materials relating to these agenda items can be found in the house agenda packet book located by the Council Chambers entrance, or online at the City’s website at www.corcoranmn.gov. HYBRID MEETING OPTION AVAILABLE The public is invited to attend the regular Council meetings at City Hall. Meeting Via Telephone/Other Electronic Means Call-in Instructions: +1 312 626 6799 US Enter Meeting ID: 883 7668 0039 Press *9 to speak during the Public Comment Sections in the meeting. Video Link and Instructions: https://us02web.zoom.us/j/88376680039 visit http://www.zoom.us and enter Meeting ID: 883 7668 0039 Participants can utilize the Raise Hand function to be recognized to speak during the Public Comment sections in the meeting. Participant video feeds will be muted. In-person comments will be received first, with the hybrid electronic means option following. For more information on options to provide public comment visit: www.corcoranmn.gov The City of Corcoran will provide high-quality public services in a cost-effective, responsible, and professional manner in order to create a preferred environment to live, work, play, and conduct business. The City of Corcoran will become a vibrant, connected community while preserving its natural character and agricultural roots. The following values are fundamental to the City of Corcoran ’s success and the fulfillment of our mission: Honesty, Ethics, Integrity We believe that honesty, ethics, and integrity are the foundation blocks of public trust and confidence. Community Pride and Partnership We believe in creating a strong sense of community through partnerships with civic organizations, school districts, and local businesses. Efficient and Effective Service Delivery We believe providing services to residents and businesses in an efficient and effective manner makes government easier to work with and creates a business friendly environment. Community Safety We will protect the community by maintaining or improving safety through police and fire protection and by investing and maintaining the infrastructure of the City. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Transparency We believe that open, honest, and proactive communication is essential for an informed and involved citizenry. Processes and decision making should include opportunities to educate citizens and receive feedback. Responsible Decision Making We believe it is the responsibility of the City to address difficult issues now in order to avoid larger more difficult issues in the future. VISION VALUES CORE STRATEGIES MISSION • Enhance Corcoran’s sense of place and identity. • Provide diverse community amenities and recreational opportunities. • Maintain excellence in safety and security for our community. • Ensure high-quality, market-driven growth. • Provide high-quality, innovative municipal services. A DOPTED M ARCH 11, 2021 Page 1 of 2 2021 City of Corcoran Core Strategies, Short-Term Goals, and Action Steps Core Strategy Enhancing Corcoran’s sense of place and identity. Strategic Objectives 1. Engage residents through proactive outreach and communication. 2. Provide and/or support high quality community events for community gathering. 3. Identify and develop a place where people identify with Corcoran. Short-Term Goals 1. Develop opportunities and strategies for increasing public involvement. 2. Increase percentage of meeting time on non-time sensitive community issues. 3. Work with civic groups to create additional community events. Action Steps 1. Add section to each newsletter highlighting the activities of the parks & trails commission, planning commission and garden club. 2. Schedule monthly work sessions to focus on non-time sensitive community issues before the first meeting of the month. Core Strategy Provide diverse community amenities and recreational opportunities. Strategic Objectives 1. Plan for and provide multi-seasonal and multi-use trail and park systems. 2. Provide high quality parks that are unique, innovative, and accessible. Short-Term Goals 1. Develop and implement the City parks and trails plan Action Steps 1. Complete a County Road trail corridor feasibility study. 2. Seek funding for phase 1 City Park improvement project. 3. Finalize details to complete the Wildflower Park project. Core Strategy Maintain excellence in safety and security for our community. Strategic Objectives 1. Promote public safety engagement with the community. 2. Maintain position as one of the safest cities in Minnesota. Short-Term Goals 1. Develop and implement the work plan for fire services. Action Steps 1. Present fire service work plan to Council for adoption; incorporate into 2022 budget. Page 2 of 2 Core Strategy Ensure high quality, market driven growth. Strategic Objectives 1. Be innovative in molding market forces and organic growth into the community. 2. Protect natural character, environmental features, and agricultural roots. 3. Preserve our distinguishing features through market driven development. 4. Be responsive to the needs of businesses, both current and prospective. Short-Term Goals 1. Complete review of specific sections of the city code, including the zoning ordinances to increase incentives to incorporate the vision of the City. 2. Update northeast district design standards 3. Facilitate expansion of broadband coverage in the City 4. Review and initiate a plan to assist existing businesses and attract new businesses. 5. Encourage and empower the Planning Commission to explore long-term issues and propose actions. Action Steps 1. Approve ordinance update work plan, begin review. 2. Obtain proposal to update northeast district design standards. 3. Review geographical gaps in high speed internet availability. 4. Review options for assisting businesses (marketing, etc) at a work session. 5. Schedule Planning Commission work sessions to accomplish their 2021 priorities. Core Strategy Provide high quality, innovative municipal services. Strategic Objectives 1. Maintain fiscal stability and affordability. 2. Perform exceptionally within the structure of limited government services. 3. Excel at managing change. Short-Term Goals 1. Develop a long-term financial model, including a future revenue forecasts and comprehensive infrastructure planning 2. Develop a staffing needs and compensation plan, including review of job descriptions 3. Digitize and implement technology improvements to reduce costs and increase efficiency 4. Evaluate strategic opportunities to bring contract services in-house 5. Develop and implement the northeast water infrastructure plan 6. Review options for infrastructure revenue increases. Action Steps 1. Hire finance manager; enhance five-year financial management plan to a 10-year plan 2. Update five-year staffing plan; adopt a compensation philosophy and complete a compensation review. 3. Implement new software system for finance/administration; continue process of scanning files to Laserfiche. 4. Review planning demand for potential internal staff additions to reduce contract hours. 5. Review engineering demand for potential internal staff additions to reduce contract hours. 6. Seek financing assistance from the Public Facilities Authority; finalize finance plan; site water tower location; continue design and planning to be operational in late 2022/early 2023. 7. 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2021 and February 3, 2021 to discuss the direction of the City and its organizational priorities. This process established the basis for a stra tegic planning document to guide the City in the coming years. The outcomes of this session focus on the long-term strategies that will guide the City to accomplishing its vision, the organizational practices and values that will serve as a basis for conducting work, and the short-term organizational goals that will be the critical directives in the coming years. Attendees Tom McKee, Mayor Jeremy Nichols, City Council Jonathan Bottema, City Council Alan Schultz, City Council Manoj Thomas, City Council Brad Martens, City Administrator Jessica Beise, Administrative Services Director Matt Gottschalk, Director of Public Safety Kevin Mattson, Public Works Director Phil Kern, Facilitator Vision Statement The City of Corcoran will become a vibrant connected community focused around preserving its natural character and agricultural roots. Agenda Item 2. 2 The vision statement serves as a long-term organizational directive. Its purpose is to establish an organizational philosophy that is served by a series of core strategies which collectively contribute to the accomplishment of the vision statement. Core Strategies The core strategies provide an outline of the top organizational priorities. Above all, these statements highlight the key priorities of the City’s Leadership Team and provide a basis for decision-making, including both big picture policy, funding, and program decisions as well as day-to-day staff actions. The process for establishing the core strategies did yield discussion items that should be revisited by the Council prior to final adoption. The recommendation below represents an attempt to codify the general discussion of the work session, however, some individual proposals are not entirely reflected. Ultimately, the process of establishing core strategies requires consensus building amongst the members and the outline below is an attempt at compromise within those interests. The five strategies speak to core statements of philosophy - first and foremost that the identity of the community is important. In terms of government actions, the focus is established around the core of safety, amenities, and excellence in providing core services. Additionally, the City will approach development to be responsive to business needs and seek high quality, market-driven growth. Core Strategy #1: Enhancing Corcoran’s sense of place and identity a. Engage residents through proactive outreach and communication b. Provide and/or support high quality community events for commun ity gathering c. Identify and develop a place where people identify with Corcoran Core Strategy #2: Provide diverse community amenities and recreational opportunities a. Plan for and provide multi -seasonal and multi-use trail and park systems b. Provide high quality parks that are unique, innovative, and accessible Core Strategy #3: Maintain excellence in safety and security for our community a. Promote public safety engagement with the community b. Maintain position as one of the safest cities in MN 3 Core Strategy #4: Ensure high quality, market-driven growth a. Be innovative in molding market forces and organic growth into community b. Protect natural character, environmental features, and agricultural roots c. Preserve our distinguishing features through market -driven development d. Be responsive to the needs of businesses, both current and prospective Core Strategy #5: Provide high quality, innovative municipal services a. Maintain fiscal stability and affordability b. Perform exceptionally within the structure of limited government services c. Excel at managing change Mission and Values Mission Statement: The City of Corcoran will provide high quali ty public services in a cost effective, responsible, collaborative, and professional manner in order to create a preferred environment to live, work, play, and conduct business The mission statement is the first part of the organizational statement that ad dresses 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. Values Statements: The following values are fundamental to the City of Corcoran’s success and the fulfillment of our mission: Honesty, Ethics, Integrity We believe that honesty, ethics, and integrity are the foundation blocks of public trust and confidence. Community Pride and Partnership 4 We believe in creating a strong sense of community through partnerships with civic organizations, school districts, and local businesses. Efficient and Effective Service Delivery We believe providing services to residents and businesses in an efficient and effective manner makes government easier to work with and creates a business -friendly environment. Community Safety We will protect the community by maintaining or improving safety through police and fire protection by investing and maintaining the infrastructure of the City. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Adaptable and Proactive Leadership We believe that an open, honest, and proactive community is essential for an informed and involved citizenry. Processes and decision-making should be adaptable and proactive when dealing with citizens. Responsible Decision Making We believe it is the responsibility of the City to address difficult issues now in order to avoid larger, more difficult issues in the future. Short-Term Goals With the long-term focus established and the manner in which the organization intends to conduct its business determined, the Leadership Team turned its focus to brainstorming key priorities to accomplish in the coming 2-3 years. The process encouraged the brainstorming of SMART goals - specific, measurable, attainable, relevant, and time-bound - 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: High Priority 1. Develop a long-term financial model, including future revenue forecasts and comprehensive infrastructure financial planning 2. Complete review of specific sections of the City Code, including zoning ordinances to increase incentives to incorporate the vision and northeast district design guidelines 5 3. Facilitate expansion of broadband coverage in the City 4. Develop a staffing needs and compensation plan, including review of job descriptions 5. Digitize and implement technology improvements to reduce costs and increase efficiency, including asset management programs 6. Develop and implement the workplan for Fire services 7. Evaluate strategic opportunities to bring contract services in -house 8. Development of an economic development marketing and business development plan 9. Encourage the Planning Commission to explore long-term issues Priority 1. Develop and implement City parks and trails plan 2. Further develop and implement water improvement plan 3. Develop opportunities and strategies for increasing public involvement 4. Increase percentage of meeting time/agenda on citizen-related topics compared to development. Increase focus on non-time sensitive community issues that are not development-driven. 5. Review options for infrastructure revenue increases 6. Work with civic groups to create additional community events 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. In doing so, the focus should be on framing each of these statements and objectives as a SMART goal. 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 Corcoran 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 a pleasure to assist the City of Corcoran in this process and I wish you well in the coming years. Respectfully submitted, Phil Kern, Facilitator