- Slides: 20
De. Kalb City Council Strategic Planning Retreat August 20, 2015
Retreat Objective To develop a strategic planning framework the City can use to allocate existing resources and prioritize new programs and projects
Strategic Framework Elements 10 -Year Strategic Plan • Mission • Core values • Vision • Strategic goals
Community Engagement Purpose: To identify… • what people who live, work, and/or learn here think about De. Kalb’s future; • issues and opportunities associated with that future; • assets on which to build; and • opportunities for residents to become more engaged with their community.
Discussion Questions 1. What do you think makes a city a great place in which to live? 2. Which of these qualities does De. Kalb have? 3. What can the City of De. Kalb do over the next 10 years to improve your community - to make (or keep) it a great place to live? 4. How can you be more connected and engaged with your community? 5. What are you most proud of when thinking about De. Kalb?
The Process • • Community Café model - 60 -90 minute hosted dialogue of small groups Citywide marketing and promotion, English and Spanish Outreach to minority neighborhoods and young people Minimized barriers to participation • 14 ADA accessible locations, neutral settings around city • Offered transportation information, children welcome • Different days, times • No identification of individuals or restrictions on attendance • Online survey option 321 participants (some repeats), 91 surveys, 2 other 48 small group discussions Higher response from white, older De. Kalb residents
Processing the Input • Community conversations served as the basis for this framework • Issues rolled up into 5 broad categories • • • Sense of place – identity Community vitality and vibrant downtown Inclusiveness Accessibility Quality, responsive services • Vision statements and commentaries developed, framed strategic goals • Result: a preliminary framework for City Council to discuss and modify
Draft Mission Statement The mission of the City of De. Kalb is to deliver high quality municipal services to those who live, work, learn in or visit our community through leadership, innovation, and fiscal responsibility to continuously improve the quality of life.
Sample Core Values Innovation Teamwork Integrity Professionalism Respect Excellence Trust Results Accountability Customer Service Commitment Initiative • Five best practice recommendations
Vision Statement: Sense of Place/Identity De. Kalb is widely regarded as a welcoming, safe, and vital city offering economic, educational, cultural, and recreational opportunities for families and residents of all ages and incomes.
Sense of Place/Identity Potential Strategic Goals 1. 2. 3. 4. Develop a positive, asset-based identity and brand for De. Kalb with key stakeholders. 5. 6. 7. 8. Bridge NIU and the city visually and programmatically. Conserve and protect De. Kalb’s natural resources. Improve the safety and utilization of De. Kalb’s recreational assets. Develop and promote cultural, historical, and recreational activities that appeal to a wide range of interests and age groups. Create destination events and gathering places that draw people from throughout the region to De. Kalb. 9. Identify and address misperceptions about De. Kalb. Engage residents in local activities. Support place-making in De. Kalb’s neighborhoods, in downtown, at gateways, and on campus.
Vision Statement: Community Vitality and a Vibrant Downtown De. Kalb’s neighborhoods, the downtown and NIU’s campus are interconnected in a dynamic interplay of energy and creativity.
Community Vitality and a Vibrant Downtown - Potential Strategic Goals 1. Create a business-friendly environment that supports existing enterprises while attracting new investment and entrepreneurs. 2. 3. Advance a City/private sector/NIU partnership to revitalize downtown De. Kalb. 4. Ensure that De. Kalb employers have access to a skilled workforce and residents have access to education and training programs. 5. Create an attractive investment climate by retenanting empty storefronts and demolishing dilapidated structures. 6. Develop a range of rental and owner-occupied housing options that allow people of all income levels to stay in De. Kalb. Leverage De. Kalb’s locational assets - highways, rail, NIU, broadband, and an airport – and available commercial and industrial space.
Vision Statement: Inclusiveness De. Kalb promotes and fosters an inclusive environment in which diversity is valued, respected, and celebrated.
Inclusiveness Potential Strategic Goals 1. 2. 3. 4. Promote open and candid community conversations around diversity and inclusion. Develop a diverse cadre of community-based leadership. Support diversity in City policies and practices. Encourage activities and events that showcase De. Kalb’s diverse population and cultures.
Vision Statement: Accessibility De. Kalb offers access to a network of services and amenities within and outside the city through an efficient network of transportation options that include roadways, public transit options, bike paths, and a regional airport.
Accessibility Potential Strategic Goals 1. 2. 3. Expand the availability of affordable and timely public transportation options within De. Kalb. Enhance the bikeability and walkability of De. Kalb. Explore options for facilitating transportation between De. Kalb and major regional destinations, including Rockford, Chicago and Elburn.
Vision Statement: Quality, Responsive Services Through sound fiscal stewardship and collaboration with community stakeholders, City government provides and engages the resources needed to sustain a thriving De. Kalb.
Quality, Responsive Services Potential Strategic Goals 1. 2. Develop a long-term capital plan to address the range of infrastructure needs in De. Kalb. 3. Encourage homeowners, property owners, and tenants to help beautify and maintain all of De. Kalb’s neighborhoods. 4. 5. 6. 7. Continue and expand the friendly presence of City police, fire, and other personnel in the neighborhoods. Pursue the highest possible standards of fiscal stewardship by providing transparent and accountable information. Cultivate a customer service culture by City employees. Encourage the meaningful involvement of residents in City government through volunteering. Provide the community with clear and timely information about current issues, options, activities, and progress on implementing the strategic plan using a variety of media and approaches.
Next Steps 1. 2. 3. 4. Modify the framework to reflect the changes from this retreat and return to City Council for review (by 8/28). Share framework with City departments to develop specific activities for the strategic goals (by 9/2) Provide the framework to the ABC group to guide development of their programs and projects (by 9/2) Present final strategic plan with operational component to City Council for final review, modification, and adoption (10/12 and 10/26)