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HomeMy WebLinkAboutWK November 13, 2001 CITY OF ANDOVER , 1685 CROSSTOWN BOULEVARD N.W. . ANDOVER, MINNESOTA 55304. (763) 755-5100 j FAX (763) 755-8923. WWW.C1.ANDOVER.MN.US Special City Council Workshop, Tuesday, November 13,2001 Conference Room A Call to Order - 7:00 PM 1. Strategic Planning, Continued 2. Adjournment J , CITY OF ANDOVER / 1685 CROSSTOWN BOULEVARD N.W. . ANDOVER, MINNESOTA 55304 . (763) 755-5100 FAX (763) 755-8923. WWW.CI.ANDOVER.MN.US TO: Mayor and Councilmembers FROM: John Erar, City Administrator SUBJECT: Strategic Planning - Council Workshop Outcomes DATE: November 13,2001 INTRODUCTION At a Council workshop held on June 13, 2001, Council held a strategic planning session to discuss, affirm and/or amend internal and external goals that were previously discussed on March 8, 1999. At the September 4,2001 Council meeting, a staff report was presented to Council for approval. After preliminary discussions, Council expressed the desire to further review and discuss action steps, and subsequently approved the scheduling of a Council workshop for Tuesday, November 13,2001. I This staff report summarizes the outcomes of the workshop with respect to the discussions held and identifies additional actions Council may wish to take with regards to strategic planning Issues. DISCUSSION HIGHEST PRIORITY EXTERNAL GOALS Goal # 1 To Prudentl Mana e the Ci 's Growth Status . Through the continued development and implementation of the Development Policy Guideline limiting the amount of urban development to come on line each year, the City has effectively managed growth. . Efforts are continually being made to improve communication and convey to prospective developers the City's development policy guidelines and associated development time frames. A good example of this is the 2002/2003 property ownerldeveloper meeting on April 30, 2001. . The completion and acceptance of the 2020 Comprehensive Plan will be an important growth management tool for City policy makers. A recent Council workshop held on October 23,2001 indicated the need to address additional Met Council comments and resulted in Council requesting a 60 day extension from the Met Council. Staff is in the process of responding to these issues, and a Council workshop will need to be scheduled in December to finalize the 2020 Comp Plan. . Continued review of existin olicies to ensure a ro riateness with chan in \ development dynamics. Workshop Council identified the following additional issues , Comments a) Provide adequate staffing levels to maintain the City's physical infrastructure b) Preserve, maintain and create additional environmental resources c) Transportation Planning - (Begin the process) Council has approved moving forward with an RFP that will be brought back for specific Council approval. (At the November 6, 2001 Council meeting, a Transportation RFP was approved by Council. It is anticipated that the process will take between 12-18 months.) d) Focus on Life-Cycle Housing opportunities within the community. Goal #2 To Enhance Communication with the Public Status . The City uses a number of different communication channels including a monthly newsletter, City website and public access channel. . City staff will be exploring ways to enhance the City's website over the next several months. For example, adding fonns, handouts and other miscellaneous customer infonnation. . To promote effective Customer Service policies through employee training and continued educational opportunities . To improve multi-media presentation capabilities and voice transmission quality within the Council Chambers. . Prepared a brochure for citizen participation at Council meetings and Public hearings. . In the process of preparing a Customer Service brochure identifying public service standards and goals. Workshop Action Item: Council indicated a desire to look at new ideas for public communications. A Comments sub-committee would be fonned and include Mayor Gamache and CM Jacobson. Staff support for this effort is proposed to include City Clerk Vicki V olk and Engineering SecretarylNewsletter Coordinator Rhonda Anderson. Goal #3 To Develop and Update the City's Capital Improvement Program Status The City is currently working to produce a Five Year Capital Plan that will identify proposed capital projects for each of the next five years. Completion of this goal should be achieved by November of this year. A draft plan will be submitted to Council for review and approval. Workshop In process. A draft CIP will be presented to Council in late October-early November. Comments (The preliminary 2002-06 CIP was presented to Council at the November 6, 2001 Council meeting). Goal #4 To Broaden the City's Tax Base Through Increased Industrial and Commercial Development Status . The development of Andover Station and the continued marketing of the area has produced new commercial business including, The Courtyards of Andover, 1st Regions Bank, Pine Ridge Pet Care Center, Northwest Commercial Office/Warehouse Building and a number of other officelwarehouse building south ofthe Andover Cinema. . The acquisition of Anoka Auto Wrecking on the north side of Bunker Lake Boulevard marks the removal of the last of eight recycling yards in the City. . The future development of the area north of Bunker and west of Hanson Boulevard will continue to broaden the City's tax base. -- Workshop Andover Station Purchase Agreement with United Properties has been agreed upon by the Comments EDA. United Property has indicated their willingness to sign the document. Target dates \ have been set, development should occur along agreed upon time lines. / (United Properties has signed the development agreement. City staff is working on design standards for Andover Station. Will continue to monitor development activities by United Properties and keep Council informed.) Goal #5 To Develop a Long-Term Transportation Plan Status Additional discussion will need to occur regarding this item. The backbone of the city's transportation system is the County highway system. The county does have a long range studylplan for their system. The parameters of a city transportation plan will need to be identified in order to move forward with this study/plan. The process of developing a long-term transportation plan is generally conducted through a separate review process involving Council and appropriate staff. It may include the use of a facilitator, and professional consultants to develop an initial draft plan. Scheduling public information meetings with the community to receive feedback on recommended transportation components would be required. As road expansions and long-term route designations will have implications to City residents, it would be appropriate to include residents in the process. Workshop Council approved the Transportation Plan RFP at the November 6, 2001 Council meeting. Comments Goal #6 To Effectively Balance the Services that the City Provides with Available Resources / Status . The City will be looking for opportunities to implement user fees for services that generally benefit a specific or limited segment of the City's residentiaVcustomer base. It is generally held by most municipalities that services provided and received by a select group of users/customers should not be underwritten through the general tax levy. . Implemented a new budgeting model in the development of the 2002 Budget leading to greater department participation and recognition of service costs. The budget model will continue to migrate to cost center accounting practices to more fully recognize specific service related costs. Council has reviewed and adopted the Proposed 2002 Budget. . Adoption of formal Financial Policies . The development of a five year Capital Improvement Plan will identify both sources and uses ofproject funding. Prioritization of projects will be a critical element in project scheduling. . The introduction of a separate Capital Project Levy to fund capital outlays and to build a capital reserve fund to avoid levy spikes and ensure a consistent, and specifically earmarked revenue source. . To promote the use of technology to increase staff efficiency and reduce unnecessary labor intensive costs. . To look at opportunities to realign and restructure the organization to streamline unnecessary duplication, reduce overly bureaucratic procedures and improve interdepartmental communications. Workshop Council had the following comments: Comments a) Water Treatment Plant - Planning for this facility is moving forward. An RFP has been transmitted to potential firms. A staff report was prepared for Council and identified the process the City would use in appointing a qualified firm. Issues under review include the type of plant system that Andover would use. Eminent Domain acquisition has been initiated. A rate study supporting the issuance of G.O. Revenue Bonds is in process. (Council approved the Water Rate Study at their 11/6 Council meeting and appointed Bolton & Menck as consulting engineers on the project. Land has been acquired Design work is in process.) b) Address issues associated with an Aging Housing Stock - Further direction from Council on potential programming will be necessary. c) Increased Demands for Recreational Services - A community survey is in the process of being prepared to measure the level of citizen satisfaction with community recreational services. (Community survey has been completed An executive summary will be presented to Council at the Nov. 20 Council meeting) OTHER GOALS AS IDENTIFIED BY COUNCIL Organizational Workshop a) Roles and Relationships of City Commissions Comments b) Provide Efficient and Effective City Services Planning Workshop a) Retention of Commercial Base Comments b) Long Range Vision for Recreation in the Community Legislative Challenges Workshop a) Increased Contact with State/County and School Representatives Comments b) Define the Council's Legislative Goals; What does Council want to achieve... I HIGHEST PRIORITY INTERNAL GOALS Goal #1 The need to improve communication between the Council and staff Status . Keeping communication lines open and consistent have been facilitated through the use of weekly Management Reports. . The introduction of a new standardized memorandum format for Council agenda should also provide Council with a more efficient way of reading staff reports. . Scheduling an Annual Goal-setting Workshop with Council will afford additional opportunities to share ideas, thoughts and concerns. . Adopting policies that articulate specific communication protocols between Council, the administrator and City departments . A new Zoning Code report has been created to provide Council with a monthly activity report. The first report was provided to Council at the Nov. 6, 2001 Council meeting. . Brochures have been prepared for citizen participation at Council meetings and Public Hearings. Workshop a) Weekly Management Reports provide Council with a comprehensive Comments summary of City department activities b) New standardized staff report format is in place c) A Council Goal-Setting Workshop has been re-scheduled for early 2002. -- - d) Council has adopted several new policies on communication protocols. Policies have been distributed ci -wide. \ Goal #2 The need to recruit, retain and develo hi h ualit em 10 ees Status Management practices, policies and programs will be updated and refined to promote the retention of existing staff, the recruitment of high quality candidates and the continued development of staff in the areas of building skills and leadership through training, education and professional development opportunities. With the addition of a Human Resources Manager, the City will be in a better position to effectuate changes in support of these key objectives. As the City continues to grow in terms of complexity, service population and work- load, employee performance programs will need to be implemented; customer service policies will need to be decentralized; and compensation and benefit packages will need to be enhanced to ensure competitiveness with similarly sized communities to attract and retain talented, hi h ualit staff. Workshop Efforts will continue to be made in these key areas. The appointment of a HR Comments Manager identified above at the June 13th Council workshop was approved by Council on August 6, 2001. The Proposed 2002 Budget includes funding for a market study, a new pay for performance program and continued funding for employee appreciation activities. Goal #3 The need to establish rules that will result in more efficient Council meetin s: , Status With respect to Council procedures, I would like to explore the adoption of Council By-Laws that address the following issues: 1) Citizen Participation policies; 2) Revise the Council Agenda to better define and categorize Council agenda items; 3) Identify and clarify Council procedures with respect to gaining efficiency and economy in the discussion of agenda business items; and 4) Promote the enforcement of rules of order that allow the presiding officer (Mayor) to more effectively move business items to closure and voting. If Council concurs with this concept, my office will draft the necessary provisions for Council review and ado tion. Council ado ted Citizen Partici ation olicies. Workshop A meeting was held with Mayor Gamache to discuss potential changes in Council Comments procedures and agenda format. Goal #4 The need to rovide a ositive work environment for Ci staff Status Feedback from City departments suggest that a positive work environment currently exists. Promoting participation, teamwork and professional standards of conduct will continue to su ort this ob' ective. Workshop A staff team-building session was scheduled to discuss team management concepts, Comments improve communications, better define managerial expectations and identify ways to build stronger working relationships. Follow-up meetings will be held to keep communication lines 0 en. wo sta team-buildin sessions have been held with , the management team leading to a greater understanding of managerial expectations and standards, along with improved communications and working : relationships. Council and the administrator also participated in a team-building session facilitated by Jim Brimeyer.) Goal #5 The need to more effectively utilize the resources of the City's Commissions and advisory committees. Status Continue to hold joint meetings with City commissions; promote training and educational opportunities for appointed members of City commissions; Adopt policies that clarify how Council will receive, interpret and act on recommendations from City commissions, advisory committees and City staff. While the very nature of advisory commissions and committee are to assist Council in the decision-making process by studying specific issues and providing "advisory" recommendations to Council, Council should clearly communicate its prerogative in policy matters in a manner that is constructive, supportive and encouraging to its advisory commissions/committees, yet assures that Council, as the elected body, reserves its rights to make independent decisions. Meeting with each commission is an important tool in clarifying expectations and keeping communication lines open. Prefacing Council actions that may be contrary to commission/committee recommendations with specific reasons or facts would be helpful to promote respectful and non-adversarial working relationships. , , Look at scheduling an annual City Commission appreciation dinner to recognize volunteers who give of their time and talents. Workshop Funding is provided in the Proposed 2002 Budget to allow for additional Comments educational opportunities for City Commission appointees. The development of policies to more clearly describe commission roles and responsibilities will be addressed over the next several months and will be brought back to Council for workshop review. Funding for an annual Commission appreciation dinner did not make the final prioritization list for the proposed 2002 Budget. Council may wish to elevate this to higher priority for contingency funding in 2002. Other MissionlValue Statements (Attachment G) Goals In addition to a discussion of high priority external/internal goals, Council is respectfully requested to review, discuss and select one of the Proposed Mission Statements or, in the absence of consensus regarding one of the existing statements, develop a different City Mission Statement. The use of an approved mission statement would create a unifying vision for the City Council, City departments and a greater citizen understanding of the City's service role in the community. A mission statements could be incorporated in a variety of communication materials such as City letterhead, newsletter, public programming on cable television etc. With respect to the value statements articulated under Attachment G, Council review, modifications, if any, and approval of these statements are requested. With Council approval, the City would then use these statements to promote municipal service themes with the general public. The development of brochures that would be available at department service counters, institutionalizing service values within the organization through employee training curriculums and the placement of this infonnation on the City's website would allow the City to promote its commitment to exceptional public services. Council Approval of a City Mission Statement . The opportunity to develop a City Mission Statement could be addressed through the hiring of a professional facilitator. Council Approval a Values Statement for the City . The opportunity to develop a Values Statement could also be addressed using a professional facilitator and combined with the development of a City Mission Statement. ACTION REQUIRED Council consideration is respectfully requested in the following areas. , I) As discussed at the June 13th Council workshop, the list of challenges/opportunities . facing the City has been modified in accordance with these discussions. 2) Approve the list of Highest Priority External Goals, with the additional items as discussed by Council. 3) Approve the list of Highest Priority Internal Goals, with the additional items as discussed by Council. 4) Provide staff with direction regarding the need for a facilitated planning session leading to the development of a City Mission Statement and Values Statement for the City. In addition, a facilitated session could address issues relating to a. Develop and define a Council legislative platfonn, goals and strategies for achievement. b. Develop a better vision of what Council expects of City advisory commissions in tenns of roles, relationships, communications and mission. c. Other action items as described in this report that require additional Council direction or attention. Respectfully submitted, /i" "', t~o/:r~ ~k Erar File \ 1 CITY OF ANDOVER 1685 CROSSTOWN BOULEVARDN.W.. ANDOVER, MINNESOTA 55304. (763) 755-5100 FAX (763) 755-8923. WWW.cI.ANDOVER.MN.US TO: Mayor and Councilmembers CC: John Erar, City Administrator~ FROM: David L. Carlberg, Community Development Director SUBJECT: Code Enforcement Procedures - inoperable vehicles DATE: November 12,2001 With the recent adoption of a zoning code enforcement guideline, Planning Department Staff have been reviewing numerous violation form letters to verify conformance with the procedures set by the guidelines. Recently, while reviewing a notice for a code violation for an inoperable vehicle, it was discovered that the citation letter improperly stated the procedure to be followed as prescribed by ordinance regarding corrective action or the abatement of the vehicle. Ordinance No. 245 calls for a hearing before the City Council to order the abatement of the nuisance. The letter currently being used calls for the City Attorney to prosecute the violation if the nuisance is not abated. Past Enforcement Practices Staff has had very good success with compliance to Ordinance 245 and to date, no one has challenged the current procedure being used even though it is inconsistent with the Ordinance. Abatement Hearing Concern As indicated above, Ordinance No. 245 requires hearings before the Council to abate the nuisance. This could result in 10-15 hearings a month being brought before the Council based on Staffs estimates of current violation numbers. This number may be reduced due to the cited property owner not wanting the issue brought before the public and their neighbors. Staff Recommendation Staff will be bringing an amendment to Ordinance No. 245 to the City Council on December 4, 2001. The amendment will remove the hearing process and the order for abatement by the City Council. R/~tb- . r-- David L. Carlberg Community Development Director ~-- " . - - rVOn1: c..CXwl~ ~ D.:r~ ~ oll~", STRATEGIC PLAN GOALS AND ACTION PLANS #1 Prudently manage Andover's growth ACTION PLANS . Develop policy guidelines to limit development each year to a manageable level which can be handled by staff. ( deadline here) . Hold yearly developer meeting to review guidelines and time frames. (deadline here) . Gain approval of Comprehensive Plan by Met Council (deadline here) . Broaden the tax base through increased commercial development ( reporting deadlines here) . Develop remaining Andover Station property and area south of WOE ( reporting deadlineshere) #2 Enhance communication with the public ACTION PLANS . Upgrade monthly newsletter (deadline here) . Utilize city website (deadline here) . More fully utilize/upgrade cable television public access (deadline here) . Form sub-committee to study additional communication areas and report back to Council (deadline here) . Review and develop customer service standards (deadline here) . Develop a plan to involve citizen's input into strategic matters under consideration by the Council. (deadline here) . Survey (both monthly and yearly) to determine views of residents on a variety of City issues (deadline here) #3 Internal City improvements ACTION PLANS . Develop Capital Improvement Program (deadline here) . Develop/adopt formal finance policies (deadline here) --- , . Develop program to build capital reserves (deadline here) . Utilize technology to increase City efficiency and effectiveness (deadline here) . Consider reorganization/realignment of staff functions (deadline here) . Develop guidelines to analyze when to use non-governmental firms to deliver goods and services to citizens (deadline here) . Plan and construct water treatment plant and associated facilities to meet present and future needs (deadline here) . Develop long-term transportation plan (deadline here) . Develop City annual budget schedule and criteria each year which shows the true cost of services provided by cost center. Hold Council workshop each year to clarify issues pertaining to budgeting issues and goals prior to developing budget. (deadline here) . Develop policies which will assure users of specific city services will be paying for the service and not be underwritten through general tax levies (deadline here) . Present plan to both recognize and more fully utilize City commissions and committees for the benefit of the City. (deadline here) . Review and upgrade City personnel pOlicies (deadline here) #4 Council I Staff Issues ACTION PLANS . Provide weekly management report to Council (deadline here) . Schedule annual goal-setting workshop with Council (deadline here) . Develop formal plan to recruit, develop and retain quality employees. (deadline here) . Develop guidelines to assure staff and Council are fairly compensated for their respective jobs and responsibilities (deadline here) . Hold yearly work session to review and update the Strategic Plan (deadline here) . Hold quarterly update/team building meetings for all City employees (deadline here) . Present options to Council which would streamline Council meeting procedures and agendas (deadline here) - --- . . . Develop legislative action plan (deadline here) (NOTE) Under each action plan there still would be activities to implement each action plan. These can be no more than one statement or could be several methods used to implement the action plan. Mission Statement ( note: J am not a real fan of mission or value statements, but if Council wishes to have same, I do not see the need of hiring a facilitator to develop these items)