01-22-19 Annual Council Planning Session
ANNUAL COUNCIL PLANNING SESSION
5:30 - 6 pm Social and Dinner
6 pm Review of 2018 and Value Affirmation (review of guiding principles)
6:15 pm - Creation of Vision and Mission Statements
- Creation of 2019 Action Steps
Facilitated by Barbara Raye
9 pm Wrap-up
January 22, 2019 – 5:30 to 9 pm
Brookview
316 Brookview Parkway
Executive Summary
Annual Council Planning Session
January 22, 2019
Prepared By
Tim Cruikshank, City Manager
Summary
The objective of the meeting Tuesday night, through interactive discussion led by Barbara Raye, is
to finalize:
1 ‐ City Council Values (re‐create)
2 ‐ City Vision Statement (create)
3 ‐ City Mission Statement (create)
4 ‐ Council Organizational Priorities (4 remain, create a 5th)
5 ‐ Prioritization of Council Action Steps ‐ This will be accomplished through a series of Council
and staff votes, real time, using technology that will be available Tuesday night. Clear and
simple instructions will be given that should result in a fun and productive outcome.
To assist with the process and for time management purposes, staff has aggregated all of the
information submitted and has created working proposals as a starting point in all of these areas
(except the Action Steps). Please review the presentation thoroughly and come prepared to
contribute to the end product.
PLEASE BRING YOUR TABLET.
Attachment
PowerPoint Presentation
“Leadership is the capacity to translate vision into reality.”
–Warren Bennis
2019 Annual
Council Planning Session
A Sampling Of
2018 Accomplishments
Constructed public improvements at the Hwy 55 West redevelopment area.
Hwy 55 West
Completed street reconstruction projects on Plymouth Rd and the 2018 PMP area.
Plymouth Rd 2018 PMP
Worked with CenterPoint Energy to complete the Golden Valley Rd Belt Line.
CenterPoint Belt Line Project
5200 Wayzata Blvd
Senior building with 68 assisted living units and 30 memory care units to be
located just west of the Talo Apartments (under construction)
Global Point Senior
NW quadrant of Hwy 100 & I-394
303-unit apartment and 107-unit senior assisted living (now open)
Tal0
SW corner of Xenia Ave & Golden Hills Dr
Five-story, 372-unit, market rate apartment (under construction)
The Xenia
SW quadrant of I-394 & Hwy 100
Mixed-use development straddling the St Louis Park/Golden Valley border with
363 market rate and scattered affordable units, hotel, two office towers,
underground parking, and a park between buildings (under construction)
Central Park West
NE quadrant of Hwy 169 & Hwy 55
96-unit senior complex (partial-assisted living) and Schuett Company
headquarters (construction under way)
Schuett Senior Living Complex
8806 7th Avenue North
Golden Valley’s first brewery/taproom opened at the end of December.
Under
Pressure
Brewing
Received GreenStep Level III status, recognizing Golden Valley’s advancement
and commitment in the Minnesota GreenStep Cities program.
GreenStep Cities
Level III
Created the Rising TIDES Task Force to provide input on implementing the City’s
Equity Plan.
Rising TIDES Task Force
2018 AccomplishmentsAdministrative Services
ü Implemented Debt Reduction and Infrastructure Renewal Plan (IRP) with
stringency measures for cost containment and enhanced revenue sources.
ü Completed recodification of City Code.
ü Converted all multi-family apartments to monthly utility billing.
ü Developed and implemented storage plan for body cam and dash cam video.
ü Installed Fire Data Management (FDM) for use at all fire stations and on fire
trucks.
2018 AccomplishmentsCommunications
ü Developed City crisis communications plan.
ü Edited, designed, and produced 2040 Comprehensive Plan.
ü Expanded City’s use of social media by adding Twitter and Instagram accounts.
ü Determined process for updating City Council Chambers in 2019.
ü Fine-tuned and strengthened strategic marketing for Brookview Golden Valley,
Three One Six Bar + Grill, Backyard Indoor Playground, and Brookview Golf &
Lawn Bowling.
2018 AccomplishmentsFire
ü Improved City’s ISO Public Protect Classification rating from a 4 to a 2.
Completed implementation of the Duty Officer/Duty Chief program, which
provides on-call supervision/leadership that will respond 24/7.
ü Completed transition to the new FDM records management system, which
includes building, personnel, incident calls, equipment inventory, and payroll
modules.
ü Coordinated replacement of a ladder truck, fire engine, and rescue truck.
ü Celebrated Golden Valley Fire Department’s 75th Anniversary with public and
private events.
2018 AccomplishmentsHuman Resources
ü Implemented respectful workplace training for all regular employees.
ü Successfully completed two-year contract negotiations with both patrol and
sergeants unions.
ü Updated onboarding process for employees, board and commission members,
and council.
ü Assisted with creation of HRC Welcome Statement.
ü Updated multiple city HR processes (ie, DOT drug testing, safety program
administration, FMLA leave, and GV Emergency) and employee benefits (ie,
accommodation room, holiday employee event, employee wellness program,
and leave donation policy).
ü Creation of Rising TIDES Task Force.
2018 AccomplishmentsParks & Recreation
ü Concluded Phase III construction of Brookview and the first year of operation.
ü Designed, constructed, and opened four new tennis courts at Wesley Park and
six new pickle ball courts at Wildwood Park.
ü Completed Comprehensive Plan update working with the community, Open
Space & Recreation Commission, City Council, and staff.
ü Completed the rebranding of Brookview with the addition of new monument
signage.
ü Implemented grants and fiscal partnership for field lighting, fence replacement,
and entrance improvements at Isaacson Park.
ü Completed Goose and Turkey Management Plan.
2018 AccomplishmentsPhysical Development
ü Completed 2040 Comprehensive Land Use Plan.
ü Secured funding for DeCola Ponds B & C expansion.
ü Piloted Bike-Share program.
ü Engaged Council, waste haulers, and residents regarding waste hauling in
Golden Valley.
ü Hosted ULI Technical Advisory Panel to provide insight and recommendations
for the downtown area.
2018 AccomplishmentsPolice
ü Implemented use of Body Worn Cameras.
ü Developed young officers with supervision and performance monitoring to
place them on the right shifts. Focus is on shortages, training new officers in the
current and future paradigm.
ü Developed a more direct social media presence on Facebook and Twitter.
ü Developed CSO position into pipeline for new officers with focus on recruiting
from untraditional sources.
ü Searched for affordable, easy-to-use technology and systems (UAVs, smart
phone apps, automated license plate readers, etc) to improve citizen and officer
safety as well increase effectiveness, balanced with any passive privacy
concerns. Drone program started Jan 1, 2019.
ü Developed employee assistance program focusing on mental health needs of
officers, including wellness training and a wellness committee.
2018 AccomplishmentsMayor Harris
ü Continuing to innovate and engage
ü Equity Plan and Rising TIDES Task Force creation
ü Completion of Comprehensive Plan -potential for new downtown
ü Affordable housing/protecting NOAH properties -heading in right direction
ü Lime!
ü Social media expansion
ü Partnership funding (State DeCola grant, County youth grants, etc)
2018 AccomplishmentsCouncil Member Clausen
ü Successful first year of Brookview and finishing the final details
ü Support for low-income housing
ü Partial goals accomplished through funding for Decola Ponds
ü Support for implementation of equity plan with Rising TIDES Task Force
ü 2040 Comprehensive Plan
2018 AccomplishmentsCouncil Member Fonnest
ü 2040 Comprehensive Plan
ü DeCola Ponds B & C Improvement Project/Funding
ü NOAH/Tenant Protection/Mixed Income Housing Policies
ü GARE Equity Training/Plan
ü Downtown Study/Urban Land Institute
ü City Code Recodification
ü Welcome Statement/Human Rights Commission
2018 AccomplishmentsCouncil Member Rosenquist
ü Integration of a new council member and adjustment to a new team dynamic
ü Budget increases kept modest and with deliberate and intentional additions
with strong support and future vision
ü Successful public engagement, including thoughtful, balanced, informative, and
early program on waste hauling; GV Commission interaction with public (on
their own or in partnership with nonpartisan groups) to put on successful
programs and events on topics such as voting rights; public input opportunities;
public art installations (GVCF)
ü Increased social media presence and foundation for increased digital
interaction with public, including Twitter, Instagram, more updated website,
and digitally searchable and more user-friendly City Code
ü Proactive work with GARE and on race and equity issues, which will have long-
lasting benefits to our City and region
2018 AccomplishmentsCouncil Member Rosenquist
ü Completion of the 2040 Comprehensive Plan:Being proactive and deliberate
about our vision for the city in terms of zoning, building, and districts will
benefit the future Golden Valley. The revisions of code to reflect modern
language and use and zoning changes allowing for creative and innovative
development beyond simply TOD.
ü Infrastructure issues such as DeCola Ponds, continuing the evaluation of fire
safety service and physical infrastructure, beginning a downtown visioning
process, managing difficult and long-term construction disruptions by third
parties, continued PMP and other important projects and improvements
ü Successful launch and establishment of Brookview, a vital and well-received
community center and regional destination
2018 City Council Goals
Create a long-term debt reduction strategy as well as a fund balance strategy.
Create and implement a long-term sustainable infrastructure plan.
Implement equity plan goals and policies.
Begin working toward GreenStep Cities Level IV.
Begin implementing the least difficult recommendations of the Bike and Pedestrian
Task Force.
Resolve outstanding policy questions that will arise from the recodification process.
Begin implementing housing policies as recommended by staff.
Identify developable properties in the city and actively pursue appropriate and agreed
upon development.
Consider annual joint meeting of Council and Boards and Commissions.
Consider a Council, staff, and community discussion around coordinated hauling and
organics.
What Can We Do Better?
•We could improve on quasi-judicial rulings. Making quick decisions after a public
hearing including findings based on factor evaluation is difficult. Having a
process and even physical spreadsheet to work on and getting training perhaps
from the League of Cities about when and how we make these findings and when
and how we can delay a decision to evaluate issues that have come up at a public
hearing and what language we use to do all of that would be helpful and make
our rulings smoother, more clear to the public and those before the Council, and
more defined for staff.
•Effective governance…principled Council teamwork.
•Learn by our mistakes. Actions can cause negative reactions. Bullying, slanting
the game field, retaliation, and not knowing one’s responsibilities are a few
examples. As elected officials, this is about our community, not us!!
•Lack of civility/insensitivity at times (gun safety, Human Service Fund $, around
budget questions, affordable housing, personal attacks out in the community,
etc).
•Listening.
Values Affirmation:
Defining Who We Are
Our Citizens
Our Employees
Fairness and Justice
Effective Decision-Making
Honesty and Integrity
Mutual Respect
Achieving Results
Review Of Guiding Principles
City Council Values
Suggested Values To Consider
Ethics
Collaboration
Innovation
Resident-Focused
Transparent
Mission-and Results-Oriented
Openness and Accountability
Quality and Efficiency
Proposed New Values
Communication
Community
Inclusion
Integrity
Respect
Innovation
Courage
Accountability
Pyramid Of Success
What Is A
Vision Statement?
A one-sentence aspirational statement describing
what an organization would like to achieve or
accomplish long-term. It is intended to serve as a
clear guide for choosing current and future
courses of action.
Golden Valley is a vibrant, innovative, inclusive, safe, environmentally-friendly,
and active network of beautiful neighborhoods and parks, successful businesses
and organizations, and effective city services and programs where people are
engaged to share, appreciate, and celebrate diverse backgrounds and talents
through leadership and participation in community affairs.
Creatively connecting people and places, and inspiring care for community.
Together, Building a Better Golden Valley.
Golden Valley is a civically-engaged, inclusive, and active community with an ideal
mix of tranquil residential neighborhoods, thriving businesses, healthy parks and
open spaces, and unique destinations. City Government provides the foundation
for this with essential and well-maintained infrastructure, smart planning, and
excellent public safety, and with service that is both responsive and anticipatory,
efficient, financially-smart, environmentally-sensitive, transparent, and reliable.
Golden Valley is a place for all to grow and aspire to be.
Vision
Guided development that results in job-rich commercial and industrial facilities,
housing for all phases of life, higher density along transportations corridors, while
protecting single-family neighborhoods. Effective, business-like governance which
will provide excellent service to residents and a gratifying experience for staff,
council, and commission members. Infrastructure incorporating best practices to
provide a high level of comfort, safety, and convenience for residents. Financial
rigor and stability to support above efforts and long-term viability and desirability
of our community
Creatively connecting people and places, and inspiring care for community.
Maintain the best of the past while building a better community for the future.
To provide quality service in a fiscally, environmentally, and socially responsible
manner.
Vision
Golden Valley is innovative and progressive in order to protect, educate, and serve
the ever-changing needs of the community. We will focus on citizen needs and
priorities while applying our Valley Values to the services we provide. We
continually evaluate, plan and adjust our operations to maintain a sustainable, cost
effective and efficient response model for years to come.
Golden Valley is a dynamic city with the physical, environmental, and civic/social
infrastructure that creates a healthy, engaging, active/vibrant, and inclusive
community for people to live and business to thrive.
The City of Golden Valley will be a community that values history and embraces
change, is fiscally responsible, and fosters opportunities for current and future
generations.
Golden Valley is a beautiful, healthy city that preserves its balance of
natural and urban spaces where residents, government, businesses, and
developers work together to preserve, protect, restore, and enhance the
community’s natural resources.
Vision
Proposed Working
Vision Statement
Golden Valley strives to creatively connect people and
places and foster opportunities for current and future
generations.
Vision
Pyramid Of Success
What Is A
Mission Statement?
A short written statement describing an
organization’s core purpose and focus.
Our mission is to elevate Golden Valley’s status to be a premier suburban
community through effective, innovative, inclusive, and equitable city services,
communication, and programming to enhance our city’s diversity of people, our
beautiful and safe neighborhoods and parks, and thriving organizations and
businesses.
Protect our Green Space and Parks!!
Golden Valley is a vibrant, welcoming, inclusive community, encouraging open
communication, meaningful civic engagement and principled governance in
advancing a shared vision for our city’s future.
Golden Valley city government strives for responsive, efficient, accessible,
transparent, and high-quality service. We are pragmatically progressive, inclusive
and proactive. We honor our history, value our classic suburban balance of life,
work and recreation, and work to keep our city desirable, successful and healthy
with smart investments, well-maintained infrastructure, high-standards and a
vision for the future.
Mission
Provide a suburban community for living and working that is unsurpassed in the
Minneapolis Metropolitan Area.
Golden Valley is committed to the preservation of life, property, and promotion of
public safety through prevention and education by providing quality cost-effective
services to the community in a professional manor by dedicated staff who serve
with honor, respect, and integrity.
The City of Golden Valley serves its residents and businesses through good
governance, financial strength, and thoughtful, strategic planning. The City builds
networks and relationships to collaboratively address challenges and leverage
opportunities.
To provide excellent public services in a responsible, equitable, and professional
manner to create the ideal environment to live, work, and play.
To ensure a healthy, safe, and prosperous community through socially conscious
leadership for all.
Mission
In collaboration with the community we serve, the city of Golden Valley takes pride
in delivering timely, impartial, and professional service.
Through excellence and continuous improvement, we are local government
providing services to all to assist in experiencing the highest quality of life.
The City of Golden Valley’s mission is to enrich the quality of life for all people who
live and work in the City by providing high-quality public services in a cost-
effective, ethical, and professional manner.
Golden Valley works to strive for all residents, businesses, and organizations to
work together to provide values necessary for an inclusive community.
The City of Golden Valley delivers effective, efficient, and innovative services that
make the community a desirable place to live, work, and play.
Mission
Proposed Working
Mission Statement
The City of Golden Valley provides high quality,
cost-effective public services to create the ideal
environment in which to live, work, and play.
Mission
Pyramid Of Success
Basic Services
Brookview Amenities
City Administration
Communications
Economic Development
Elections
Emergency Management
Engineering
Finance
Fire Protection
Human Resources
Information Technology (IT)
Inspections
Legal Services
Motor Vehicle Licensing
Natural Resources Management
Park Maintenance
Parks and Recreation
Permits and Licensing
Planning
Police
Street Maintenance
Utilities Maintenance
Utility Billing
Vehicle Maintenance
Basic Services
Pyramid Of Success
Department
Action Steps
2019 Action StepsAdministrative Services
•Configure and roll out Avolve plan review software.
•Complete Laserfiche Forms Onboarding Process and move forward with
replacing Wufoo forms with Laserfiche Forms.
•Keep working with the MNLARS rollout to successfully get a working software
package.
•Conduct sticker inventory.
•Continue working on electronic timesheets for departments.
•Transition to a 10 Year CIP.
•Update financing for IRP roll-out.
2019 Action StepsCommunications
•Research options, edit, redesign, and implement upgraded City website.
•Research community engagement tools and costs for 2020.
•Work with CCX Media and Physical Development to plan and implement City
Council Chambers update.
•Develop and build City intranet tool.
•Continue growing City’s use of social media, including addition of new tools
such as LinkedIn, Snapchat, NextDoor, etc). Develop and implement strategies
and policies for each City social media channel
•Strengthen strategic marketing and brand standards for Brookview businesses.
•Increase community awareness of City government and services. Strategically
assess information needs and develop tools to meet those needs. Continue to
tighten City’s branding standards across the board by further consolidating and
streamlining all City communications materials and developing a brand
standards guide.
2019 Action StepsFire
•Expand involvement of city departments in emergency management through
training and continued efforts to develop, review, and update various
emergency plans.
•Hire a consultant to begin the process of a focus study, including public input,
on multi-station staffing and response models to identify approximate costs,
number of stations, and recommended locations.
•Work jointly with Golden Valley Fire Relief Association to approve record
retention plan and electronic back-up and archiving of all records.
•Expand the use of electronic technology to increase staff ability to effectively
resolve issues and efficiently provide services to the community. (CAD, FDM,
Aladtec, Active 911, Avolve, PIMS, Access to the WEB, Building Preplans, etc).
•Develop and implement a comprehensive commercial building inspection
program that builds upon the commercial preplans.
2019 Action StepsHuman Resources
•Finish seasonal/temp/variable hour, Fire, and Police handbook updates.
•Evaluate current and potential recruitment and retention strategies, including
partnering with BrookLynk, use of social media and a “careers website,” as well
as performance evaluations and new employee check-ins.
•Implement implicit bias training for supervisors and begin development of
more in-depth supervisor training platform.
•Explore performance management and training tracking software (specifically
including Fire, PD, and Public Works).
•Lead successful Rising TIDES taskforce; continue work on Equity initiatives.
2019 Action StepsLegal
•Streamline contract review, approval, execution, and archiving processes.
•Draft purchasing, contracting, and signatory authority policy.
•Refine development management processes.
•Update document storage and retention policies leveraging LaserFiche tools to
automate compliance with data practices and document retention laws.
•Create standardized procedures for property and right-of-way related code
enforcement.
2019 Action StepsParks & Recreation
•Partner with the Minneapolis Park Board and the Animal Humane Society on
design of an off-leash pet exercise area to be located in the southeast quadrant
of Golden Valley within Theodore Wirth Park.
•Research and implement plan for the initial goose management removal
process at Brookview Golf Course and Park.
•Successfully apply for and receive a Hennepin County Youth Sports grant and
fiscally partner with the Golden Valley Girls Softball Association to update and
improve seven ballfields at Wesley, Lions, and Schaper Parks.
•Plan and host the 50th anniversary celebration for Brookview Golf Course.
•Work with the Medley Park neighborhood to plan and develop a community
garden and off-leash pet exercise area for the park.
2019 Action StepsPhysical Development
•Complete Downtown study.
•Implement Avolve electronic plan review software and expand use of e-permits.
•Make decision regarding the future of waste hauling in Golden Valley with
consideration of organics collection and recycling.
•Refine development management process.
•Complete design of DeCola Ponds B & C Expansion.
•Complete upgrade of City Council chambers.
•Increase number of business visits and build relationships.
•Develop summaries and build relationships to promote redevelopment sites.
•Create long-term comprehensive facilities plan.
•Complete water meter transmitter change-out.
2019 Action StepsPolice
•Fill Community Health Officer position if staffing levels allow. Start program by
collaborating with GV and regional resources in mental health services to assist
in augmenting patrol officers in crisis calls and follow up response.
•As part of full staffing effort, consider different approaches to hiring and
recruiting.
•Obtain final COA (Certificates of Waiver or Authorization) from the FAA for
drone program, purchase needed equipment, train staff, and implement
operating policy. Demonstrate program at GVPDU Citizens Academy, Public
Safety Open House, and Public Safety In The Parks events.
•Develop wellness program for officers and staff to include mental, emotional,
and physical health, training from mental health experts, and updating current
fitness area with forfeiture money.
•Implement summer internship program with BrookLynk.
•Manage and format police policy manual and provide ongoing training.
•Help develop a plan for a new police or public safety building.
•Initiate taillight/headlight program with maximum number of GV.
Pyramid Of Success
Organizational
Priorities
Organizational Priorities
Targeted
Development
&
Redevelopment
Effective
Governance
Infrastructure
Maintenance
&
Enhancement
Financial
Stability
Community Communications
(eg, social media, targeted
neighborhood communication,
“beehive” outreach)
Community Service
Future Vision
Resilience/Sustainability
Resident Engagement
Environmental Action
Equity
Innovative Services
Effective Governance—change
effective to transparent, informed,
thoughtful, disciplined, collaborative,
efficient, fair, consistent, productive, or
knowledgeable
Change “Targeted” to “Strategic”
Development & Redevelopment
Change Financial Stability to Financial
Investments or Financial Business Plan
Suggested
Organizational Priorities
Proposed Organizational Priorities
Strategic
Development
&
Redevelopment
Effective
Governance
Infrastructure
Maintenance
&
Enhancement
Financial
Wellness
Community
Affairs
Strategic Development & Redevelopment
Strategic
Development
&
Redevelopment
Focusing redevelopment on four planning districts:
Golden Valley’s downtown area, LRT station area,
Douglas Drive corridor, and I-394 corridor
Effective Governance
Effective
Governance
Governing with a focus on good communication
and teamwork, respecting values and process,
heeding meeting decorum and timely decision-
making, and building citizen engagement and
understanding
Infrastructure
Maintenance & Enhancement
Infrastructure
Maintenance
&
Enhancement
Maintaining and improving infrastructure at highest
quality for the investment by prioritizing areas of need,
identifying costs, and planning for future growth
Financial Wellness
Financial
Wellness
Balancing spending with emphasis on maintaining current
service levels, accommodating future needs, expanding tax base,
growing reserves, maintaining bond rating, and improving
efficiencies and effectiveness
Community Affairs
Considering policies that benefit society at large
Community
Affairs
Proposed Pyramid Of Success
Sampling Of
Ongoing Action Steps
Affordable Housing Plan
Bike and Pedestrian Plan
Debt Reduction Plan
Equity Plan
GreenStep Cities
Identify properties to return to tax rolls
Infrastructure Renewal Plan
Pavement Management Plan
Ongoing Action Steps
Proposed Pyramid Of Success
Possible New
Action Steps
2019 Action StepsCity Council
•Improve City Council civility at ALL times (not questioning members’ motives,
taking issue privately, enforcing it).
•Improve voter turnout in 2019 and transition to even-year elections for 2021
(next election would be either 2024 or 2026).
•Better protect neighborhood character; fix housing code to address 40-foot lots
(re-plat dual properties, alter setbacks to create building disincentive, or
alternative) to be consistent with lot subdivision reform several years ago.
•Create new revenue/better debt reduction strategies (positive performance is
dwindling for debt reduction).
•Develop environmental improvement/revenue generator for city
water/recycling improvements by assessing 5 cent “bag tax” on consumers who
don’t use personal shopping bag for retail purchases (eg, Byerly’s, gas stations,
etc).
•Improve neighborhood communications (eg, 2019 CenterPoint gas line, 40-foot
housing plat issue in four neighborhoods).
2019 Action StepsCity Council
•Prioritize projects, issues, and ideas in relationship to needs and wants and the
financial cost to the city and community.
•Continue working toward the debt reduction plan.
•Finalize the garbage issue.
•Stay on course with long-term plans on infrastructure, GreenStep Cities, the
Bike & Pedestrian Plan, Equity Plan, and Golden Valley Flood Mitigation.
•Continue to listen and work with residents on issues, concerns, and questions.
•Research establishment of business tax district to support vision of renewed
downtown Golden Valley.
•Increase the minimum legal age for the purchase of tobacco products including
e-cigarettes to 21 years (T21).
•Endorse and support the Golden Valley Historical Society’s (GVHS) proposed
development of Historic Contexts Study.
•Devise effective volunteer program to leverage community support to
supplement (not supplant) city employee services.
2019 Action StepsCity Council
•Community engagement—continue to innovate in active community
engagement, seeking input in modern, technologically-savvy, and efficient ways
to bring in the viewpoints of our diversifying mix of homeowners and renters,
workers and employers, small and large businesses, nonprofits, and service
providers.
•Community identity and branding strategy—develop a clear, concise, and
consistent brand to be carried into public improvements and infrastructure,
public art and partnership projects, signage, and messaging.
•Community connectivity—thoughtful yet aggressive implementation of
infrastructure that makes non-vehicle mobility easier, safer, and more
accessible.
•Discuss the City’s role in creating and maintaining affordable housing.
•Evaluate and discuss RFP/contract process.
•Announce potential development sites to the development community.
•Develop flexible strategy to accommodate a variety of development packages.
2019 Action StepsCity Council
•Continue to work with the alliance of 10 communities to provide consistent
protections and provisions of affordable housing.
•Run Council meetings in a brisk business-like manner.
•Discontinue the variety show elements of Council meetings.
•Implement proposed improvements in Fire Services.
•Continue to provide up-to-date technology: Sewer Chewer and wireless water
meters are examples.
•Complete Pavement Management Program.
•Continue award-winning budgeting and accounting practices.
•Implement budgeting activities to support strategic initiatives described above.
•Make all financial information easily accessible to residents.
Prioritizing
New Action Steps
Organizational Priorities
Strategic Development & Redevelopment
•Better protect neighborhood character; fix housing code to address 40-foot lots
(re-plat dual properties, alter setbacks to create building disincentive, or
alternative) to be consistent with lot subdivision reform several years ago.
•Research establishment of business tax district to support vision of renewed
downtown Golden Valley.
•Announce potential development sites to the development community.
•Develop flexible strategy to accommodate a variety of development packages.
Organizational Priorities
Effective Governance
•Improve City Council civility at ALL times (not questioning members’ motives,
taking issue privately, enforcing it).
•Run Council meetings in a brisk, business-like manner.
•Discontinue the variety show elements of Council meetings.
•Improve voter turnout in 2019 and transition to even-year elections for 2021
(next election would be either 2024 or 2026).
•Improve neighborhood communications (eg, 2019 CenterPoint gas line, 40-foot
housing plat issue in four neighborhoods).
•Continue to listen and work with residents on issues, concerns, and questions.
Organizational Priorities
Effective Governance
•Community engagement—continue to innovate in active community engagement,
seeking input in modern, technologically savvy, and efficient ways to bring in the
viewpoints of our diversifying mix of homeowners and renters, workers and
employers, small and large businesses, nonprofits, and service providers.
•Community identity and branding strategy—develop a clear, concise, and
consistent brand to be carried into public improvements and infrastructure,
public art and partnership projects, signage, and messaging.
•Evaluate and discuss RFP/contract process.
•Continue to provide up-to-date technology.
•Make all financial information easily accessible to residents.
Organizational Priorities
Infrastructure Maintenance & Enhancement
•Stay on course with long-term plans on infrastructure (including the Bike &
Pedestrian Plan and Golden Valley Flood Mitigation).
•Community connectivity (mobility)—thoughtful yet aggressive implementation of
infrastructure that makes non-vehicle mobility easier, safer, and more accessible.
•Implement proposed improvements in Fire Services.
•Complete Pavement Management Program.
Organizational Priorities
Financial Wellness
•Continue working toward the debt reduction plan.
•Continue award-winning budgeting and accounting practices.
•Create new revenue/better debt reduction strategies (positive performance is
dwindling for debt reduction).
•Prioritize projects, issues, and ideas in relationship to needs and wants and the
financial cost to the city and community.
•Implement budgeting activities to support organizational priorities.
•Develop environmental improvement/revenue generator for city water/recycling
improvements by assessing 5 cent “bag tax” on consumers who don’t use personal
shopping bag for retail purchases (eg, Byerly’s, gas stations, etc).
Organizational Priorities
Community Affairs
•Stay on course with GreenStep Cities and Equity Plan.
•Discuss the City’s role in creating and maintaining affordable housing.
•Continue to work with the alliance of 10 communities to provide consistent
protections and provisions of affordable housing.
•Finalize the garbage issue.
•Increase the minimum legal age for the purchase of tobacco products, including e-
cigarettes, to 21 years (T21).
•Endorse and support the Golden Valley Historical Society’s proposed development
of Historic Contexts Study.
•Devise effective volunteer program to leverage community support to supplement
(not supplant) city employee services.
2019 GoalsMayor Harris
•Improve City Council civility at ALL times (not questioning members’ motives,
taking issue privately, enforcing it).
•Improve voter turnout in 2019 and transition to even-year elections for 2021
(next election would be either 2024 or 2026).
•Better protect neighborhood character; fix housing code to address 40-foot lots
(re-plat dual properties, alter setbacks to create building disincentive, or
alternative) to be consistent with lot subdivision reform several years ago.
•Create new revenue/better debt reduction strategies (positive performance is
dwindling for debt reduction).
•Develop environmental improvement/revenue generator for city
water/recycling improvements by assessing 5 cent “bag tax” on consumers who
don’t use personal shopping bag for retail purchases (eg, Byerly’s, gas stations,
etc).
•Improve neighborhood communications (eg, 2019 CenterPoint gas line, 40-foot
housing plat issue in four neighborhoods).
2019 GoalsCouncil Member Clausen
•Prioritize projects, issues, and ideas in relationship to needs and wants and the
financial cost to the city and community.
•Continue working toward the debt reduction plan.
•Finalize the garbage issue.
•Stay on course with long-term plans on infrastructure, GreenStep Cities, the
Bike & Pedestrian Plan, Equity Plan, and Golden Valley Flood Mitigation
•Continue to listen and work with residents on issues, concerns, and questions.
2019 GoalsCouncil Member Fonnest
•Research establishment of business tax district to support vision of renewed
downtown Golden Valley.
•Increase the minimum legal age for the purchase of tobacco products including
e-cigarettes to 21 years (T21).
•Endorse and support the Golden Valley Historical Society’s (GVHS) proposed
development of Historic Contexts Study.
•Devise effective volunteer program to leverage community support to
supplement (not supplant) city employee services.
2019 GoalsCouncil Member Rosenquist
•Community engagement—continue to innovate in active community
engagement, seeking input in modern, technologically-savvy, and efficient ways
to bring in the viewpoints of our diversifying mix of homeowners and renters,
workers and employers, small and large businesses, nonprofits, and service
providers.
•Community identity and branding strategy—develop a clear, concise, and
consistent brand to be carried into public improvements and infrastructure,
public art and partnership projects, signage, and messaging.
•Community connectivity—thoughtful yet aggressive implementation of
infrastructure that makes non-vehicle mobility easier, safer, and more
accessible.
•Discuss the City’s role in creating and maintaining affordable housing.
•Evaluate and discuss RFP/contract process.
2019 GoalsCouncil Member Schmidgall
•Announce potential development sites to the development community.
•Develop flexible strategy to accommodate a variety of development packages.
•Continue to work with the alliance of 10 communities to provide consistent
protections and provisions of affordable housing.
•Run Council meetings in a brisk business-like manner.
•Discontinue the variety show elements of Council meetings.
•Implement proposed improvements in Fire Services.
•Continue to provide up-to-date technology: Sewer Chewer and wireless water
meters are examples.
•Complete Pavement Management Program.
•Continue award-winning budgeting and accounting practices.
•Implement budgeting activities to support strategic initiatives described above.
•Make all financial information easily accessible to residents.
Final Pyramid Of Success
Better protect
neighborhoo
d character;
fix housing
code to
address 40-
foot lots.
Develop a
clear, concise,
and
consistent
identity and
branding
strategy.
Stay on
course with
long-term
infrastructure
plans (Bike
and
Pedestrian
Plan and
Flood
Mitigation).
Prioritize
projects,
issues, and
ideas in
relationship
to needs and
wants and the
financial cost
to the city and
community.
Increase the
minimum
legal age for
the purchase
of tobacco
products,
including e-
cigarettes, to
21 years
(T21).
VALUES VALUES
Communication
Collaboration
Inclusion
Integrity
Respect
Innovation
Courage
Accountability
“The main ingredient of stardom is the rest of the team.”
--John Wooden
MOVING FORWARD