HomeMy WebLinkAbout2024-01-03 Council Work Session Agenda PacketCouncil Work Session Agenda
January 3, 2024 – 5:30 pm
1.Call to Order / Roll Call
2.Goal Setting 2024*
a1. Review Mission, Vision, Values, and Core Strategies
a2. Review 2023 Core Strategies and Short-term Goals
a3. Review 2023 Measurables
a4. Establish 2024 Core Strategies and Short-term Goals
3.Discuss 2024 Measurables
4.Unscheduled Items
5.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.
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meetings at City Hall.
Meeting Via Telephone/Other Electronic Means
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Enter Meeting ID: 823 0146 2660
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Meeting ID: 823 0146 2660
*Please note in-person comments will be taken
at the scheduled meeting where noted.
Comments received via email to City Clerk
Friedrich at mfriedrich@corcoranmn.gov or via
public comment cards will also be accepted. All
email and public comment cards must be
received by the Wednesday prior to scheduled
Council meeting. For more information on options to provide
public comment visit:
www.corcoranmn.gov
Item 2.
1
8200 County Road 116 Corcoran, MN 55340
763-420-2288 www.corcoranmn.gov
MEMO
Meeting Date: January 3, 2024
To: City Council
From: Jay Tobin, City Administrator
Re: 2024 Goal Setting
____________________________________________________________________
The City Council held a work session facilitated by Phil Kern on January 23, 2023, to
review and update the City’s mission, vision, values, core strategies, short-term goals.
The process continued to build on strategic planning foundations established with
adoption of Mission, Values, and Core Strategies on March 11, 2021. The City Council
held work sessions building from the strategic planning foundation to develop core
strategies and short-term goals oriented toward measurable results in 2022, and again
in 2023. Staff has provided progress updates to those measurables to the core
strategies and short-term goals, most recently in June and September of 2023.
To assist in the strategic planning process for 2024, I’ve included the information
identified above, to adjust strategies and goals accordingly to confirm priorities and
establish measurables for 2024.
Staff expect the work session to go no longer than 1.5 hours.
Attachments:
2a1. Mission, Vision, Values. And Core Strategies - adopted 3.11.21
2a2. 2023 Core Strategies and Short-term Goals – adopted 2.9.23
2a3. 2023 Core Strategies and Short-term Goals – Measurables – update 6.8.23
2a4. 2023 Core Strategies and Short-term Goals – Measurables – update 9.22.23
Attachment Item: 2a1.
City of Corcoran
2023 Strategic Planning and Goal Setting Report
____________________________________________________
PROCESS
On January 23, 2023, the Corcoran City Council and Staff Leadership Team convened its annual goal setting and strategic
planning session to review progress on previous goals and establish new targets for the organization in 2023.
The process built upon the strategic planning foundations established in previous years and focused primarily on
examining the present status of the City and organization to develop a workplan for Council and staff consistent with the
Vision and Long-Term Core Strategies. The participants engaged in discussion around a series of questions to examine
the areas of strength and weakness, along with potential impacts and opportunities on the horizon. This report will
reaffirm the Vision, Long-Term Core Strategies, Mission and Values established in previous strategic planning processes
and recap the goals as outlined for 2023.
The City Council will now consider the results of the session through the process of adopting its 2023 Strategic Plan. This
report contains a summary of the session and outlines the outcomes in the form of a work plan to guide the City moving
forward.
VISION
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.
With continuity amongst the City Council and Leadership Team, the 2023 session did not focus on modifications to the
Vision Statement. The group accepted the previous work and maintained its long-term direction as previously
developed.
Corcoran Vision Statement
The City of Corcoran will become a vibrant connected community
focused around preserving its natural character and agricultural roots.
CORE STRATEGIES AND STRATEGIC OBJECTIVES
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.
Attachment Item: 2a2.
Like the Vision Statement, the core strategies and strategic objectives listed below are a product of previous strategic
planning efforts. 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 community 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
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
The mission statement is the first part of the organizational statement that 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.
Corcoran Mission Statement
The City of Corcoran will provide high quality 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
Values
Supporting the Mission of the City, previous strategic planning sessions resulted in the development and adoption of
organizational values statements. These statements are adopted values that affirm the manner in which the City
expects to perform.
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 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
The primary focus of the 2023 goal setting session was to develop a short-term goals platform and workplan to guide
the organization in the coming year. Participants were offered the opportunity to present draft goals that addressed
any of the following objectives - previous goals that had yet to be fully accomplished, 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 (1-3 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.
●Priority Goals - goals that fell short of a Council majority but were identified as a top priority by at least one
member of the Council and multiple members participating in the session or 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 Short-Term Goals
High Priority
1.Evaluate road designations and pedestrian crossings/crosswalk standards to ensure pedestrian safety
2.Review zoning around commercial and industrial, consider types of land uses, buffers, impacts
3.Deploy automatic license plate readers for use by Police/Public Safety
4.Accelerate planning and action for fire, rescue, and first responder services
5.Develop a new approach for creating park standards, design and more rapidly construct dedicated parks
6.Develop a trail maintenance plan
7.Align budget process with population growth + inflation
8.Finish the PUD project, end cookie-cutter developments
9.Identify/Plan City trail corridors, including off-road trail plan, more input/direction from Parks and Trails &
Planning Commission
Priority
10.Develop an IT architectural roadmap, integrations city-wide and department wide, such as laserfiche, muni-
code/city code, agenda parsing
11.Create a human resources road map, as we grow what positions are needed, retention program, contractual
positions, management-level staff planning
12.Reduce density in Comprehensive Plan by increasing density in multiuse, track development density
13.Consider potential for bringing planning in-house
14.Evaluating resource need and availability for internal engineering capability
15.Expand, develop an asset and fleet management need system, lifecycle, replacement, work order/ticket system
16.Continue to evaluate public facilities and land planning program
17.Update Right-of-Way ordinance
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 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 an honor to assist your team in the process
of establishing its Strategic Plan for the coming years.
Respectfully submitted,
Phil Kern
Facilitator
2022 Highest Priority Goals No Progress Some Substan. Accomplish
1. Facility/Land planning program for long-term development of
infrastructure and amenities
2. Complete Review of specific sections of the City Zoning Code
3. Review Options for infrastructure revenue increases, including
storm water utility fund
4. Park Dedication/Park needs review and updates, including mapping
of park property/Three Rivers
5. Develop a long-term financial model, including future revenue,
comp infrastructure, tax rate
6. Review code enforcement policy and impacts on staffing/budget
7. Consider current methods of communication and public
involvement
7 1
7
4 4
5 3
3 5
1 4 3
3 4
What is different today than a year ago
Continuity of the City Council, understanding each other
Better staffing position
Facing more complex issues, need to dig into things that were set in place
Greater access to state and federal projects, County level funding, state funding
Active, new population group
Better partnerships with neighboring cities, continuing to grow relationships
Evolution of the perception, reputation for consistency
Commercial/Industrial interest
Broke ground on St. Therese
New types of development can stress processes
Know how expensive water will be
What are the challenges you see coming that will impact . . .
More demand on growth
More demand on staff
Increased development yields more public input, more difficult conversations
Uncertainty - permits continue
Slow down in single-family homes
Large funding need for water and park(s)
Need to create a mechanism for funding parks
Roads! - Right-of-way ordinance, snowplowing in new developments as an example
Need for public safety pieces
Job market is tough to find people to meet staffing needs
Cost of fire services, proportional to property values instead of demand (subscriber vs. partner with
others)
Expectations of new residents different from existing/more independent residents
Demand for different park and community amenities
Growth causing greater pushback on that growth
Connectedness with trails, expectation to be walkable
Phasing of the buildout - takes time from start to finish of new neighborhoods
Highway 610, impacts on CR 30
Reactive engagement, not proactive
Positive Momentum, what are the areas that Corcoran can build on?
High skill level and passion in the organization, staffing
Retention of employees
Interest in the community, can do what we want, demand is present and we steer
Continuity in vision and long-term direction
Population increase/demand in the metro overall, have land available here closer than others
Ability to preserve natural amenities, attract people to that with stability long-term
Revenue-neutral, don’t rely on other entities money, can say no when we want
Bucking the trend in public safety, still a very safe - safest! - community
Continue to build on financial planning, studying fees, tax rate, etc.
Have a lot of open space left, learning from previous projects
Tax base diversifying, continuing to grow - interest in commercial/industrial
Staff is creative to keep costs down where possible
Downtown implementation, starting of construction
Parks and trails, Diamond Lake Regional Trail and plan for City Park (need more momentum horse trails)
What trends or potential influences could impact Corcoran in the coming years?
THC/Cannabis law changes - impacts internally (employment) and externally
Housing policy - legislation regarding development
Diversification in population
Public safety/crime in metro area spillover
Political representation - State single-party, issues that will impact the community more than others
Economic issues - interest rates, inflation, regional/national/international impacts
Supply chain impacts
Finding employees - labor market availability
Pace of change (politically) - things moving through quickly
MS4 - watershed/water quality regulations
Country Daze / community events trending with growth, volunteer challenges
Community buy-in through engagement, active participants
Desire to create/define/build our identity
Interest in downtown area, building up the area and events
Broadband upgrades to underserved areas
Impact of water, expansion of water services
Housing trends in the market, rental market picking up / opportunity for condos
Keep momentum going on gained political influence
CC S Short-Term Goal
4 1
4 1
4 1
3 4
3 3
3 3
3 1
3
3
2 4
2 4
2
2
2
2
2
2
Evaluate road designations and pedestrian crossings/crosswalk standards to ensure pedestrian safety
Review zoning around commercial and industrial, consider types of land uses, buffers, impacts
Deploy automatic license plate readers for use by Police/Public Safety
Accelerate planning and action for fire, rescue, and first responder services
Develop a new approach for creating park standards, design and more rapidly construct dedicated parks
Develop a trail maintenance plan
Align budget process with population growth + inflation
Finish the PUD project, end cookie-cutter developments
Identify/Plan City trail corridors, including off-road trail plan, more input/direction from Parks and Trails &
Planning Commission
Develop an IT architectural roadmap, integrations city-wide and department wide, such as laserfiche,
muni-code/city code, agenda parsing
Create a human resources road map, as we grow what positions are needed, retention program,
contractual positions, management-level staff planning
Reduce density in Comprehensive Plan by increasing density in multiuse, track development density
Consider potential for bringing planning in-house
Evaluating resource need and availability for internal engineering capability
Expand, develop an asset and fleet management need system, lifecycle, replacement, work order/ticket
system
Continue to evaluate public facilities and land planning program
Update Right-of-Way ordinance
CC S Short-Term Goal
1
1
1
1
1
1
Consider changes to public notice policy, increasing the distance for notice and sooner-than-prelim
Finish open space park near Ravinia Development
Reviewing policies, including RFP policy, for consistency, consistent and not contradictory language
between emp groups
Take ownership of roads and trails sooner from new developments
Updating underlying zoning districts
Establish a street light policy as we develop new neighborhoods
Update the sign ordinance for community events
Increase involvement and engagement of commercial and industrial land owners
Research and pilot an electric squad car
Incentivize bee lawns and drought tolerant plantings, conservation of water
Verifying and ensuring consistency with our Comp Plan, planning
Incentives for condos instead of rentals
Creating a community engagement fund
More specifics/identify property for future parks
Designate Corcoran a food-focused innovation district
Seek donations for park master plan or other identified parks goals
Proactively plan future park amenities, develop long-term needs
Explore parking requirements to create additional greenspace
Page 1 of 4
2023 City of Corcoran Core Strategies, Short-Term Goals, and Measurables
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.Identify/Plan City trail
corridors, including off-
road trail plan, more
input/direction from
Parks and Trails &
Planning Commission.
Measurables
1.Create a map of existing
trails that can be utilized
for reviewing future trails
by 4th quarter.
Status Update – September
22
1.Map creation has begun
in coordination with the
trail maintenance
program.
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 a new
approach for creating
park standards, design
and more rapidly
construct dedicated
parks.
2.Develop a trail
maintenance plan.
Measurables
1.Hire an engineering
consultant to assist in
outlining processes for
park creation and
construction which can
be utilized to develop
City Park and dedicated
parks.
Status Update – September
22
1.RFQ for Park Design
Services is out and
interviews are
anticipated on October
10th
2.Need to schedule a
Work Session when the
Attachment Item: 2a4.
Page 2 of 4
2.Meet with the Parks and
Trails Commission in a
work session to outline a
park standards
document.
3.Create a plan for trail
maintenance to bring
forward to the Parks and
Trails Commission by
the end of the 2nd
quarter.
4.Bring the trail
maintenance plan
forward to the Council
for review by the end of
the 3rd quarter.
Park Consultant is
brought on board.
3.Staff has met to outline
a draft and the trail
maintenance policy was
brought to Parks and
Trails Commission in
July and staff was
provided feedback to
incorporate in the final
draft.
4.A final draft of the trail
maintenance policy will
be brought to the
Council in October.
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.Evaluate road
designations and
pedestrian
crossings/crosswalk
standards to ensure
pedestrian safety.
2.Deploy automatic
license plate readers for
use by Police/Public
Safety.
3.Accelerate planning and
action for fire, rescue,
and first responder
services.
Measurables
1.Host a work session to
understand desires for
pedestrian
crossing/crosswalk
standards by the end of
2nd Quarter.
2.Create a financial and
deployment plan for
automatic license plate
readers.
3.Complete two action
steps within phase one
of the Fire Service
Action Plan.
Status Update – September
22
1.Held a work session on
March 9 and are
reviewing a draft policy
on June 8.
2.Staff has begun work on
the financial and
deployment plan. A work
session will be
scheduled in the 4th
Quarter.
3.Staff will be working on
the action steps.
Page 3 of 4
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.Review zoning around
commercial and
industrial, consider types
of land uses, buffers,
impacts.
2.Finish the PUD project,
end cookie-cutter
developments.
Measurables
1.Approve an ordinance
update work plan related
to underlying zoning for
commercial and
industrial land uses by
end of 3rd Quarter.
2.Incorporate feedback
from the Joint Work
Session; bring back a
draft for review by the
end of 2nd Quarter.
Status Update – September
22
1.Staff met with Council
on September 14th to
being to develop a
workplan.
2.Adopted the PUD
Ordinance Amendment
at the May 25 meeting.
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.Align budget process
with population growth +
inflation
Measurables
1.Draft the 2024 budget to
meet the goal of
equaling growth and
inflation.
Status Update – September
22
1.Staff drafted the 2024
preliminary budget with
this philosophy in mind
The General Fund
Budget increased by
10.7% lower than the
7.4% population
increase and inflation
6% (as of 2/2023 from
Bureau of Labor
Statistics) The total levy
with debt service in
Page 4 of 4
increase was 17.1%