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HomeMy WebLinkAbout2006-115 Council ResolutionCouncil MemberReine4 introduced the following resolution and moved its adoption: CITY OF LINO LAKES COUNTY OF ANOKA RESOLUTION NO. 06 -115 ACCEPTING A PROPOSAL AND CONTRACT FOR A COMMUNITY VISIONING PROJECT WHEREAS, the Lino Lakes City Council is committed to undertaking a community visioning project; and WHEREAS, the City received two proposals for implementing the community visioning project and directed staff to negotiate a contract with Neu & Company that included a cap on project costs; and WHEREAS, Neu & Company has submitted a revised proposal and budget for implementation of a community visioning process; and NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF LINO LAKES, MINNESOTA: That the City Council hereby accepts the Revised Proposal for a Community Visioning Project for the City of Lino Lakes submitted by Neu & Company (attached hereto as Exhibit A) and directs that the proper city staff be authorized to negotiate a contract to implement said project. Adopted by the Council of the City of Lino Lakes this 10th day of July, 2006. ne Bartell Cit Jerk The motion for the adoption of the foregoing resolution was duly seconded by Council Member Sit, H-2 and upon vote being taken thereon, the following voted in favor thereof: Tjeina , S+011-1, b'I)ennell, Bt9eso <1 The following voted against same: • • • • STAFF ORIGINATOR: MEETING DATE: TOPIC VOTE REQUIRED: BACKGROUND: AGENDA ITEM 3 //4" Gordon Heitke, City Administrator July 10, 2006 Consider Resolution No. 06 -115, Approving a proposal and contract for a community visioning project Simple Majority (3/5 Vote Required) The City Council committed to undertaking a community visioning project in its 2006 goals and provided funding for the project in the 2006 budget. The visioning project follows the recently completed community survey as a second step leading to an update of the city's comprehensive plan. At a work session on June 5, 2006 the Council reviewed proposals to undertake the visioning process and directed staff to move forward and to negotiate a contract with Neu & Community based on the community approach of that proposal. The Council added a requirement that the cost of the project be capped at $30,000. Neu & Company has submitted the attached Revised Proposal for a Community Visioning Project. The revised proposal includes a cap of $30,000 on payments to Neu & Company. Staff is recommending that the Council accept the revised proposal and authorize the proper city staff to execute a contract for the project. OPTIONS: 1. Approve Resolution No. 06 -115, accepting a revised proposal for a community visioning project received from Neu & Company and authorize execution of a contract for said project; 2. Deny approval of Resolution • 11131111 • 0 COMPANY REVISED PROPOSAL for a COMMUNITY VISIONING PROJECT for the Submitted by Carl H. Neu, Jr. Neu and Company Lakewood, Colorado July 3, 2006 ©Neu and Company and the Center for the Future of Local GovernanceTM, 2006 REVISED PROPOSAL for a COMMUNITY VISIONING PROJECT for the City of Lino Lakes Submitted by Carl H. Neu, Jr. Neu and Company Lakewood, Colorado July 3, 2006 I. INTRODUCTION All cities including Lino Lakes progress over time through a series of evolutionary phases as they grow, develop and define themselves more fully. Lino Lakes, in broad terms, has experienced three evolutionary phases: start -up (1857 to 1956 beginning with a population of under 300 and concluding with the incorporation of Lino Lakes); transition from a rural village to a growing city (1955 -1995 with the city's population growing from 1,800 to 13,100); and vision - based planned growth (1995 -2005; starting with the 20/20 Community Visioning Process — a citizen created guide to Lino Lakes' Future. This 10 -year phase culminated in a highly complimentary 2005 Quality of Life Study in which citizens expressed high levels of satisfaction with the progress the community has achieved, gave testimony to their belief "the city is on the right track ", and defined issues of importance for consideration on what the next phase of the city's evolution should seek to address and be. Lino Lakes now is at the threshold of its next period of growth, development and defining more clearly the nature and quality of the community it wants to be as it progresses over the next 20 -25 years toward build -out and maturity. The community, as stated in the Mayor's Corner of Lino Lakes News (Summer 2006), now intends to revisit and update its vision, and accompanying strategic plan, that will guide the community's efforts toward becoming the Lino Lakes of the future. This proposal outlines a Community Visioning Effort to build upon the progress made during the last ten years, the information provided by the 2005 Quality of 2 • • • Life Survey, and the community's desire for a high - quality future for Lino Lakes. The Community Visioning Effort will provide a vision and plan that will lead Lino Lakes over the next 20+ years into the future it desires. The year 2030 is the visioning and planning horizon established by the Metropolitan Council for many communities as they update their comprehensive plans. II. COMMUNITY VISIONING - — What is it; Why do it; What Benefit does it Provide to the Community? Communities are future seeking. But first, they must be able to imagine and decide what they want the future to be. Secondly, they must decide how they are going to make this desired future become a reality. Strategic leadership is a process that brings people together to think about the future, create a vision, and invent ways to make this future happen through determination, community teamwork, and disciplined actions. It is the primary function of leadership — making things happen that would not happen otherwise and preventing things from happening that might occur ordinarily. It is getting people to work together to achieve common goals and aspirations; to transform visions into reality. The Community Vision document is a record of what people think — a broad blueprint for positive change that defines a vision and key outcomes that must occur to attain this vision. Other implementation efforts and plans such as the comprehensive land use plan, financial plans, and development and redevelopment plans are policy and decision making tools that assist the city council, and administration in achieving the vision. A strategic leadership perspective and plan will challenge and stretch the community's imagination in defining what is possible and test its will to commit to a great and exciting, rather than "good enough" future. The strategic plan will forge and sustain the critical partnerships and relationships that will translate the strategic plan a reality. This Strategic Plan is a compass — a dynamic and continuous process about how a community sees, thinks about, and creates, through decisive and resolute leadership and management commitment and actions, the future it desires. It defines the long -term "big picture" framework within which all policy, fiscal, administrative, and tactical decisions need to occur. It focuses the City Council and the entire community on defining Ends and Results to be achieved and the management team on the Means necessary to achieve those Ends and Results. It does the same for the leadership and administrative elements of all other entities and community partners who have a role to play and a stake in the successful implementation of the vision and strategic plan. A community's Strategic Plan should be reviewed and updated at least every five years to ensure its currency and the continued involvement of the entire community in defining and achieving Lino Lakes' future. 3 • • For Lino Lakes, the Community Visioning Process will be the second element in a three -step community leadership process that engages the public actively in defining the future desired for the City and creating the policy tools to ensure that the vision is translated into positive actions, and the vision into reality. The three steps in the community leadership process are the Quality of Life Survey, the Community Visioning Process and creation and adoption of an updated Comprehensive Plan and accompanying zoning ordinances, to guide Lino Lake's future development toward becoming the community citizens prefer. III. The Community Visioning — Strategic Planning Process (Lino Lakes) A. Community Visioning — a people oriented process. Community visioning is a process in which people who live, work in and care about their community come together in informal welcoming settings to discuss and determine the future direction of their city. People gather together (community) to explore the possibilities of the future and their aspirations and desires for what they want their community to be. They also explore how to best address and achieve their aspirations in a reasoned and strategic manner. The "visioning" or long -term strategic planning process focuses on "community building" and creates the productive relationships, understanding of issues, and framework within which the citizens, community leaders, and city's operations function as a partnership as they move together into the future. Goals are determined, surprises are anticipated, uncertainties are addressed, the "what -if's" are played out, the realities of what it takes in terms of resources and commitments to make the city we desire become a reality are defined straight forwardly and objectively, and action steps and critical partnerships are created. It is the collective recognition that the future of real communities is to be defined, achieved, managed and sustained with intent, commitment and demonstrated stewardship. Lino Lakes in 1995 started this process; it now continues its commitment to guide the community to the quality it desires in the future. B. Proposed Objectives Upon completion of this process, the City of Lino Lakes, both as a vibrant community and a municipal organization, will have: 1. committed to continuing the public /community -based visioning process started in 1995. 2. created a community vision inclusive of citizen and stakeholder perspectives and values about the future of the City of Lino Lakes. • 3. identified the Strategic Focus Areas or Vision Elements which must be addressed from a strategic leadership perspective and commitment if the vision is to be planned and managed toward reality. 4. built the sense of partnership and stewardship throughout the community necessary to sustain commitment to the community vision and successful implementation of the future and the accompanying strategic plan. 5. prepared a visioning document and strategic plan for citizen evaluation, feedback, and implied approval. 6. linked the strategic plan into the leadership, comprehensive planning, policy setting, management, and resource generation and allocation processes for the city and other entities and institutions who will be critical alliance partners with the city in achieving the community vision and implementing the strategic plan. 7. established a process such as the Quality of Life Survey, by which the community, city, and its alliance partners can evaluate progress made, update the plan, and maintain its vitality as the means by which the community participates in defining and achieving its future. C. Projected Benefits of the Community Visioning Process 1. It provides another opportunity starting with the Quality of Life Survey, for the citizens of Lino Lakes, and especially that 40% of the population that moved into the community since 1995/96 and who now also has a major stake in the quality of Lino Lakes, to express what they want, value and will work to achieve for the future. 2. It provides an opportunity to reflect objectively on the community's history and generate ideas for the future. 3. It builds a strong citizen -city council partnership. 4. It gives the community and its municipal government, a long -term perspective for decision making and budgeting. 5. It gives the community, city, and the council a framework for goal setting, establishing priorities, and setting policy. 6. It allows people to dream and look into the future. 7. It allows people to experience an adventure of discovery and possibilities for the City's future. 8. It advances the community's leadership perspective toward long- term managed, sustainable growth that protects what people value; i.e., location, rural setting and quality neighborhoods. It also focuses on attaining the future development people desire. 9. It builds up and expands the "reservoir of good will" achieved within the city over the last ten years. D. Key Steps in the Process 1. Selection of a citizen volunteer steering committee representative of the community to guide the entire process. The selection is usually done by the city council, sponsor of the Community Visioning Project. 2. Establishment of a comprehensive community relations process to ensure community awareness of the Community Visioning Process and to invite active community participation in the overall process. 3. Assembling the "inventory and analysis" information and parameters necessary for citizens participating in the visioning and comprehensive plan update processes to make informed, realistic, and attainable decisions and recommendations pertaining to the future they desire for Lino Lakes. 4. Use of focus groups, community meetings, and community surveys to identify issues to be addressed in the strategic planning process. 5. Compiling of the issues to be addressed in the strategic planning process and communicating this information to the community as a stimulus for further community involvement and participation. 6. Establishment of citizen task forces to develop goals and action strategies for addressing each of the key issues to be considered in the visioning and strategic planning process. 7. Presentation of the recommendations of the task forces to the community for response and further citizen input. 8. Preparation of a draft community vision and strategic planning document for consideration by the various "partners" in the 6 community who will have an essential role in the implementation • of the strategic plan. 9. Adoption of the community vision and strategic plan by the community and City Council as a guide to the city's future. 10. Initiation of a process to ensure effective long -term management of the implementation elements essential to the plan. E. Role of the Facilitator - Consultant The Facilitator - Consultant will provide the following services: 1. assist the city in developing the Visioning and Strategic Planning process and accompanying public information/communications plans to maximize citizen participation via various means in the process. 2. assist the city to achieve the fullest public outreach possible to ensure inclusion of all groups, especially underrepresented groups, and their perspectives in the process. 3. provide guidance on selection of a Visioning- Strategic Planning 0 Steering Committee, project coordinator, and task force members. 4. design and conduct an orientation session for the Visioning- Strategic Planning Steering Committee and task force members. 5. design and facilitate, with city staff and task force members, public Community Visioning forums. 6. consolidate the qualitative information obtained from these Community Visioning forums and assist the task forces in developing appropriate approaches to validate statistically that qualitative information. 7. define, with the task forces, the emergent vision and the Strategic Focus Areas or Vision Elements that must be addressed from a strategic perspective. 8. assess, with the task force, the City's and community's "strengths and weaknesses" (SWOT) relative to each Strategic Focus Area to be addressed. • • • 9. prepare, and present, with the task forces, a draft vision statement and strategic plan to the community for evaluation, recommendations and feedback. 10. develop, with the steering committee and task forces, the final Community Vision Statement and Strategic Plan. 11. assist the city and other key alliance partners in linking the Community Vision and Strategic Plan to their organizations and the contributions expected from each toward the successful implementation of the plan. F. The Role of the City in the Process. 1. initiate and sponsor a community -wide visioning and strategic planning process as one of the sponsors of the strategic planning process. 2. to provide leadership support and funding. 3. approve a project coordinator to work with the facilitator - consultant. 4. to provide information and other data that may be required by the task forces in evaluating the issues to be addressed in the strategic planning process. 5. provide clerical and staff support to the steering committee and task forces. 6. assist in locating/providing facilities for required meetings. 7. become a critical partner in the implementation process. • COMMUNITY VISIONING - STRATEGIC PLANNING PROCESS DEVELOPMENT SUMMARY Establish Steering Engage Community Schools Citizen Hot Line Identify Issues Community Forums and Input Website Community Surveys Town Hall Meetings Submit List of Issues to Steering Committee Selection of Issue Task Forces Task Forces Community Forums Study Issues Identified Citizen Input Speakers' Circuit Distribute Copies — Media, Newsletters Draft Report Neighborhood Meetings Compile Comments Identify Resources Publish and Distribute to \ Community Annual Review Final VISION - STRATEGIC PLANNING Document Implementation 9 • • • IV. Projected Facilitator - Consultant Scope of Services and Estimated Charges A. City of Lino Lakes, Minnesota Community Visioning and Strategic Planning Process Proposed Scope of Services, Schedule, and Projected Charges 10 Service/Key Action Steps Proposed Schedule Projected Cost for Consultant Services 1. Develop with City, a detailed Visioning - Strategic Plan Work Plan including accompanying public information /outcomes /communications plan and coordination with survey and Comp Plan consultants. 2 days on -site: with City Council, Mayor, City Manager, and Project Coordinator $3,000.00 2. Provide guidance on selection of a Steering Committee, Visioning- Strategic Planning Coordinator and task force members. Part of the 1+ day on- site visit listed in Item 1 above. Part of Item 1. 3. Promote Community Visioning Forums To be determined No consulting time — done by city 4. Design, conduct, and summarize results from Community Visioning Forums (Recommend 2 -3 evening meetings and 1 -2 daytime meetings for this community. Each meeting lasts 2 to 3 hours) (3 -1/2 days on -site for facilitating meetings and preparation of summary results) $5,250.00 5. Design- conduct orientation session for Visioning Committee Task Forces and supporting city -staff members. 1 day on -site training- orientation session; '/ day preparation) $2,250.00 10 • • • 6. Define with Task Forces: • Emerging Community Vision • Strategic Focus Areas ( "areas of interest ") to be addressed and selection of sub - groups to address next Strategic Focus Areas. • Assessment (SWOT) process to be used to develop Strategic Plan component for each Strategic Focus Area. • Define what other survey tool is needed and process for creating. (1 day on -site to include meeting with Task Forces and supporting City Staff) 1 day preparation $3,000.00 7. Strategic Focus Area work groups complete assessment of and strategic plan recommendations for assigned topics. 1 day on -site Each work group will establish own work schedule and meeting times. $1,500.00 8. Prepare and submit draft Vision Statement and Strategic Plan to Community for evaluation and feedback. (Suggest same arrangement of meetings used in Step 4. Each meeting lasts 2 -1/2 hours) 3 Consulting Days $4,500.00 9. Prepare final Vision Statement and accompanying Strategic Plan for submission to, and adoption by, City Council. (Incorporate into a council study session. 1 Consultant day) $1,500.00 10. Workshop with City Council, City Staff, community leaders and alliance partners (Stakeholders in ensuring successful implementation of Community Vision and Strategic Plan). 1 Day on -site workshop. 1 Day preparation (Suggest consolidate with Step 9 for one trip) $3,000.00 11. Final debriefing with Mayor, City Manager and Key Staff in "Keeping the Process Alive "). '/2 day on -site conference. (Schedule with items 9 and 10) N/C 11 • • • Summary of Estimated Charges: • 16 days of consulting/facilitation services at $1500.00/Day $24,000.00 • 6 trips to City of Lino Lakes $ 4,200.00 • Clerical support charges $ 1,500.00 • Orientation workshop materials $ 300.00 Total Estimated Charges $30,000.00 12 • V. Estimated Other Project Costs Associated with City Activities Supporting the Process: • • • Publicity - mailings, etc. $2,000.00 • Facilities for meeting Donated or available • Refreshments for Community Forums $ 400.00 (Possibly donated) • Printing and distribution of drafted final plans $1,000.00 • Miscellaneous other items such as office Supplies, etc. $ 350.00 Total $3,750.00 13 • • • VI. References and Sample Reports A. References Specific references pertaining to Community Visioning- Strategic Planning Projects include: 1. City of Prior Lake, MN Jack Haugen, Mayor Frank Boyles, City Manager 952- 447 -4230 2. City of North Las Vegas, NV Gregory Rose, City Manager Michelle Bailey - Hedgepeth, Manager of Strategic Planning 702 - 633 -1178 3. Town of Windsor, CO Rod Wensing, Town Manager 970 - 686 -7476 B. Sample Reports Included with this proposal are copies of recently prepared Community Visioning- Strategic Planning documents for the three cities referenced above. VII. Vita — Carl H. Neu, Jr. Principal Consultant, Neu and Company, and for the Lino Lakes Project. 14 • • • CARL NEU Carl Neu Carl Neu, author and consultant, is recognized nationally as an authority on, and an experienced practitioner of, the theory and application of governance and leadership to city councils and county boards, local government managers, and community leaders. Carl has worked with over 500 local government entities, state and national municipal and county associations since 1976. Additionally, he is an experienced government official having served on the Lakewood, Colorado, city council and as chair of the city's charter commission. He currently serves as president of the Lakewood Public Building Authority. Carl's teaching affiliations include having been a lecturer at the University of Colorado's Graduate School of Public Affairs, a faculty member at its Center for the Improvement of Public Management, and a faculty member for the Rocky Mountain Institute for Public Officials. He also served as a faculty member for the University of Arizona's Local Government Leadership Institute. Carl's professional expertise focuses on development of those strategic leadership, policy development, long -range planning and teamwork skills required of elected and appointed local government officials and community leaders. These skills are necessary for effective performance in dealing with the forces and popular trends that are redefining government and governance, especially at the local level. He is a graduate of the Massachusetts Institute of Technology, and has an M.B.A. from Harvard University. Neu & Company Neu & Company provides consultation services, workshops and conferences, and professional programs to improve the leadership and service delivery performance of local governments, and the professional skills of their policy - making boards, executives, and employees. The Center for the Future of Local GovernanceTM This division of Neu and Company focuses on the development and dissemination of those strategic leadership, policy development, long -range planning and teamwork concepts and application techniques that can "awaken the best" in elected and appointed local government officials and community leaders. These insights and skills are necessary for effective performance in dealing with the forces and popular trends that are redefining government and governance, especially at the local level, during the 21st Century. 15