Council narrows strategic plan goals

Talk about it

WORTHINGTON — The Worthington City Council continued finalization of the city’s strategic plan in a special meeting Monday, defining the council’s roles and priorities.

After several months of strategic-planning sessions, councilmen were presented with a large board covered in sticky notes that listed a slew of goals and projects they had brainstormed.

Among top priorities were redevelopment of the former Campbell’s Soup property, and subsequent building of a new fire hall; and completion of a senior/community center.

The lot redevelopment received a majority of council votes in a preceding meeting, said Richard Fursman of Global Synergy Group, the corporation leading the development of the strategic plan, “This is something that was identified by the group as a No. 1 priority; it also had the highest numbers of (city) staff votes.”

Other goals are to update technology for efficiency and effectiveness, including Web site development or more efficient public works equipment, for example.

“I think the key is if you can use technology to decrease your costs, why wouldn’t you?” Fursman said. The council will also pursue development of the city’s trail system, lake and dam improvements and development of a clear economic development policy.

“We always say we want economic development, but we’ve never really drilled down to say ‘What does that really mean?’” said Alderman Lyle Ten Haken. The council may look at assigning a committee of business- savvy community members to answer that question.

Members will also seek a clear role and priorities for the information/communication specialist they hope to hire, a person who could have duties from grant writing to Tweeting about the city’s activities.

Council members then voted to prioritize the remaining items, and some were sent to the bottom of the list: closing gaps in city sidewalks, building a second spec building at the Bioscience Park and actively pursuing a joint library project with Nobles County officials, thought members may still be involved in the effort.

“Nothing really is vanishing; this is a long-term vision,” said Fursman as the list of goals for 2010 narrowed.

Each item on the board fell into one of five broad initiatives: commit to best practices and innovation, support and develop community amenities; positive community growth, improvement of internal and external communications and support of educational excellence, with the council deciding to send a letter to Minnesota West and other local schools offering potential financial support for projects determined by school officials determine.

The council also identified items that were completed, committed to, or in the process of completion: building of an events center and renovations to Memorial Auditorium; development of the testing and training center; dispatch consolidation, part of the public safety plan; and resolution of the declining revenue issue at Prairie View Golf Links.

Council members also aimed to more clearly define their roles and responsibilities, as well as those of city staff.

The fundamental question, Fursman said, “Is who’s going to make the work plan (for a priority project)?’ The second question is ‘What is the council going to do with that?’”

The councilmen determined that the role each plays on a variety of city-related committees is largely dependant on the committee; and some said they feel their role changes drastically, from spearheading the efforts on one committee, to stepping back and respecting the wishes of experts on another committee.

“I may not agree with every decision, but if it’s what the airport commission wants to do; we have to be careful that we don’t overpower these committees,” Alderman Mike Kuhle said.

Fursman pointed out that they should be careful not to overwhelm the committees, either. He advocated giving each committee a council determined budget and scope for their proposed project and requesting committee members return with a set number of options: locations and designs for a senior center, for example. He said they should also avoid overloading department heads by giving them direction in terms of which of their tasks are considered priorities.

The council will also try to determine how to deal with non-priority items that “pop up” on their radar; referred to as “shiny balls,” for their distracting nature.

“What we’re trying to do is understand our roles and responsibilities and see how they are going to change down the line,” Fursman said. When that new shiny ball comes rolling through in May, how are we going to handle that?’”

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