City of Melrose Strategic Plan

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City of Melrose

Five Year

City Wide Strategic Plan

2009-2013

Based on ICMA Standards and Guidelines

Council adopted: 1/08/09

Utilities Commission adopted: 01/12/09

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“Building Community”

“Welcome Home”

City of Melrose Strategic Plan

2009-2013

A strategic plan is designed to enhance the overall operations and quality of life in a community.

It is a guide developed by the community, council members, and city staff. Strategic plans are also

used as a guide to develop the five year capital improvement plan and annual city budget.

Strategic plans identify community needs and goals. If properly done, strategic plans will identify

the overall needs of the community with specific goals and measurable objectives for each project.

Strategic plans vary according to each community’s needs and they may identify needs that may

have been overlooked or not seen as important in the past. Just as people's needs change from

generation to generation, so do the strategic plans of each city.

A strategic plan is a living document that can be altered as the community’s needs change or as

projects are completed. Without a clearly defined city-wide strategic plan, a community may be

"shooting from the hip" on various projects and this may create a larger problem in the future.

Such problems may include: budget overruns, reduced reserve funds, creating a poor bond rating

and, therefore, forcing the city to make hard fiscal decisions, and many other unpopular and

detrimental problems. Strategic plans are needed to provide the guidance to community leaders on

how to prioritize projects and funding in order to meet the needs and goals of the community.

While specific goals are set in a strategic plan, it should be known that conditions for funding for

these projects may change from year to year and some projects even though adopted by the City

Council and City of Melrose Utilities Commission, may need to be placed on hold until funding is

available. The City-Wide Strategic Plan is an overall vision for the city and the approval to move

forward with each project is dependent upon proper funding through the five year capital

improvement plan and through annual budgets.

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Table of Contents

History……………………………………………………..………………….………… 1

Participants/Sponsors…………………………………………………….……………. 4

Task Forces……………………………………………………………………………… 5

City of Melrose Strategic Plan…………………………………………….…………… 6

Detailed Task Force Goals, Objectives, Strategic/Tactics………………………………15

Comprehensive Planning……….………………………………………………… 15

Economic Development………………………………………………………….. 19

Social Relations………………………………………………………………….. 39

Parks & Recreation………………………………………………………………… 48

Infrastructure……………………………………………………………………… 60

Emergency Services………………………………………………………………. 77

Community Projects (Non-City) ……….………………………………………… 80

Budget & Five Year Plan Impact……………………………………….………………. 91

Appendix…………………………………………………………………………………. 101

Community Visioning Agenda & Worksheets…………………………………… 101

List of Volunteers Committed to Various Projects………………………………. 106

Strategic Planning Worksheets…………………………………………………… 111

Strategic Plan Timeline…………………………………………………………… 121

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History

Prior to 2007, the City of Melrose did not have a formal Strategic Plan. With the hiring of an

International City/County Management Association (ICMA) professional City Administrator in

2005, a strategic planning process was initiated. On July 31, 2006, the Healthy Community

Partnership (HCP), sponsored by the Initiative Foundation (now called the Area Citizens

Developing Community (ACDC)), organized a Community Visioning Session at the Melrose

American Legion. Two hundred nine (209) residents from the City of Melrose and area townships

were in attendance with 193 meals served and 133 surveys completed. The facilitator, who was

from the Initiative Foundation, split everyone into various groups who were then instructed to

answer a series of pre-arranged questions. Each person attending the Visioning Session was

encouraged to participate.

The purpose of the Community Visioning Session was to stir an interest in the community and to

formulate and brainstorm ideas and strategies for making the City of Melrose a better place. Many

ideas were developed and all of them were recorded. Each person was allowed six votes for

various projects that they thought were important. Some people placed all of their votes on one

particular project, while others spread out their votes. Once voting was completed, some of the

citizens also placed their contact information to various projects that they were willing to volunteer

their time to.

The ACDC group tabulated the results and presented them to the Strategic Plan Steering

Committee, consisting of Council members, various community volunteers, and City staff. These

members attended a workshop sponsored by the Initiative Foundation on the steps involved in

formulating a strategic plan. Task forces were determined, volunteers were split up, and each task

force separated the various projects and categories, and began to prioritize and develop goals and

measurable objectives for each of the projects.

Each task force determined a task force leader who was responsible for setting up task force

meetings, keeping the task force focused and on schedule, and reporting to the Strategic Plan

Steering Committee.

The Strategic Plan Chair was Jean McDonald and Vice Chair was Don Andersen. City

Administrator Brian Beeman assisted them and offered advice when needed. City Department

Heads became task force leaders except for the Social Relations Plan and Non-City Plan. A news

article was released at the beginning of the project in order to inform the citizens of the progress

and purpose of a strategic plan.

The Steering Committee met at least once, and sometimes twice, per month to hear reports from

the task force leaders and guide them in the right direction. Council members were present at some

of the meetings when their schedules permitted.

The formal International City/County Managers Association (ICMA) Strategic Plan guidelines

were followed. Each task force understood their roles, responsibilities, and deadlines for their

project plans.

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The City Council and City of Melrose Public Utilities Commission (CMPUC) met in a special

meeting to review the Strategic Plan about midway through the process. There was some concern

as to the cost of some of the projects. It was decided that the Mayor and CMPUC Chair would

attend a few Strategic Planning Steering Committee meetings to ensure that the projects seemed

reasonable and feasible.

The City Clerk compiled all of the information from the task forces and posted their results on the

City's website, while the City Administrator compiled all of the text for the final written report.

It is expected that the Melrose Strategic Plan will be updated each year as projects are completed

and new community needs are recognized. The City Administrator will use the measurable

objectives listed in the Strategic Plan to measure the progress of each project in relation to

timelines, effectiveness, and other measures utilized in the benchmarking process.

A big thanks goes to the Initiative Foundation for providing the initial funding and training

opportunities to make the Strategic Plan a success.

Since 2008, annual updates of the City-Wide Strategic Plan have occurred.

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“Never doubt that a small group of thoughtful committed citizens can

change the world; indeed it’s the only thing that ever has.”

Margaret Mead

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Participants Mayor: Eric Seanger

City Council: Nancy Roering (Acting Mayor), George Jensen, Tom Budde, Joe Finken

City of Melrose Public Utilities Commission: Lyle Olmscheid, Ralph Wiehoff, Tom Budde

City Administrator: Brian Beeman, M.P.A.

Department Heads: Gary Walz (Community Planning/ Economic Development Director), John

Jensen (Police Chief), John Harren (Public Works Director), Karen Thostenson (Assistant City

Administrator/Treasurer)

City Clerk/Administrative Assistant: Patricia Haase

Area Citizens Developing Community (ACDC)

Jean McDonald, Ryan Zierden, Stacy Meyer, Margie Rodahl, Nadine Schnettler (Initiative

Foundation)

Strategic Planning Steering Committee Volunteers

Jean McDonald (Chair)

Don Andersen (Vice Chair)

Brian Beeman (City Administrator)

Gary Walz (Community Planning/Economic Development Director)

John Jensen (Police Chief)

John Harren (Public Works Director)

Karen Thostenson (Assistant City Administrator/Treasurer)

Patti Haase (City Clerk/Administrative Assistant)

Jane Brown (Zoning Officer)

Nadine Schnettler (Field Consultant, Initiative Foundation)

Joan Jackson (Hospital Administrator)

Chad Doetkott (Melrose Area Public Schools, High School Principal)

Sponsors

City of Melrose

Initiative Foundation

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Task Forces

Comprehensive Plan Task Force

Leader: Jane Brown (Zoning Officer)

Members: Henry Ahrens, Dottie Pallansch, Jeanne Kraemer, Kevin Thomes, Dave Rodahl, Nancy

Roering, Tim Gillet, Kent Brown, Tony Klasen

Economic Development Plan Task Force

Leader: Gary Walz (Community Planning/Economic Development Director)

Members: Alan Schulzetenburg, Eileen Bergeron, Ryan Zierden, Corey Sand, Chad Doetkott,

Richard Raeker, Jerome Duevel, Al Koetter, Jerry Primus, John Thelen

Social Relations Task Force

Leader: Don Anderson

Members: Sr. Adella Gross, Stacy Meyer, Gloria Welle, Loren Niehoff, Myrvin Secord, Bob

Doyle, Marge Haider, Amy Tschida, Margie Rodahl.

Parks & Recreation Task Force

Leader: Jenny Mayers

Members: Randy Bergquist, Bob Mayers, Mark Heidgerken, Dean Mohs, Jeff Sawyer, Stacey

Austing-Jacobson

Infrastructure Plan Task Force

Leader: John Harren

Members: None

Emergency Operations Task Force

Leader: John Jensen (Police Chief, Civil Defense Director)

Members: Jeremy Kraemer (Fire Chief), Jenn Tschida (Ambulance Coordinator)

Community Projects (Non-City) Task Force

Leader: Jean McDonald

Members: Lori Krebs, Sharon Blaskowski, Jenny Mayers

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City of Melrose

Strategic Plan

2009 - 2013

A strategic plan provides a framework for City of Melrose programs and activities for the future.

This framework is expressed through:

➢ A mission statement that describes the essence of Melrose.

➢ A set of core beliefs that reflect Melrose’s ideals and values and guide how Melrose

pursues every objective.

➢ Objectives to direct Melrose’s work in carrying out the mission and supporting the beliefs.

➢ A series of strategies/tactics that describe how Melrose will pursue the mission and

accomplish the objectives.

There is no implied hierarchy to the plan either in the listing of the core beliefs or in the sequence

of objectives or strategies.

Vision Statement

“To Enhance the Quality of Life in the Community”

Mission Statement

“To actively grow the community while promoting and protecting the high quality of life”

Core Beliefs We believe in …

➢ Being resident centered

➢ Having passion for our community

➢ Visionary leadership and planning

➢ Guarding the public interest

➢ Excellence and quality in the delivery of services

➢ Public trust and integrity

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Format of outline:

❖ Issues – Major Areas of Emphasis

➢ Goals & Objectives

• Details

Followed by a narrative statement in each issue area

❖ Planning - Provide & Promote orderly growth, preserve the environment, and utilize

the existing sound infrastructure.

➢ Comprehensive Plan

• Employ and utilize services of consultant

• Form and work with Comprehensive Planning Committee

• Seek public input at meetings and workshops

• Research background and demographics

• Establish Comprehensive Plan goals and objectives

• Public review of draft plan

• Present Final Plan

➢ Update Zoning Ordinance



• Research


• Ordinance Adoption

➢ Update Land Subdivision Ordinance



• Coordinate with current environmental requirements

• Ordinance adoption

The City of Melrose is forward thinking and it strives to support and promote the

Comprehensive Land Use Plan through financial backing, political support, and creative

ideas initiated by community involvement. The City of Melrose is interested in a quality of

life emanating from a strong economy, a healthy environment, and social equality.

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Format of outline:



• Details


❖ Development - Sustain and create an economic environment conducive to quality,

diverse job growth and tax base expansion by expanding employment opportunities and tax

base through a proactive business climate.

➢ Develop a Marketing Plan to Promote Economic Growth

• Appoint Marketing Task Force

• Organize Marketing Task Force

• Review Marketing Consultant Options

• Contract with Marketing Consultant

• Develop Multi-Phase/Multifaceted Marketing Program

• Implement Program

➢ Increase City – Chamber Collaboration

• Present to Chamber Director

• Present to Chamber Board

• Present to Chamber Body

• Invite Mayor & Council

• Invite MADA/COC

• Invite City Staff

• City, Chamber, Business Gathering with Speaker

➢ Pursue Melrose I-94 Industrial Park Occupancy

• Link to EDAM Website

• Link to St. Cloud Area Economic Development Partnership Website

• Develop Marketing Program

• Implement Marketing Program

• Install Melrose I-94 Industrial Park Identification Signage

➢ Expand and Utilize Retail and Commercial Districts

• Monitor Business Vacancies

• Address Commercial District Expansion during the Comprehensive Plan Update

Process Through Establishment of a New Residential-to-Commercial Transition

Zoning District

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➢ Review Role of Housing in Economic Development

• Monitor Number of Homes for Sale

• Visual, Contact with Realtors, Review Certificates of Real Estate Value, Review

City Utilities Applications and Transfers

• Research Housing Resources

• Update City Housing Study

• Implement Housing Construction Program to address needs

➢ Phase II: Pursue Melrose I-94 Industrial Park Expansion

• Update Preliminary Engineering Report

• Prepare Plans and Specs

• Bid Project

• Installation

➢ Phase III: As Proposed

• Negotiate Land Acquisition

• Order Preliminary Engineering Report

• Prepare Plans and Specs

• Bid Project

• Installation

The City of Melrose is dedicated to expanding employment opportunities and tax base

through a proactive business climate. Economic development is vital to our community

and we recognize the need to support continued efforts to focus on attracting new

development to the City that would provide a quality of life emanating from a strong

economy, a healthy environment, and social equity.

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Format of outline:



• Details


❖ Social Relations – To unify all members of our community

➢ Senior Citizen Activities Center and Programs

• Hiring of a part-time Senior Activities Coordinator

• The development of a Senior Citizen Center

➢ Build a New Senior Citizen Facility

• Form a Capital Campaign Committee

• Secure a grant writer

• Begin grant writing

• Conduct a capital campaign

• Work to secure City participation

• Hire an architect

• Construction of a Senior Facility

➢ Annual Citizen Survey

• Determine Vendors interested

• Determine preliminary costs and type of survey

• Narrow results to 2 or 3 vendors & consider bids

• Provide bid & proposal results to the City Council & CMPUC

• Council Adoption

• Begin Survey with Consultant

• Tabulate Results and Consultant Presentation to the Council & CMPUC

• Begin Performance Indicator Implementation

• Place on next Strategic Plan update

The City of Melrose will continue to focus on providing quality customer service, through

continuous improvements to the community by supporting community activities and

feedback. As stewards of extremely important and valuable community assets, it is

incumbent upon us to constantly educate and remind our customers-citizens about the value

of services and assets that they benefit. As a public organization, the City of Melrose will

strive to reflect the values, and meet the future needs, of the community.

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Format of outline:



• Details


❖ Parks & Recreation – Provide community activities to enhance the quality of life.

➢ Add new baseball fields • Employ and utilize services of consultant


• Find available land for purchase

• Purchase land sufficient for 4 baseball fields

• Start land survey & bore samplings


• Present Final Plan

• Bids & Specs

• Bid Opening

• City Council to choose contractor

• Begin Construction

• Complete Construction

➢ Install Skate Park in the Sauk River Park

• Tour Parks in Minnesota

• Determine Park Design

• Determine Location for Skate Park

• Soil Analysis

• Fundraising

• Construction

➢ Restrooms along Lake Wobegon Regional Trail

• Commitment

• Funding Sources

• Property Acquisition

• Design

• Bid Project

• Construction

• Complete Project

The City of Melrose has beautiful parks and recreational opportunities. The City will

continue to commit to providing projects that support community activities. The City

recognizes the importance of community services that promote unity and healthy activities.

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Format of outline:



• Details


❖ Infrastructure - Provide for an infrastructure that supports opportunities for

economic development and quality of community life. To have the capability to expand the

infrastructure system to accommodate orderly growth and goals of the community in a

cost-effective, timely manner.

➢ Add a Third Substation or Upgrade the Present Two Substations • Constantly monitor demand

• Study options

• Design

• Construct

➢ Fifth Avenue East Project – Perform traffic counts, monitor traffic congestion,

compile history on accidents, design, fund, construction • Council includes in Five Year Plan

• Preliminary Study

• Funding

• Order Plans & Specifications

• Construct

➢ Downtown Parking – Needs assessments, public input, determine location, design,

fund, construction

• Council included in Five Year Capital Improvement Plan

• Preliminary Study

• Funding

• Order Plans & Specification

• Construct

➢ New Water Treatment Facility – Monitor Mandates From the Federal and State

Agencies

• Constantly monitor mandates

• If Total Maximum Daily Loads (TMDL) are assigned, look at plant upgrades to

meet requirements

• CMPUC to direct staff to proceed with project

• Proceed with Pilot Study

• Proceed with Preliminary Study

• Proceed with Funding for project

• Order Plans & Specs

• Construct

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➢ Wastewater Treatment Facility/Monitor Mandates from the Federal and State

Agencies


• Lobby appropriately

• If TMDL are assigned, look at plant upgrades to meet requirements

➢ 800 MHz System


• Seek grant funding

• Purchase one base station and 5 portable radios

The City of Melrose is responsive to its customer needs and it delivers services consistent

with community expectations and the quality of life for a sustainable community. The

projects listed above support the commitment of visionary, accountable, professional, and

responsive public services.

Format of outline:



• Details


❖ Emergency Services – Improve Emergency Services by promoting a cooperative

volunteer effort between the citizens of Melrose and the Police, Fire, and Ambulance

Departments.

➢ Recruitment

• Training

• Retention

The City of Melrose recognizes that one of the most important public services is public safety.

The City seeks to continue its dedication to providing first-rate safety to all of its citizens.

Format of outline:



• Details


❖ Community Projects - To enhance community spirit and cohesiveness through

events and education made accessible to all individuals.

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➢ Transportation

• Raise money to contract with Tri-Cap

• Contract with Tri-Cap

• Provide Marketing Materials/Education

➢ Promote Minority Leadership

• Incorporate role of Government in ESL classes

• Promote Community Education

• Work with Communities Connecting Cultures

• Identification of Leaders

➢ Establishment of a Farmer's Market to Showcase Community Products

• Determine Level of Interest

• Conduct Feasibility Study of Location

• Identify Vendors

• Conduct Farmers Market

➢ Promote History, Arts, and Existing Cultural Opportunities in the Melrose Area

• Promote History through publication of Melrose Sesquicentennial Cookbook

• Promote Events of Melrose Sesquicentennial

• Promote Hispanic Cultural Events

• Track use of Melrose Area Historical Society Museum

• Promote Community Education Events Music on the River

Community is what we are all about. Community for the City of Melrose means recognizing a

diverse peoples and promoting equality to all who call Melrose home.

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Detailed Task Force Goals, Objectives and Strategies/Tactics

I. COMPREHENSIVE PLANNING - Update the City’s Comprehensive

Plan, Zoning Ordinance, and Land Subdivision Ordinance in a manner which

promotes orderly growth, preserves the environment, and utilizes the existing sound

infrastructure.

A. Update Comprehensive Plan * The Council supports this project, budgeted for it in 2008 and will budget for it in 2009 and

thereafter as per 2007 adoption. The project will most likely start in 2009.

Indicator (What you will measure): 1998 Comprehensive Plan

Source of Data: 1998 Comprehensive Plan

Project Leaders: Zoning Officer, Community Planning/Economic Development

Director

Baseline: 1998 Comprehensive Plan

Indicator Target (quantity): Updated Comprehensive Plan

Actual Outcome: 2009 Comprehensive Plan

Reasoning: The Council has provided a directive to update the Comprehensive Plan. The

current Comprehensive Plan was completed in 1998 and last updated in 1999.

Comprehensive Plans should be updated annually, with major revisions about every ten

years.

Benefit to the Community: Once the Comprehensive Plan is updated, the City will be in

statutory compliance and will continue to have clear long-term planning guidelines for the

growth of the City.

Area of Priority: High, Statutory, mandated by law

Action/Task 1: Employ and utilize services of consultant

Task Leader: Planning & Zoning Commission

Projected Timeline: Start: 05-08 – End 11-09

Budget: $25,000

Action/Task 2: Form and work with Comprehensive Planning Committee



Budget: $0

Action/Task 3: Seek public input at meetings and workshops

Task Leader: Comprehensive Planning Committee


Budget: $300

Action/Task 4: Research background and demographics



Budget: Staff time & resources

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Action/Task 5: Establish Comprehensive Plan goals and objectives


Projected Timeline: Start 06-08 – End 05-09

Budget: $0

Action/Task 6: Public review of draft plan


Projected Timeline: Start: 2008 – End 10-09

Budget: $300

Action/Task 7: Present Final Plan


Projected Timeline: Start: N/A – End 11-09

Budget: $0

Funding Sources:

City Budget: $20,600 needed

Initiative Foundation Grant: $5,000 needed

In-Kind/Technical Assistance Resources:

Assistance of City Staff: Staff time and resources: Amount: unknown

(Note) City has allocated $21,000 for its 2007 planning expenditures including part

of the Comprehensive Plan update. An additional $10,000 was allocated for 2008.

Total funds available for all planning expenditures are $50,400.

Total Needed for Project: $25,600

B. Update Zoning Ordinance * The Council supports this project (as per 2007 adoption). 2008 Council still supports the project

and the ordinances will be updated after the completion of the Comp Plan.

Indicator (What you will measure):1989 Zoning Ordinance

Source of Data: 1989 Zoning Ordinance

Baseline (quantity): 1989 Zoning Ordinance

Indicator Target (quantity): Updated Zoning Ordinance

Actual Outcome: Updated Zoning Ordinance


Director

Reasoning: Both the City Council and the Planning and Zoning Commission have

provided directives because the current Zoning Ordinance was completed in 1989 and does

not address many issues regularly being presented. This should be undertaken immediately

after updating the Comprehensive Plan.

Benefit to the Community: Once the Zoning Ordinance is updated, it will be easier for the

Planning and Zoning Commission and the Council to resolve issues addressed in the

updated ordinance which are not presently addressed in the outdated ordinance.

Area of Priority: High, Statutory, must coincide with Comprehensive Plan

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Budget: $40,000




Budget: $300

Action/Task 3: Research



Budget: Staff time & resources



Projected Timeline: Start N/A – End 11-10

Budget: $300

Action/Task 5: Ordinance Adoption



Budget: $0

Funding Sources:


Initiative Foundation grant: $5,000 needed

In-Kind/Technical Assistance Resources

Assistance of City Staff: Staff time & resources: Amount: unknown


C. Update Land Subdivision Ordinance * The Council supports this project.

Indicator (What you will measure): 1999 Land Subdivision Ordinance

Source of Data: 1999 Land Subdivision Ordinance

Baseline (quantity): Land Subdivision Ordinance 1999-B

Indicator Target (quantity): Updated Land Subdivision Ordinance

Actual Outcome: Updated Land Subdivision Ordinance


Director

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Reasoning: Directive from the Planning and Zoning Commission under advice by the City

Attorney because the current Land Subdivision Ordinance was last updated in 1999 and

does not address many of the current policies and new environmental controls that should

be included. The Land Subdivision update should immediately follow completion of the

Zoning Ordinance.

Benefit to the Community: An updated Land Subdivision Ordinance will facilitate the

land subdivision process by addressing and incorporating current policies and procedures.

Area of Priority: High, Statutory, must coincide with Comprehensive Plan




Budget: $10,000


Task Leader: City Staff


Budget: $200

Action/Task 3: Coordinate with current environmental requirements

Task Leader: City Staff


Budget: $0

Action/Task 4: Ordinance adoption



Budget: $0

Funding Sources:


Initiative Foundation grant: $5,000 needed




Suggestions from Community Visioning Session: Freeway image improvement, property

owners/renters consistent regulations, add Sauk River walkway, downtown corridor from I-

94 to downtown (Rezone to business commercial district), orderly annexation plan,

expanded or new retail district. City: Utilize topics from other city comp plan table of

contents, redevelopment section, comprehensive sidewalk and trail plan, housing market

needs section, park plan section, historical context section, natural and environmental

features, network and formulate a roadway loop around the City for better traffic flow,

rezone to expand downtown westward to the hospital, crime-free housing

program/landlording program.

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Completed Projects: N/A

II. ECONOMIC DEVELOPMENT - Sustain and create an economic

environment conducive to quality, diverse job growth and tax base expansion.

A. Develop a Marketing Plan to Promote Economic Growth * 2007 The Council supports this project and will allocate $10,000 per year. In 2008, this amount

was cut to $3,000 for the 2009 budget. It was decided that the marketing plan should be place on

hold for 2009 and that as time permits, the focus should be on updating the city billboards with

wood facing. This is also dependent upon the extent of more LGA cuts in 2009.

Indicator (What you will measure): Marketing Plan

Source of Data: Marketing Task Force, Community, Consultant

Baseline (quantity): Plan

Indicator Target (quantity): Plan

Actual Outcome:

Project Leaders: Community Planning/Economic Development Director &

Marketing Task Force

SWOT Analysis: Develop a Marketing Plan to promote economic growth

See next page

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ECONOMIC DEVELOPMENT PLAN

PROJECT #1 DEVELOP A MARKETING PLAN TO PROMOTE ECONOMIC GROWTH

SWOT ANALYSIS

Strengths: What do we do well?

• Utilization of public domain resources to market industrial park and community data, i.e. DEED, MNPRO, Community Profile, JOBZ, Positively Minnesota, Melrose website, EDAM website

• Use of community signage along I-94 to market community and industrial park

• Pursuit of programs and program assistance to enhance the community’s commercial/industrial attractiveness i.e. JOBZ, TIF, Bioscience

• Quality responses to business inquiries

• Knowledge of readily used/accessible assistance programs

• Working relationship with assistance program providers

• Competitive costs, i.e. land, electricity, utilities

• Amenities, i.e. health care, housing, employment, education, infrastructure, recreation

• Advanced communication and broadband services

Weaknesses: What can we improve on?

• Lack of formal marketing plan

• Failure to mobilize community residents as marketing ambassadors for community, commerce and development

• Lack of separate, professionally-prepared marketing and promotional materials for local and non-local usage

Opportunities: What good opportunities are open?

• Identify the city’s commercial/industrial niche(s) for expansion and recruitment focus

• Improve collaborative efforts between City and Chamber of Commerce

• Preparation and implementation of a community, commerce and industry marketing program utilizing professional assistance

• Cooperative marketing by same, similar or complementary enterprises i.e. housing development owners

Threats: What trends could harm the project?

• Lack of resources and funds to develop and implement a marketing program

• Lack of program support by community leaders and/or residents

• Lack of commitment and/or follow through by program participants

• Inability of same, similar or complementary enterprises to realize the merits of cooperative marketing or to implement such a program

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Reasoning: The City does not have a formal, unified marketing plan with a program for its

implementation. The City’s limited marketing efforts have focused on the utilization of

public domain resources and the use of local freeway signage. It needs to better market

itself and its resources, including health care, employment and industry, competitive

utilities rates, and industrial property.

Benefit to the Community: It is believed that the proposed marketing plan and its program

implementation will attract business growth in and relocation to the community, will

promote the community to future residents, and will provide current residents with data and

the desire to serve as ambassadors for the community.

Area of Priority: High, Council objective.

Action/Task 1: Appoint Marketing Task Force

Task Leader: MADA/COC

Projected Timeline: Completed 10-08-07

Budget: $0

Action/Task 2: Organize Marketing Task Force

Task Leader: Marketing Task Force


Budget: $0

Action/Task 3: Review Marketing Consultant Options



Budget: $0

Action/Task 4: Contract with Marketing Consultant

Task Leader: Marketing Task Force & MADA/COC


Budget: $1,000

Action/Task 5: Develop Multi-Phase/Multi-Faceted Marketing Program



Budget: $7,000

Action/Task 6: Implement Program



Budget: $17,000

Marketing Task Force – A small participatory committee to be appointed by

MADA/COC; participants may include MADA/COC, Economic Development Plan

Task Force, Chamber and Business Community Members

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Funding Sources:

MADA/COC: 2007/2008 Marketing Budgets $20,000 received; $0 needed

Initiative Foundation: Economic Development Grant $0 received $5,000 needed

MADA/COC: 2009 Marketing Budget $0 received $0 needed

Total for Project: $20,000 received $5,000 needed

Contingency Plan:

a. Development and implementation of a Marketing Program is the top priority. To be

successful, adequate funding is mandatory for professional assistance with

development and implementation.

B. Increase City – Chamber Collaboration * The Council and Utilities Commission felt that the marketing plan should include combining

Chamber collaboration and I-94 Industrial Park marketing. Some progress has already been

realized on this project by having 3 representatives of the city attend the meetings. For 2009, it

was felt that not much effort would need to be placed on this goal.

Indicator (What you will measure): Meeting attendance and participation

Source of Data: Meeting Roll Call

Baseline (quantity): 15

Indicator Target (quantity): 3

Actual Outcome: 3


Chamber Director

SWOT Analysis: Increase City-Chamber Collaboration

See next page

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PROJECT #2 INCREASE CITY-CHAMBER COLLABORATION

SWOT ANALYSIS


• Shared membership/participation pools

• Professionally staffed organizations


• Low participation by Chamber membership

• Limited overall focus of Chamber activities

• Limited member interaction between City and Chamber

• Difficulty for Chamber programs to address the changing marketplace

• Lack of funding to carry out programs and activities

• Failure of City and Chamber to recognize the benefits of increased collaboration and more importantly to commit to it


• Better Chamber meeting attendance by its and City members

• Increase membership to include current non-member businesses

• Increase community support of Chamber and its activities

• Improve and increase City-Chamber interaction

• Joint marketing programs and/or roles

• Increase enthusiasm/participation

• Recognition of each other’s resources and responsibilities

• Joint programs, workshops, seminars, and events sponsored by City and Chamber


• Indifference and lack of support and participation by Chamber members

• Indifference between City and Chamber

• Focus on independence over cooperation

• Trend of decreasing volunteerism

• Lack of funding and other resources

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Reasoning: In an era of declining customer loyalty, increasing competition from malls and

big-box stores, and decreasing numbers of local retail operators, chambers of commerce

along with remaining businesses and cities are having difficulty adapting to the changing

marketplace. Since the Chamber and the City share responsibility for the prosperity of the

business community and the welfare of the community, it makes sense to combine

resources, efforts and manpower to address the changing marketplace.

Benefit to the Community: Capitalizing on the collective knowledge, experience and

resources of the City and Chamber will hopefully produce the means and methods through

which the community’s commercial districts can prosper and grow despite the ever-

changing and increasingly challenging marketplace in which they must compete. An

additional benefit will be an improved networking atmosphere and opportunity between the

City and Chamber.

Area of Priority: Medium, Task Force objective

Action/Task 1: Present to Chamber Director

Task Leader: Community Planning/Economic Development Director


Budget: $0

Action/Task 2: Present to Chamber Board

Task Leader: Community Planning/Economic Development Director &

Chamber Director


Budget: $0

Action/Task 3: Present to Chamber Body


Chamber Director


Budget: $0

Action/Task 4: Invite Mayor & Council


Chamber Director


Budget: $0

Action/Task 5: Invite MADA/COC


Chamber Director


Budget: $0

Action/Task 6: Invite City Staff


Chamber Director


Budget: $0

28

Action/Task 7: City, Chamber, Business Gathering with Speaker

Task Leader: City & Chamber


Budget: $7,000

Funding Sources:

Initiative Foundation: $0 received, $3,500 needed

MADA/COC: 2008 Budget $0 received, $1,500 needed

Chamber of Commerce budget: $0 received, $500 needed

American Legion: $0 received, $250 needed

Lions: $0 received, $500 needed

VFW: $0 received, $500 needed


American Legion: $250 use of facilities

Total for Project: $0 received, $7,000 needed

Contingency Plan:

a. Scale down gathering event into a more eventful annual meeting

b. Sponsor a joint City-Chamber program(s) focusing on customer service or

similar issue(s)

C. Pursue Melrose I-94 Industrial Park Occupancy * The Council chose to combine funding for this with marketing monies 2007. For 2009 it was felt

that with the hard economic times that it was hard to determine how to go about this and that any

marketing efforts should be combined with the marketing plan which has been put on hold.

Indicator (What you will measure): Industrial park lot sales with facility

construction or the construction of facilities for new business development

elsewhere in the City.

Source of Data: City property sales records and building permits

Baseline (quantity): Lot

Indicator Target (quantity): 2 lots/year*

Actual Outcome:

Project Leaders: Community Planning/Economic Development Director

*It is not unusual for the purchaser of a vacant industrial lot from the City to be given a

year in which to begin construction.

SWOT Analysis: Melrose I-94 Industrial Park Occupancy

See next page

29


PROJECT #3 PURSUE MELROSE I-94 PARK OCCUPANCY

SWOT ANALYSIS


• Phase I of the industrial park is complete and ready for additional occupancy

• Park has two occupants

• Competitive land costs

• Competitive utilities costs

• Development incentives availability especially JOBZ designation

• I-94 visibility and adjacency which aid park’s desirability and marketability

• Ease and quickness of access from east or west

• Public ownership

• Phase 2 is designed and ready to be developed. Phase 3 discussions have been initiated

• Marketed through public domain resources i.e. DEED, MNPRO, Melrose website



• Not fully occupied

• Development of Phase 2 (construction) has not been initiated

• Lack of marketing program and professionally prepared literature focusing on I-94 Industrial Park and referencing Melrose’s commercial and industrial activity

• Industrial park is significant distance from St. Cloud and Alexandria areas

• Lack of a major north-south crossing route to complement the east-west traffic of I-94


• Implementation of a marketing program will attract more prospects

• Encourage local area business expansions to relocate to the industrial park

• Promote park’s availability to area businesses for add-on or auxiliary development


• Economic downturn

• Continued competition from industrial parks in other communities with more resources and amenities

• Fluctuating markets

• Labor availability and climate

30

Reasoning: The sale of and construction on vacant lots in the City-owned Melrose I-94

Industrial Park has not met with the expectations or anticipations of some.

Benefit to the Community: The sale of and construction on vacant Melrose I-94 Industrial

Park lots will result in job creation and a tax base increase. This should further result in a

resident population growth, a home sales increase, a rise in the demand for rental housing,

increased retail, service, and related business sales, and overall increased community

prosperity.

Area of Priority: High, Council and Task Force objective

Action/Task 1: Link to EDAM Website



Budget: $0

Action/Task 2: Link to St. Cloud Area Economic Development Partnership

Website



Budget: $0

Action/Task 3: Develop Marketing Program



Budget: $0 Part of Project #1

Action/Task 4: Implement Marketing Program



Budget: $5,000

Action/Task 5: Install Melrose I-94 Industrial Park Identification Signage


MADA/COC


Budget: $3,000

Funding Sources:

City of Melrose: $0 received $3,000 needed

MADA/COC: 2008 Marketing Budget $5,000 received

Total for Project: $5,000 received $3,000 needed*

*This funding is over and above the marketing plan funding identified for Project A.


Total for Project: $8,000

31

D. Expand and Utilize Retail and Commercial Districts * During the updating and implementation of the Comprehensive Plan, identify the area along

Second Avenue East from Main Street to Fourth Street South as a new residential-to-commercial

transition district. Residences in this area could continue to be used for housing or they could be

converted or demolished and replaced with new structures for commercial use. Once a parcel is

used commercially, it could not return to residential use. The Main Street areas eastward from

Fifth Avenue East and westward from First Avenue East could be considered as secondary areas

for such development. For 2009 it was again felt that this should be a part of the Comp Plan.

Indicator (What you will measure): Business facility vacancies

Source of Data: City utility records; Business visits

Baseline (quantity): No first floor downtown vacancies

Indicator Target (quantity): Vacant Business Facility

Actual Outcome:


MADA/COC

SWOT Analysis: Expand and Utilize Retail and Commercial Districts

See next page

32


PROJECT #4 EXPAND AND UTILIZE RETAIL AND COMMERCIAL DISTRICTS

SWOT ANALYSIS


• Fully occupied commercial facilities

• Lack of commercial building vacancies

• Growth of and reinvestment in downtown (diversiCOM, CMFCU) and freeway (Stearns Veterinary Outlet) commercial development

• Business owner commitment to community

• Multiple location expansion areas (most would be at substantial cost due to existing development)



• Lack of vacant, commercial facilities

• Lack of vacant, available development sites adjacent to downtown or freeway commercial areas

• Presence of substantial quantities of wetland and/or poor soils in vacant areas of freeway commercial district

• Reluctance of owners of vacant freeway property to sell or develop

• Substantial cost to acquire residentially developed and improved properties for commercial use and redevelopment

• Existing zoning restrictions and requirements


• Developable, vacant land available in freeway commercial districts

• Quick and easy access to I-94

• Development of Second Avenue East and/or Main Street east and west residential areas into commercial expansion corridors

• Introduce into the proposed Comprehensive Plan update the development of the Second Avenue East and/or Main Street east and west corridors into commercial expansion corridors


• Reluctance of owners of vacant freeway property to sell or develop

• Lack of funding to acquire and develop vacant development sites adjacent to freeway commercial areas

• Lack of funding to acquire and develop for commercial purposes residentially developed areas adjacent to downtown

• Existing zoning restrictions and requirements

• Lack of City and/or community support for commercial expansion into existing residential areas

33

Reasoning: The lack of vacant, usually leasable, downtown or freeway facilities for

expanding or new retail or service businesses has produced concerns regarding the City’s

ability to accommodate and facilitate such growth and development.

Benefit to the Community: Monitoring business district vacancies and the demand for

such facilities will help determine the extent of any problem. Acquisition and commercial

development of residential areas along Main Street adjacent to downtown or along Second

Avenue East would alleviate any shortage that may exist or develop.

Area of Priority: High, Community and Task Force objective

Action/Task 1: Monitor Business Vacancies


Projected Timeline: Start 06-07 – End On-going

Budget: $0

Action/Task 2: Address Commercial District Expansion during the

Comprehensive Plan Update Process Through Establishment of a New

Residential-to-Commercial Transition Zoning District



Budget: $0 (See Comprehensive Plan Worksheet)

Funding Sources:

None


Staff research

Total for Project: $0 received $0 needed

34

E. Review Role of Housing in Economic Development * The Council decided to leave this project in for 2010. It was felt that there currently exists enough

housing developments and a housing study was just completed. Housing studies should be

completed once every five year (as per 2007 adoption)s. For 2009 it was decided to put this project

on hold.

Indicator (What you will measure):Housing units

Source of Data: Housing studies and City conducted surveys

Baseline (quantity): Existing owner-occupied and rental housing units

Indicator Target (quantity): Additional units to fill gaps and deficiencies

Actual Outcome:


MADA/COC

SWOT Analysis: Review role of housing in economic development

See next page

35


PROJECT #5 REVIEW ROLE OF HOUSING IN ECONOMIC DEVELOPMENT

SWOT ANALYSIS


• Housing capacity sufficient • Housing quality good

• Housing variety good

• Diversity vs. concentration in housing ownership and/or occupancy

• Community amenities i.e. health care, education, recreation

• Infrastructure capacity, quality and rates

• Good contractors and skilled labor


• Availability of quality mobile home housing/housing opportunities

• Homes in older neighborhoods need modernization and rehabilitation/renovation

• Excess homes on the market • Decrease in new home construction

• Economic conditions prohibiting government financial support of new subdivisions through infrastructure assistance


• Community growth

• Home improvement/renovation assistance programs

• Promote local spending and investment among residents

• Promote community support and participation among residents


• Effects on housing and the community in the event of a loss of significant local employment

• Lack of funding for another phase of a housing rehabilitation program

• Lack of diverse housing ownership and/or occupancy

• Lack of a program or method to assist occupants of substandard or questionable housing especially mobile homes

36

Reasoning: There exists a general consensus regarding the interrelated roles of housing

and job creation and their positive contributions to community development and prosperity.

It behooves the City to evaluate its stock of for-sale and rental housing along with vacant

residential lots to ensure that the quality, quantity and diversity of the housing stock is

adequate to complement and accommodate the demand for housing and future job creation.

Benefit to the Community: Understanding and supporting the essential interactive role of

housing in community development will help ensure that adequate housing options are

available to current and potential city residents including those associated with newly

created jobs.

Area of Priority: Low to medium, Task Force objective

Action/Task 1: Monitor Number of Homes for Sale


MADA/COC


Budget: $0

Action/Task 2: Visual, Contact with Realtors, Review Certificates of Real

Estate Value, Review City Utilities Applications and Transfers


MADA/COC


Budget: $0

Action/Task 3: Research Housing Resources



Budget: $0

Action/Task 4: Update City Housing Study

Task Leader: City Council/Consultant


Budget: $25,000

Action/Task 5: Implement Housing Construction Program to address needs.

Task Leader: City Council


Budget: unknown

Funding Sources:

Federal Government: Department of Housing and Urban Development, Community

Development Block Grant (CDBG). $0 received, $ needed unknown

State Government: Department of Employment and Economic Development, Small

Cities Development Program (SCDP). $0 received, $ needed unknown

State Government: Department of Employment and Economic Development,

Redevelopment Grant Fund. $0 received, $ needed unknown

Non-Profit: Central Minnesota Housing Partnership. Housing Study. $0 received,

$20,000 needed

37

Local Government: MADA Budget. $0 received, $5,000 needed


Central Minnesota Housing Partnership, Preparation of Housing Study and

Application for grant: $20,000

Total for Project: $0 received, $25,000 needed

F. Pursue Melrose I-94 Industrial Park Expansion * The Council felt that when the City is ready for expansion, that the City could bond for the

project. No dollars were budgeted for this project at this time. In 2008 the Council moved this

project back to 2013 in the 5yr CIP. For 2009 it was thought that it is hard to determine when

phase II of the Industrial Park would be needed. This is an as needed project.

Indicator (What you will measure): Developed Industrial Park Phases

Source of Data: City Improvement Project Documentation

Baseline (quantity): Developed Industrial Property

Indicator Target (quantity): Phase 2 & Phase 3

Actual Outcome:

Project Leaders: City Council

SWOT Analysis: Pursue Melrose I-94 Industrial Park expansion

See next page

38

39


PROJECT #6 PURSUE MELROSE I-94 INDUSTRIAL PARK EXPANSION (PHASES 2 & 3)

SWOT ANALYSIS


• City owns Phase 2 property

• Acquisition discussions between City and Phase 3 property owner have been initiated

• Expansion property is adjacent to existing industrial park

• Sufficient infrastructure capacity

• Infrastructure and utilities adjacent to expansion areas

• Excellent quick and convenient access to City and I-94


• Lack of marketing program

• Cost of Phase 3 property

• Cost of improvements for Phases 2 and 3

• Agricultural presence

• Perception of accessibility difficulty and/or delays


• Vacant land adjacent to present industrial park

• Proximity of existing infrastructure

• Quick and convenient access

• Local JOBZ acreage bank


• Economic downturn

• Competition from industrial parks in other communities

• Labor availability

• Funding availability for land acquisition and infrastructure installation

40

Reasoning: The City has eight vacant developed lots of varying sizes in Phase 1 of the

Melrose I-94 Industrial Park. According to the Strategic Plan, it is hoped that lot sales,

along with facility construction, will occur at the rate of two lots per year. In order to

maintain an inventory of industrial lots if sales occur as hoped, Phase 2 development

should be initiated in three years and completed the year after. Phase 3 (west of Phases 1

and 2 land) should follow thereafter.

Benefit to the Community: Following a schedule for development of Phase 2 and 3 based

on lot sales and existing inventory will allow the community to be prepared for business

expansion and relocation requests.

Area of Priority: Low, Council Determination

Phase 2 – Based on current plat

Action/Task 1: Update Preliminary Engineering Report



Budget: $3,000

Action/Task 2: Prepare Plans and Specs



Budget: $0 Part of project cost

Action/Task 3: Bid Project




Action/Task 4: Installation

Task Leader: Public Works Director/City Engineer


Budget: $1,013,000

Total Phase 2 $1,016,000*

Phase 3 – As proposed

Action/Task 5: Negotiate Land Acquisition



Budget: $400,000

Action/Task 6: Order Preliminary Engineering Report



Budget: $7,000

41

Action/Task 7: Prepare Plans and Specs








Action/Task 9: Installation

Task Leader: Public Works Director/City Engineer


Budget: $1,200,000

Total Phase 3: $1,607,000*

*Note: No accounting made for inflation, increasing land values, or rising fuel costs

Funding Sources:

Phase 2:

Local Government: City Bond or (Utilities loan) $0 received $516,000 needed


Greater Minnesota Business Development Infrastructure Grant. $0 received,

$500,000 needed (Having already received a DEED Infrastructure Grant for Phase

1 of the Industrial Park, the City might qualify for a second one. A third would be

improbable.)

Phase 3:

Local Government: City Bond or (Utilities loan). $0 received, $807,000 needed


Greater Minnesota Business Development Infrastructure Grant. $0 received,

$800,000 needed (Having already received a DEED Infrastructure Grant for Phase

1 of the Industrial Park, the City might qualify for a second one. A third would be

improbable.)


Total for Project: $0 received, $2,623,000 needed

42

Suggestions from Community Visioning Session: Actively seek new businesses (Projects

A & D), Industrial Park development (Project F), more retail stores with part-time & full-

time [employee] positions (Chamber), shopping center (Projects A & D & Chamber),

Farmer's Market (Non-City Committee), high employment businesses/industry (Project A),

movie theatre (Non-City Committee), community marketing plan (Project A), growth of

existing businesses (Projects A & D), residents’ support of local businesses (Chamber),

retail – later evening hours (Chamber), more diverse business owners (Entrepreneurs &

Private Developers) , sidewalk and new housing development (Private Developers).

Suggestions from City: Industrial Park tenant growth (Project C), business-oriented

marketing program (Projects A & C), cooperative marketing plan for housing development

(Developers), City-Chamber cooperation (Project B), hold regional business meetings in

Melrose and encourage shopping (Businesses & Chamber), find use for River Walk

[RiverView] formerly Kraft property (MADA/COC & City), low-income housing project

(Possibly Project E), work with high school business classes to develop local entrepreneurs

(Melrose Area High School), send letters to graduating high school and college students

formerly of Melrose informing them of job opportunities and encouraging entrepreneurship

(Melrose Area High School & possibly Project A), development and assessment policy

(City Staff), list of economic development grants (City Staff).

Completed Projects:

1) Link to EDAM Website: Completed 02-04-08

2) Link to St. Cloud Area Economic Development Partnership Website

43

III. SOCIAL RELATIONS – To unify all members of our

community

A. Senior Citizen Activities Center and Programs * The Council supports idea but needs more information. The Council decided to budget $750 per

year for activities program as per 2007. For the 2009 no money was budgeted.

Indicator (What you will measure):

Source of Data:

Baseline (quantity):

Indicator Target (quantity):

Actual Outcome:

Project Leaders:

SWOT Analysis: Senior Citizen Activities Center and Programs

See next page

44

SOCIAL RELATIONS

PROJECT #1 SENIOR CITIZEN ACTIVITIES CENTER AND PROGRAMS SWOT ANALYSIS


•


•


•


•

45

Reasoning: A large number of people in the Melrose community and surrounding area

have signed on as members of the area Phase III senior group. At last count, over 800 have

signed on and paid their membership dues. There is a high level of interest in a senior

project in Melrose. They are older, but still long to be and need to be active.

Benefit to the Community: This is a project that will add significant value to the

community, both from an economic and quality of life perspective. It is a win-win project.

It is recommended that this project be given priority status in the Strategic Plan being

developed for the City of Melrose, as per the project plan of Donald Andersen.

Area of Priority: Low, Community objective

Action/Task 1: Hiring of a part-time Senior Activities Coordinator

Task Leader: Don Andersen, Joe Timmins, Bill Meyer, Marge Haider, and

Rob Davis


Budget: $750/year

Action/Task 2: The development of a Senior Citizen Center

Task Leader: Don Andersen, Joe Timmins, Bill Meyer, Marge Haider, the

Board of Directors of the Phase III Melrose Area Seniors Group, and Rob

Davis

Projected Timeline: Start 01-08 – End 01-11; Start funding 2008

Budget: 2008

Funding Sources:

Initiative Foundation: $0

Local Donations: $0

Grants: $0

City of Melrose Parks and Recreation Board: $0


Assistance of City Staff: Staff time & resources, Amount: unknown

Private – Volunteers: Help part-time Director with programming


46

B. Build a New Senior Citizen Facility * The Council decided not to budget for this project. The Council expects the senior committee to

get donations for facility and operational costs. The 2012 budget includes a $1 million bond for

this construction, with the remaining $1.2 million to be raised through the senior committee

capital campaign so (as per 2007 adoption). In 2008, this project was included in the 2009-2013

five year capital improvement plan, but was removed due to budget cuts. For 2009 it was decided

that this project was based on Phase III funding.

Indicator (What you will measure): Increased programming at the current Senior

Activity Center, funds coming in for the new facility, securing grants, and getting a

line item of $75,000 in the City's yearly budget.

Source of Data: Current Senior Activity Center's increased programming – more

senior participation, the account balance of Senior Citizen's Phase III at the Central

Minnesota Federal Credit Union, grant writer, and City of Melrose budget

Baseline (quantity): No Director, a single room Senior Center

Indicator Target (quantity): Part-time Director, new Senior Center

Actual Outcome:

Project Leaders: Senior Center Phase III eleven member board of directors

SWOT Analysis: Build a new Senior Citizen facility

See next page

47

SOCIAL RELATIONS

PROJECTS #2 BUILD A NEW SENIOR CITIZEN FACILITY SWOT ANALYSIS


• Experienced and imaginative board of directors

• Ability to organize and execute a successful membership drive

• Ability to communicate with key players

• Demonstrate economic and social benefits to the community

• Already in place – CentraCare Clinic, Wobegon Trail, golf course, thriving business community

• 375 members in Phase III in less than five months


• They need to involve more volunteers

• More clearly define what is wanted in a senior center

• More clearly define funding sources


• Demographic data overwhelmingly points to a need for this project

• Enthusiasm for this project in Melrose and the surrounding area

• Potential to attract seniors to Melrose and thus maintain or enhance a viable business climate


• A recession

• A worsening financial situation for the City or school district

• Inflation affecting input to this project – labor and materials

• A smaller than anticipated dues paying membership

• Ongoing operational and maintenance costs

48

Reasoning: N/A

Benefit to the Community: N/A

Area of Priority: Medium, Community & Task Force objective

Action/Task 1: Form a Capital Campaign Committee

Task Leader: Phase III Board and volunteers


Budget:

Action/Task 2: Secure a grant writer

Task Leader: Phase III Board


Budget:

Action/Task 3: Begin grant writing

Task Leader: Grant writer


Budget:

Action/Task 4: Conduct a capital campaign

Task Leader: Phase III Board and volunteers


Budget: $4,000

Action/Task 5: Work to secure City participation



Budget:

Action/Task 6: Hire an architect



Budget: $10,000

Action/Task 7: Construction of a Senior Facility


Projected Timeline:

Budget: $2,200,000

Funding Sources:

Grants/capital campaign - $14,000

City Bond Issue: $1,000,000 (funds needed)

Grants: $200,000 (funds needed)

Capital Campaign: $1,000,000 (private donations)


Private – Volunteers: Help with Capital Campaign

49

Total for Project: $2,214,000

C. Annual Citizen Survey * In 2008 the Council discussed this project and felt that it could be put on hold for another 5 years.

In the 2009 discussions, it was mentioned that this project was placed into the 2014 CIP &

beyond.

Indicator (What you will measure): # of respondents

Source of Data: Website, door-to-door, flyers, phone



Actual Outcome:

Project Leaders: Don Anderson & Brian Beeman

SWOT Analysis: Senior Citizen Activities Center and Programs

See next page

50

SOCIAL RELATIONS

PROJECT #3 ANNUAL CITIZEN SURVEY SWOT ANALYSIS


• Form Task Forces

• Inform citizens of events and programs

• Community involvement

• Present information on City Utility Bills

• Present information on Mel-TV

• Present information to the Melrose Beacon


• Don’t have a formal way of measuring successes or failures

• Hard to get accurate feedback from citizens

• Discontinued City Newsletter in 2005 due to costs and not enough staff.


• Formulate a viable Annual Citizen Survey

• St. John’s University is interested in serving as a consultant

• The Gallup Poll has shown interest

• The ICMA International City Manager’s Association has shown interest and has a formal Performance Management system

• St. Cloud State University has shown interest

• Springsted Inc. has shown interest


• Cost

• Council support

• Community fear

51

Reasoning: The City of Melrose does not currently have a formal information gathering or

performance based system in place to determine successes and failures of various services

and programs. A formal Annual Citizen Survey would fill that gap and be able to provide

the City valuable information concerning our City-wide performance.

Benefit to the Community: This is a project that will add value to the community by

providing valuable information that will be used to improve various programs and City

services. The overall performance and perception of the City should improve by the

implementation of the survey results.

Area of Priority: Medium to High, Staff & community objective

Action/Task 1: Determine Vendors interested

Task Leader: Don Andersen, Brian Beeman


Budget: $0

Action/Task 2: Determine preliminary costs and type of survey



Budget: $0

Action/Task 3: Narrow results to 2 or 3 vendors & consider bids



Budget: $0

Action/Task 4: Provide bid & proposal results to the City Council & CMPUC



Budget: $0

Action/Task 5: Council Adoption



Budget: $0

Action/Task 6: Begin Survey with Consultant



Budget: $25,000 estimate

Action/Task 7: Tabulate Results and Consultant Presentation to the Council &

CMPUC.



Budget: $0

Action/Task 8: Begin Performance Indicator Implementation


52


Budget: $

Action/Task 9: Place on next Strategic Plan update



Budget: $0

Funding Sources:

Initiative Foundation: $0

Local Donations: $0

Grants: $0

City of Melrose: $25,000



Private – Volunteers: unknown


Future Projects: Annual updates, if desired, at $6,000-$8,000/year

Completed Projects: N/A

IV. PARKS & RECREATION - Provide facilities and activities for the

community’s use to better the quality of life.

A. Add new baseball fields * The City Council and School Board are working cooperatively to fulfill this need. While neither

the City or School currently has the money, a citizens task force was established to research

securing donations to fund the project. It is thought that about $10,000 would be needed to meet

the minimum requirements of a baseball field at the school and the city in return allowing the

school to play softball at the park. It is hoped that funds will be available in time for the spring of

2009. Some funding was already secured for this project through a MN Twins donation.

Indicator (What you will measure): The number of baseball players

Source of Data: Community’s demand

Baseline (quantity): 100 current players

Indicator Target (quantity): 120 players

Actual Outcome: In place before 2010

Project Leader: Jeff Sawyer & Parks & Rec. Task Force

SWOT Analysis: Baseball Field

See next page

53

PARKS & RECREATION

PROJECT #1 BASEBALL FIELD

SWOT ANALYSIS


• We have a successful baseball program for youth in Melrose

• We develop the players from youth on up.


• Improve on the number of players, current fields and program


• The opportunity to bring baseball back to Melrose


• Other small communities’ baseball programs and the facilities

Reasoning: Currently, there are not enough baseball fields in Melrose to successfully

support the Babe Ruth Little League baseball program. The Parks and Recreation Board

has identified a need for additional baseball fields in order to support the growing Little

League Babe Ruth baseball program.

Benefit to the Community: Once additional fields are constructed, the number of players

in the community will increase, and the success of the Babe Ruth program will improve.

Area of Priority: Medium, Task Force & Parks and Recreation Board objective


Task Leader: Parks & Rec. Board


Budget: $5,000




54

Budget: $0

Action/Task 3: Find available land for purchase



Budget: $0

Action/Task 4: Purchase land sufficient for 4 baseball fields.



Budget: $0

Action/Task 5: Start land survey & bore samplings



Budget: $0




Budget: $0

Action/Task 7: Present Final Plan



Budget: $0

Action/Task 8: Bids & Specs



Budget: $0

Action/Task 9: Bid Opening



Budget: $0

Action/Task 10: City Council to choose contractor

Task Leader: Parks & Rec. Board & City Council


Budget: $0

Action/Task 11: Begin Construction



Budget: $0

Action/Task 12: Complete Construction


55


Budget: $300,000

Funding Sources:

City Budget: $100,000 needed (begin budgeting $20,000/year)

Initiative Foundation Grant: $5,000 needed

Private Donations: $200,000


Assistance of City Staff: Staff time and resources: Amount: unknown

(Note) City has allocated $0 for 2009 Annual Budget and $0 in the Five Year 5-yr

CIP.


B. Install Skate Park in the Sauk River Park * In 2007 the Council felt that this project could be funded by donations and chose not to budget for

this project at this time but would fund the soils analysis needed prior to construction. Task Force

to get donations. Since 2007, the task force dissolved and the Park Board took on the project. At

this time, there is no funding available and monies for this project will need to come from

donations or grants as per 2008. Due to lack of interest and funding, this project was put on hold

Indicator (What you will measure): Number of youth who participate

Source of Data: Community Demand

Baseline (quantity): 50 youth

Indicator Target (quantity): 100 youth

Actual Outcome: In Place by 2010

Project Leaders: Melrose Park and Rec. Task Force

SWOT Analysis: Install Skate Park in the Sauk River Park

See next page

56

57

PARKS & RECREATION

PROJECT #2 INSTALL SKATE PARK IN SAUK RIVER PARK SWOT ANALYSIS


• Youth have come to the park board with this request, so the demand is there


• Location for the youth to skate.


• The opportunity to increase

people/usage in the Sauk River Park


• Location in park could be threatened by

the flood plain.

58

Reasoning: A number of the area youth have expressed interest in the sport of

skateboarding. In a survey of students between the ages of 13-18, the level of interest is

gauged at about 30%.

Benefit to the Community: It would provide the local skateboarders an area that is safe to

ride in, for both themselves and the rest of us in the community.

Area of Priority: Low to Medium, Community objective

Action/Task 1: Tour Parks in Minnesota

Task Leader: Melrose Park and Rec. Task Force


Budget: $0

Action/Task 2: Determine Park Design


Projected Timeline: Start 07-07 – End unknown

Budget: $0

Action/Task 3: Determine Location for Skate Park



Budget: $0

Action/Task 4: Soil Analysis



Budget: $0 $8,000 needed

Action/Task 5: Fundraising



Budget: $0

Action/Task 6: Construction



Budget: $40,000 to $70,000 needed

Funding Sources:

Initiative Foundation: unknown

Local Donations: unknown

Grants: unknown

City of Melrose Parks and Recreation Board: $8,000

City of Melrose: unknown

Built through donations/ grants

59




C. Restrooms along Lake Wobegon Trail * It was felt that this should be left in the plan, but not funded at this time. It was felt it could be

combined with another project or have a business sponsor this project. Thoughts on this project

have not changed as per 2008. For 2009 it was felt that users of the train could use the various

restaurants along the trail unless a trail head like a caboose was installed with bathrooms at some

point.

Indicator (What you will measure): Community organizations' desire to construct a

park. Property acquisition, funding, design, construction

Source of Data: Members of the Community

Baseline: 1


Actual Outcome: Life improvement in community

Project Leader: Public Works Director

SWOT Analysis: Restrooms along Lake Wobegon Trail

See next page

60

PARKS & RECREATION

PROJECT #4 RESTROOMS ALONG LAKE WOBEGON TRAIL

SWOT ANALYSIS


• Place for people to gather for social events, entertainment, and recreation

• Create community open space

• Space may be available along Lake Wobegon Trail. If this area is developed into a park, it could accommodate restrooms for Lake Wobegon Trail users


• Security

• Maintenance costs of park facilities and grounds


• Opportunity would exist to further develop the park area with buildings and equipment to accommodate changing trends and desires

• Create community partnerships (People working together towards a common goal.)


• Land availability

• Cost to develop

• Ongoing operational and maintenance costs

• Public buy-in

61

Reasoning: As a result of the Community Visioning session, it has become apparent that

restrooms along the Lake Wobegon Trail are being requested. There is a potential for a new

community park along the trail. If the new park is built, this may be a great location for

public restrooms. This would be an ideal time to capitalize on costs to construct and

maintain new and improved restroom facilities that would serve multiple needs.

Benefit to the Community: The River Fest events end in this area each year. The new

restroom facilities would be a great improvement to the area and serve to move people to

the new park and trail area and away from street traffic. This would be a new amenity to

the Melrose community.

Area of Priority: Low, community objective

Action/Task 1: Commitment

Task Leader: Group

Projected Timeline: Start 09-07 End 01-08

Budget: N/A

Action/Task 2: Funding Sources

Task Leader: Group


Budget: Community organizations

Action/Task 3: Property Acquisition

Task Leader: Group


Budget: unknown

Action/Task 4: Design

Task Leader: Group


Budget: % of project


Task Leader: Group


Budget: unknown

Action/Task 6: Construction

Task Leader: Group


Budget: unknown

Action/Task 7: Completion

Task Leader: Group

Projected Timeline: Start End 10-09

Budget: unknown

62

Funding Sources:

Donations: unknown

Grants: unknown

Property Taxes: unknown


Volunteers, Time Talent, Amount: $ As much as possible

Total for Project: $0

Suggestions from Community Visioning Session: Skate Park, Trail Head, Information

Center, and Historical markers of Sauk Railroad.

Suggestions from City: New Park, move ice stating rink, Gallagher II tourist display,

Music In The Park-Bandstand, more basketball courts, more trails that connect the school,

downtown, golf course, and Lake Wobegon Regional Trail, combine community center

with skate park, hockey rink, & basketball courts.

Completed Projects:

1) Purchase Property adjacent to Jaycee Park. This property was purchased in the summer

of 2008. It added about 2 acres to the city parks system and a new hockey rink and skating

rink was installed. The property was purchased within the established strategic plan

timeframe. Reasoning: Due to the expansion of the CentraCare Hospital & Clinic as well

as the addition of new townhomes, the hockey rink & warming house needs to be

relocated. The Parks and Recreation Board has identified a need for additional park space

for the hockey rink, a potential skate park, baseball fields, and additional basketball courts.

Benefit to the Community: The citizens of Melrose will benefit directly by increasing

parks space and usage for the centralizing of a variety of activities along the Lake

Wobegon Regional Trail system.

63

V. INFRASTRUCTURE - Provide for an infrastructure that supports

opportunities for economic development and quality of community life. To have the

capability to expand the infrastructure system to accommodate orderly growth and

goals of the community in a cost-effective, timely manner.

A. Add a Third Substation or Upgrade the Present Two Substations * The Utilities Commission is monitoring the situation. It is not known for sure when this will be

needed, so it is being left in the Strategic Plan. Project is slatted for 2011 in the 5yr CIP, as per

2008 comments. Current gas tests on the existing sub station meet standards for now.

Indicator (What you will measure): The ability for one substation to carry the load

Source of Data: Community’s demand

Baseline (quantity): 18 MW

Indicator Target (quantity): 19 MW

Actual Outcome: In place before 20 MW


SWOT Analysis: Electrical Substation

See next page

64

INFRASTRUCTURE

PROJECT #1 ELECTRICAL SUBSTATION

SWOT ANALYSIS


• Utility has an excellent capital improvement program (CIP) in place. Present program is 75-85% funded. New ideas/concepts are analyzed and easily incorporated if appropriate.

• Stable Rates

• Lowest residential rates in the state for the past two years.

• Owner/member of a joint action power agency

• Conservation Improvement Program.

• Renewable Energy Program


• Outdated high energy consuming equipment, appliances and lighting fixtures in the system.

• One substation will not be able to carry load.


• Work with customers to update out-dated equipment, appliances and lighting fixtures to reduce energy needs.

• Promote Renewable Energy Programs.

• Promote Conservation Improvement Program.


• Renewable energy products cost more; therefore, people are reluctant to buy into renewable programs on a volunteer basis.

• Customers may only consider return on investments in dollars and overlook the environmental benefits when considering CIP projects.

65

Reasoning: With the addition of Proliant, the City may need additional capacity.

Benefit to the Community: Reduce the risk of overload & outages.

Area of Priority: High, Task Force & CMPUC objective

Action/Task 1: Constantly monitor demand

Task Leader: Staff

Projected Timeline: On-going

Budget: $0

Action/Task 2: Study options

Task Leader: Engineer


Budget: unknown

Action/Task 3: Design

Task Leader: Engineer


Budget: % of project

Action/Task 4: Construct

Task Leader: Contractor


Budget: $2,000,000 Projected Costs

Funding Sources:

City of Melrose Public Utilities electric rates


Assistance of City Staff: Staff time & resources, Amount: TBD


66

B. Fifth Avenue East Project – Perform traffic counts, monitor traffic

congestion, compile history on accidents, design, fund, construction * The Council and Utilities Commission chose not to budget for this at this time as it could be 50

years out. As per 2007, 2008, & 2009 comments.

Indicator (What you will measure): Completion of each as indicated above.

Outcome of each step would determine the need to proceed to the next step.

Source of Data: City staff or consultants



Actual Outcome:


SWOT Analysis: Fifth Avenue East Project

See next page

67

INFRASTRUCTURE

PROJECT #2 FIFTH AVENUE EAST PROJECT

SWOT ANALYSIS


• City has excellent improvement program (CIP) in place. Present program is 50-75% funded. New ideas/concepts are analyzed and easily incorporated if appropriate

• Respectable traffic flow in and through the City

• Viable downtown business district


• Businesses would have to be purchased and shut down or relocated

• Fifth Avenue East and East Main Street is an off-set intersection

• This type of intersection prohibits smooth flow of traffic

• Potential of greater accidents


• Intersection: smoother traffic flow, improved safety

• Fifth Avenue East would be aligned



• Potential loss of business(es)

• Cost

68

Reasoning: Several comments have been made not only through the Visioning Session, but

also through daily contact with citizens asking if anything can be done to improve the Fifth

Avenue East and East Main Street intersection to align the streets and possibly install

turning lanes.

Benefit to the Community: Improved visibility and safety features and citizen satisfaction.

Area of Priority: Low, Community & Task Force objective

Action/Task 1: Council includes in Five Year Plan

Task Leader: Council

Projected timeline: Start 07-07 End 12-07

Budget: unknown

Action/Task 2: Preliminary Study



Budget: unknown

Action/Task 3: Funding



Budget: unknown

Action/Task 4: Order Plans & Specification



Budget: Based on % of project




Budget: unknown

Funding Sources:



Volunteers, Time talent, Amount: $ As much as possible


69

C. Downtown Parking – Needs assessments, public input, determine

location, design, fund, construction * The Council chose not to budget for this at this time (as per 2007 adoption) The Council had no

change in their opinion for 2008. For 2009 it was the thought that there were no issues with the

current parking situation.

Indicator (What you will measure): Completion of each task as indicated above.

Outcome of each step would determine the need to proceed to the next step.

Source of Data: City staff or consultants



Actual Outcome: (Parking Plan)


SWOT Analysis: Downtown Parking

See next page

70

INFRASTRUCTURE

PROJECT #3 DOWNTOWN PARKING

SWOT ANALYSIS


• City has an excellent improvement program (CIP) in place. Present program is 50-75% funded. New ideas/concepts are analyzed and easily incorporated as appropriate.


• Business(es) may have to be purchased and shut down or relocated

• Limited parking could limit retail businesses


• Increased parking availability may improve customer volume for business in downtown area

• More vibrant downtown



• Potential loss of business

• Cost

71

Reasoning: High frequency of citizen complaints have sparked a citizen parking

committee in previous years. Several citizens, business owners, and Melrose visitors have

identified the lack of parking as a problem area for the City of Melrose.

Benefit to the Community: Increased parking downtown would alleviate the parking

strains for downtown business, Melrose visitors, and visitors to the City Center for various

events and conferences. This would eliminate the perception that Melrose’s downtown area

is congested.

Area of Priority: Medium, Community objective

Action/Task 1: Council included in Five Year Capital Improvement Plan



Budget: $0

Action/Task 2: Preliminary Study



Budget: unknown

Action/Task 3: Funding



Budget: unknown

Action/Task 4: Order Plans & Specifications



Budget: Based on % of project




Budget: unknown

Funding Sources:



Volunteers, Time talent, Amount: As much as possible

Total for Project: unknown

72

D. New Water Treatment Facility – Monitor Mandates From the

Federal and State Agencies * The City of Melrose Public Utilities Commission chose not to budget for this at this time; they will

continue to monitor based on Industry needs and state/federal mandates. In 2008 this project was

placed into the 5yr CIP for 2014 at the cost of $8,000,000. 2009 comments are that this is still

dependant upon industry.

Indicator (What you will measure): Mandated parameters set by the federal and

state agencies.

Source of Data: Federal and state agencies along with City staff and consultants



Actual Outcome: (New Water Treatment Facility that meets all Federal and State

mandates and regulations)


SWOT Analysis: Water Treatment Facility

See next page

73

INFRASTRUCTURE

PROJECT #4 WATER TREATMENT FACILITY

SWOT ANALYSIS



• Stable rates

• Low rates

• One item that has been considered over the past couple of years is a water treatment facility (WTF)


• Cost of water treatment facility (WTF) payment and O&M are not acknowledged in present rate structure.

• Would not be able to boast having some of the lowest rates in the state (for economic development) if a WTF was built.


• Improved water quality


• Costs

• Community’s desire or lack thereof for improved water quality

74

Reasoning: Federal and State mandates have forced the City of Melrose to consider

constructing a new water treatment facility.

Benefit to the Community: Improved water purity standards for all City water that could

indirectly contribute to the better physical health of the citizens of Melrose.

Area of Priority: Medium, CMPUC & Community objective

Action/Task 1: Constantly monitor mandates

Task Leader: Council/CMPUC

Projected Timeline: N/A

Budget: unknown

Action/Task 2: Lobby appropriately



Budget: unknown

Action/Task 3: If Total Maximum Daily Loads (TMDL) are assigned, look at

plant upgrades to meet requirements

Task Leader: CMPUC

Projected Timeline: unknown

Budget: unknown

Action/Task 4: CMPUC to direct staff to proceed with project

Task Leader: CMPUC


Budget: unknown

Action/Task 5: Proceed with Pilot Study

Task Leader: CMPUC

Projected Timeline: 01/08

Budget: $10,000

Action/Task 6: Proceed with Preliminary Study

Task Leader: CMPUC


Budget: TBD

Action/Task 7: Proceed with Funding for project

Task Leader: CMPUC


Budget: TBD (Rate increase based on % of project)

Action/Task 8: Order Plans & Specifications

Task Leader: CMPUC


Budget: TBD

75

Action/Task 9: Construct Facility

Task Leader: CMPUC


Budget: $8,000,000 projected costs

Funding Sources:

CMPUC Water utility rates: unknown


Volunteers, Time talent, Amount: As much as possible


E. Wastewater Treatment Facility/Monitor Mandates from the

Federal and State Agencies * The City of Melrose Public Utilities Commission chose to monitor budget legislature for any

mandates. Several updates to the W/W Treatment facility are in the 5 yr CIP for the years 2009,

2011, 2012, 2013, & 2014 as per 2008 comments. 2009 the grit removal system will be completed

in 2009.


state agencies.

Source of Data: Federal and state agencies along with City staff and consultants



Actual Outcome: (Wastewater Treatment Facility that meets all Federal and State

mandates and regulations)


SWOT Analysis: Wastewater Treatment Facility

See next page

76

INFRASTRUCTURE

PROJECT #5 WASTEWATER TREATMENT FACILITY

SWOT ANALYSIS



• Stable rates

• Can accommodate growth


• Wastewater facility discharges to the Sauk River

• Sauk River is on the impaired waters list for mercury

• Plant expansion may be limited


• Work with the State and environmentalists to clean up the downstream water to limit or avoid TMDL


• Federal or State mandates limiting Melrose’s ability to expand

• Assigned TMDL

77

Reasoning: Federal and State mandates may force the City of Melrose to consider

improving its wastewater treatment facility.

Benefit to the Community: Improved water purity standards for all City water that could

indirectly contribute to the better physical health of the citizens of Melrose.

Area of Priority: High, State & Federal mandates




Budget: unknown

Action/Task 2: Lobby appropriately



Budget: unknown

Action/Task 3: If TMDL are assigned, look at plant upgrades to meet

requirements

Task Leader: CMPUC


Budget: unknown

Funding Sources:

CMPUC Utility rates:

Grant: TBD


Assistance of City Staff: Staff time and resources, Amount: TBD


F. 800 MGHZ System * 2009, due to budget cuts, this project has been put on hold.


state agencies. Increased NIMS & safety compatibility

Source of Data: Federal and state grant monies


Indicator Target (quantity): 1 base system & 5 portables

Actual Outcome: (NIMS capable)


SWOT Analysis: Wastewater Treatment Facility

See next page

78

INFRASTRUCTURE

PROJECT #6 800 MGHZ SYSTEM

SWOT ANALYSIS


• Can communicate via cell phones


• If cell phone towers go down, Supervisors have no way to communicate in a disaster.

• May not meet NIMS recommendations


• The County may have grants available

• Sauk Rapids may have already secured a grant for this purpose.


• Federal or State mandates limiting Melrose’s ability to communicate on the current system.

• Funding/lack of grants available

79

Reasoning: Federal and State mandates may force the City of Melrose to consider

improving its communications system. The current system will soon be obsolete. We will

need a compatible system so that Supervisors can communicate.

Benefit to the Community: Improved communication system in the event of an

emergency.

Area of Priority: Medium to High, Federal & State mandates


Task Leader: Public Works Director


Budget: unknown

Action/Task 2: Seek grant funding


Projected Timeline: 2008 - 2013

Budget: unknown Needed: ?

Action/Task 3: Purchase one base station and 5 portable radios


Projected Timeline: Over next 5 years

Budget: $15,000 est.

Funding Sources:

City: $5,000

CMPUC: $10,000

Grant: TBD




Projects that are not priorities, but are listed for future projects:

• Replace chorine booster pump

• Automated meter reading system

• Upgrade chlorination contact tank

Suggestions from Community Visioning Session: Street corner floral shop (intersection) needs

redesign, more downtown public parking, better snow removal & road maintenance, public

restrooms along Lake Wobegon Trail. City: 2007 generator relay, 2007 power plant sandblasting,

2007 automated meter reading, street improvements, street seal coat project, 2008-2009 west

substation – refurbish existing or add a third substation, 2008 minor distribution circuits and

extensions, 2009 minor distribution circuits and extensions, 2007 replace chlorine booster, 2007

Well #5 rehabilitation and pump house replacement, 2007 Well #7 building maintenance new roof,

2010 water treatment facility may need to be constructed, 2007 CSAH #13 extension, 2010 replace

odor control media.

80

Completed Projects:

1) CMPUC Policies Adopted

V. EMERGENCY SERVICES – Improve Emergency Services by promoting a

cooperative volunteer effort between the citizens of Melrose and the Police, Fire, and

Ambulance Departments.

A. Volunteer Recruitment/Maintaining & Expanding Group of

Volunteers to Staff the Fire & Ambulance Departments and Police

Reserves * Although no funding is required, the Council and City of Melrose Public Utilities Commission are

in support of this project (as per 2007 adoption.) Continued efforts to maximize volunteers

persisted in 2008. Almost all of the goals/projects of this Task Force have been funded,

supported, and completed, by the City Council In 2009 all projects complete. Just monitor

volunteer numbers.

Indicator (What you will measure): Number of volunteers active and interested in

joining

Source of Data: None

Baseline (quantity):

Indicator Target: Fire Department – 30 volunteers, Ambulance Department – 20

volunteers, Police Reserves – 5 volunteers

Actual Outcome: ?????

Project Leader: Fire Chief, Ambulance Coordinator, and Police Reserve

Coordinator

SWOT Analysis: Volunteer Recruitment

See next page

81

EMERGENCY SERVICES

PROJECT #1 VOLUNTEER RECRUITMENT

SWOT ANALYSIS


• Fire Department volunteers are normally waiting for openings

• Provide good to excellent training for volunteers

• Provide a small amount of compensation for some hours worked

• Fire Department retirement fund

• Provide good to excellent equipment


• A long-term stable group of volunteers for Melrose Ambulance and Melrose Police Reserve

• A retirement fund for Ambulance and Police Reserve volunteers


• A growing community that should provide a bigger pool of candidates for volunteer positions

• A progressive City Council with a desire to maintain and see the services continue to grow and provide excellent emergency services


• Funding issues

• Apathy from the community

82

Reasoning: A strong volunteer group enables the Police Reserve, Fire Department and

Ambulance Department to take on medium and long-term goals with the knowledge that

the resources will be there to carry out the mission. It also allows the Departments to

specialize their members’ training for long term benefit.

Benefit to the Community: Community benefits are the added trust the community feels

by having ownership in these groups - A building of a partnership. It also enables the

Departments to make strong community ties which are beneficial when it comes to looking

for information for problem solving and fundraising.


Action/Task 1: Recruitment

Task Leader: Group


Budget: unknown

Action/Task 2: Training Recruitment

Task Leader: Group


Budget: unknown

Action/Task 3: Retention

Task Leader: Group


Budget: unknown

Funding Sources:

City of Melrose, Fire/Ambulance reserves: TBD



Assistance of Fire Dept Staff: Staff time and resources, Amount: TBD

Assistance of Ambulance Dept Staff: Staff time and resources, Amount: TBD


Suggestions from Community Visioning Session: Keep ambulance services, drug

awareness, better Animal Ordinance (completed 10-5-2006). City: Fire and Ambulance

Station, fire truck purchases, ambulance purchases, new police vehicle, regional training as

per NIMS requirements, security surveillance system, Emergency Operations Plan as per

NIMS, Hazmat & emergency awareness classes, improve ISO rating, police foot/bike

patrol, Spanish speaking Compliance Officer/Fire Marshall.

Completed Projects:

2) Retained City-owned Ambulance Department: The City Council decided that having a

local Ambulance Department was beneficial. It was decided to monitor the Ambulance

83

Dept. situation to see if the number of volunteers and morale increases before

considering contracting out for Ambulance services. The Ambulance Department

seems to be increasing its volunteers and the department seems to be running efficiently

and effectively as of 2008. No further action is anticipated at this time.

3) 800 MGHZ radios goal for interoperability between EMS departments was completed

during the 2007 Strategic Planning process.

4) The City Council adopted a revised Animal Ordinance 10-5-2006, which was reviewed

and approved by the City Attorney. This ordinance appears to be solid and no further

issues have been encountered since its adoption.

5) A new Police vehicle (Dodge Charger) was purchased in 2007. The Charger was

chosen for purchase due to better estimated better gas mileage ratio than other

comparable vehicles.

6) New Fire and Ambulance Station – New $2.3 Million Physical Building at site of

existing structure -construction in 2008. Funded through Lease Revenue Bonds issued

through the Melrose Area Development Authority, with repayment through a

combination of rental payments received from the Fire & Ambulance Department

budgets, and a debt levy.

7) New Ambulance: Was purchased in 2008.

8) New Ladder Truck: Was purchased in 2008.

VI. COMMUNITY PROJECTS - To enhance community spirit and

cohesiveness through events and education made accessible to all individuals.

A. Promote Minority Leadership in the Community and Local

Government * Although no funding is required, the Council supports this project. If it is determined that

funding is needed, possible funding could come from the Initiative Foundation. Project has

received continue go ahead for 2009 assuming no funding needed.

Indicator (What you will measure): Number of students attending classes & number

of ethnic members in various civic groups and City Council.

Source of Data: Attendance Records

Baseline (quantity): 15 Students

Indicator Target (quantity): 20 Students

Actual Outcome: 3 Emerging Leaders

Project Leaders: Kelly Neu, Jean McDonald, Sister Adella Gross

SWOT Analysis: Promote Minority leadership

84

COMMUNITY PROJECTS (NON-CITY)

PROJECT #2 PROMOTE MINORITY LEADERSHIP SWOT ANALYSIS


• Already established Communities Connecting Cultures

• Strong community education program through the school district

• Numerous opportunities in Melrose for citizens to become involved

• Local Hispanic newspaper


• Language and cultural awareness training


• Growing numbers of ethnic populations in the community


• Impact of future immigration laws

85

Reasoning: Community needs diverse backgrounds represented through education at the

senior high school level, community education classes, and involvement with Communities

Connecting Cultures, promote diverse leadership.

Benefit to the Community: Benefit to the community minority leadership. Promote

governmental and social stability along with growth.


Action/Task 1: Incorporate role of Government in ESL classes

Task Leader: Kelly Neu & ELS Staff


Budget: $0

Action/Task 2: Promote Community Education

Task Leader: Community Ed Coordinator


Budget: $0

Action/Task 3: Work with Communities Connecting Cultures

Task Leader: Kelly Neu & Non-Profit


Budget: $0

Action/Task 4: Identification of Leaders

Task Leader: Sister Adella Gross


Budget: $0

Funding Sources:

City Budget: unknown

Initiative Foundation grant: TBD


Communities Connecting Cultures: Time/personal



86

B. Establishment of a Farmer's Market to Showcase Community

Products * The Council supports this project. Funding is expected to come from the Initiative Foundation.

The Farmer’s Market was started in the fall of 2008 for 3 days. It will start up again each

Saturday May through October of 2009. Additional funding from the Initiative Foundation is

expected. The city did pay very minor fees in advertising in 2008.

Indicator (What you will measure): Number of community workers, number of

vendors, and number of customers.

Source of Data: Number of phone calls from ads & response from KASM

Baseline (quantity): 10-12 Committee members

Indicator Target (quantity): 12-15 Vendors

Actual Outcome: Farmers Market Weekly/May

Project Leaders: Jean McDonald/Evelyn Hernandez

SWOT Analysis: Farmer’s Market

See next page

87

COMMUNITY PROJECTS (NON-CITY)

PROJECT #3 FARMER'S MARKET

SWOT ANALYSIS


• Established vendors already exist in Central Minnesota

• Current community interest in purchasing local products

• Melrose lakes area is a tourist magnet


• Need organizational leaders


• Possible additional funding from Initiative Foundation

• Available locations already exist


• Usage

• Poor growing conditions

88

Reasoning: To support local food producers and connect them directly to consumers and

promote economic stability.

Benefit to the Community: Create easy access to local products, promote diversity and

promote open spaces.


Action/Task 1: Determine Level of Interest

Task Leader: Jean McDonald


Budget: $50 Advertisements

Action/Task 2: Conduct Feasibility Study of Location

Task Leader: Jean McDonald/Committee


Budget: $0

Action/Task 3: Identify Vendors

Task Leader: Committee


Budget: $50 (paper/postage)

Action/Task 4: Conduct Farmers Market

Task Leader: Committee


Budget: $2,500

Funding Sources:

City Budget: unknown

Initiative Foundation grant: TBD $2,500 needed


Assistance of City Staff: Staff time & resources: Amount: TBD


C. Promote History, Arts, and Existing Cultural Opportunities in the

Melrose Area * Although no funding has been requested, the Council supports this project. Continued go ahead

for 2009 assuming no funding needed.

Indicator (What you will measure): Number of Participants

Source of Data: Historical Society, Melrose School District, Women of Today


Indicator Target (quantity): 2 cultural events, 1000 cookbooks sold, increase

museum visitor attendance

Actual Outcome: TBA

89

Project Leaders: President of Women of Today, Kelly Neu, Tim Vogel, Perez

family

Reasoning: Arts and history are a vital part of a thriving community.

Benefit to the Community: Many elements of history and art events currently exist. This

area will help promote and educate about current resources available.


Action/Task 1: Promote History through publication of Melrose

Sesquicentennial Cookbook

Task Leader: Women of Today


Budget: TBD

Action/Task 2: Promote Events of Melrose Sesquicentennial

Task Leader: Chamber of Commerce


Budget: TBD

Action/Task 3: Promote Hispanic Cultural Events

Task Leader: Jeannette Perez/Las Alazanas Dance Group


Budget: TBD

Action/Task 4: Track use of Melrose Area Historical Society Museum

Task Leader: Roger Paschke


Budget: unknown

Action/Task 5: Promote Community Education Events Music on the River

Task Leader: Stacey Austing-Jacobson


Budget: unknown

Received grant: $2,000 Arts Council

Funding Sources:

Communities Connecting Cultures/Mexican Independence Day


Assistance of City Staff: Staff time & resources: Amount: TBD


Suggestions from Community Visioning Session: Public transportation (completed

winter of 2007), Farmer's Market, crash course language between Spanish & English,

movie theatre, more art & cultural opportunities, Hispanic leader in community & local

government, non-smoking bar, resident support for local businesses, bring more history to

90

the community, later retail business hours, return of softball leagues, more involvement,

Community Education, more churches, more diverse business owners.

Completed Projects:

1) Provide public transportation in order to promote independence and prevent

isolationism. (This Objective was completed in the Winter of 2006-2007). The

ridership has increased from just a few per week to over 500 passengers per month.

The City Council renewed the TRI-CAP bus contract again for the duration of 2009.

2) Music in the Park: Started 2007, was a big success. More events were planned for 2008

and larger events are planned for 2009.

3) Non-Smoking Bar: due to the State imposed Freedom to Breath Act.

91

BUDGET NEEDS FOR

TASK FORCE PROJECTS

Comprehensive Plan

Comprehensive Plan – 2009: - $25,900

Update Zoning Ordinance – 2010: - $40,600

Update Land Subdivision Ordinance – 2011: - $10,200

Sub-Total: $76,700

Economic Development

Develop a Marketing Plan to promote economic growth – 2009: $25,000 ($10,000 budgeted in

MADA in 2007 and 2008; $3,000 budgeted for 2009)

Increase City – Chamber collaboration – 2009: - $7,000 (Pay from funds budgeted for

marketing the City)

Pursue Melrose I-94 Industrial Park occupancy – 2009: - $8,000 (Pay from funds budgeted for

marketing the City)

Expand and utilize retail and commercial districts: $0

Extend business district along South Second Avenue East – Unknown – Currently plan to

rezone only - $0

Review role of housing in economic development through a housing study – 2010: - $25,000

Pursue Melrose I-94 Industrial Park expansion – 2009: $3,000

I-94 Industrial Park Expansion – Phase 2 – 2010: $1,013,000

I-94 Industrial Park Expansion – Phase 3 – 2011-2012: $1,607,000

(These improvements would be paid through bonding)

Sub-Total: $2,688,000

Social Relations

Senior Center activity director – 2009-2013: $4,500 ($750 per year) (Included in Parks & Rec

annual budget)

Build a new Senior Citizen Facility: 2012: - $2,200,000 – funding undetermined – Possibly a

combination of grant funding, capital campaign donations, and possible bonding)

92

Annual Citizen Survey: 2014-2017 - $25,000 initial survey, and $6,000-$9,000 annually

thereafter

Sub-Total: $2,229,500

Parks & Recreation

Build new baseball fields – 2009: - $10,000; 2014-2017: $300,000; Total - $310,000

(Initial $10,000 for renovations to existing City and School District Ball fields. Remaining is for

new ball fields which would be paid through grant funding, donations, and amounts budgeted in

Parks & Rec capital outlay budget)

Install skate park in the Sauk River Park – 2009: - $0

(Eliminated from 5 year plan as no committee supporting/promoting the park)

Restrooms along Lake Wobegon Trail: $0

Sub-Total: $310,000

Infrastructure

Add a third sub-station or upgrade the present two sub-stations – 2011: - $2,000,000

Study would be conducted prior to proceeding

Fifth Avenue East Project: $0

Downtown Parking: $0

Water Treatment Facility: 2014: Estimated cost - $8,000,000; Project is dependent on

state/federal mandates, and Industry.

Wastewater Treatment Facility/Updates: $0

800 MGHZ Radio System: 2013: - $40,000 – Questionable – depends on NIMS mandates

Sub-Total: $10,040,000

Emergency Operations Volunteer recruitment - maintaining & expanding a group of volunteers to staff the Fire &

Ambulance Departments and Police Reserves: $0

Sub-Total: $0

93

Community Projects (Non-City) Provide public transportation in order to promote independence and prevent isolationism –

City budgets $2,500 per year to contribute to Fund, plus the city is obligated under contract to pay

$400 per month for the service if not enough donations are received.

Promote Minority leadership in the community and local government: $0

Promote history, arts, and existing cultural opportunities in the Melrose area: 2009 -$0

Sub-Total: $4,800/yr

Total project costs - $15,368,200 (2009 through 2017)

Total needed over the next 5 years: $7,043,200 (2009-2013)

(Equivalent to $1,408,640 per year over next five years – includes General & Utilities)

94

SYNOPSIS:

Costs shown for 2009 have been funded within the City’s budget unless otherwise noted.

Total 2009 Budget (including grants/donations) - $84,450

Total grant/donations funding available for all proposed projects for 2009: $2,300

Total Impact to the 2009 City Budget: $82,150

Total Impact to the 2009 CMPUC Budget: $0

Five Year Capital Improvement Impact:

2009 - $84,450 (General - $82,150; Utility - $0; Donation/Grants, etc. - $2,300)

2010 - $1,059,150 (General - $1,056,850; Utility - $0; Donation/Grants, etc. - $2,300

2011 – $3,620,450 (General - $1,628,250; Utility - $2,000,000; Donation/Grants, etc. - $2,300)

2012 – $2,205,550 (General - $2,500; Utility - $0; Donation/Grants, etc. - $2,202,300)

2013 - $45,550 (General - $3,250; Utility - $40,000; Donation/Grants, etc. - $2,300

Five Year Grand Totals - $7,015,150

General - $2,773,000

Utility - $2,040,000

Contributions/Donations - $2,211,500

The above listed budgets for the years of 2009-2013 do not include the following improvements

which have been discussed as probable for future years:

1. Water Treatment Facility – estimated cost - $8,000,000 to CMPUC budget

2. Realignment of Fifth Avenue East at the intersection of East Main Street – costs unknown

3. Reclassification/rezoning of South Second Avenue East from residential to commercial –

estimated cost - $0

Including these costs would bring the total costs to $15,015,150.

1

APPENDIX

Initial Community Visioning Worksheets

“AREA CITIZENS DEVELOPING COMMUNITY”

Melrose Community Visioning Session

July 31, 2006

6:00 PM – 9:00 PM

DESIRED OUTCOMES:

By the end of this session, participants have…

… identified 4, 5 or 6 key elements – Desired Outcomes – of what we want the Melrose

community to achieve over the next three years;

… were able to “get their two cents worth in”- able to voice their insights and understand

the ideas of their neighbors;

… a clear understanding of the next steps as a way to participate to the degree they

choose;

… engendered a sense of excitement about the life and direction of the Melrose community.

AGENDA

6:00 Sign in and proceed through the buffet line

6:30 Welcome by Mayor Eric Seanger

6:35 Community information by Jean McDonald & Don Andersen

6:50 Background of Melrose HCP process by Al Koetter

• How we got to this point

• The Initiative Foundation

• Introduction of ACDC members

7:00 Community Visioning facilitated by Nadine Schnettler

• Assets & Challenges of our community – Pages 2 and 3

• Toward a Shared Vision – Page 4

8:15 Making choices, setting priorities, “dot-mocracy” exercise

• Participants complete Page 5

8:30 Door prizes

8:45 Share results of “dot-mocracy” – discuss next steps and adjourn

2

Page 2

ASSETS

Step 1.

Working individually, list all of the assets or good things the Melrose community has to offer.

If you wanted to encourage a friend or relative to move here, what are the positive things you

would tell them?

1. ________________________________________________________________

2. ________________________________________________________________

3. ________________________________________________________________

4. ________________________________________________________________

5. ________________________________________________________________

6. ________________________________________________________________

7. ________________________________________________________________

Step 2.

Working as a group at your table, make a combined list of all the things you have on all the

lists at your table. Be sure to go around the table in an organized way so everyone gets a

chance to share.

Step 3.

We will make a combined list from all of the groups on a flipchart and post them on the walls

of the meeting room.

3

Page 3

CHALLENGES

Step 1.

Working individually, list all of the challenges or problems the Melrose community is facing.

If you wanted to discourage a friend or relative from moving here, what are the things you

would tell them?

1. ____________________________________________________________

2. ____________________________________________________________

3. ____________________________________________________________

4. ____________________________________________________________

5. ____________________________________________________________

6. ____________________________________________________________

7. ____________________________________________________________

Step 2.

Working as a group at your table, make a combined list of all the things you have on all the

lists at your table. Be sure to go around the table in an organized way so everyone gets a

chance to share.

Step 3.

We will make a combined list from all of the groups on a flipchart and post them on the walls

of the meeting room.

4

Page 4

DESIRED OUTCOMES

LOOKING OUT THREE TO FIVE YEARS …….

Given the improvements already underway or committed ….

Aware of what others have said about future directions ….

Conscious of the assets and challenges related to our community ….

Desired Outcomes: These are some of the tangible changes/differences you would like to see

achieved in the Melrose community. Be realistic…but s-t-r-e-t-c-h the thinking. At this

point, you need describe only WHAT you want to see different (your “desired outcome”), not

HOW we will make this happen.

Step 1.

Work on your list individually

1. ____________________________________________________________

2. ____________________________________________________________

3. ____________________________________________________________

4. ____________________________________________________________

5. ____________________________________________________________

Step 2.

Create a combined list with others at your table.

Step 3.

We will combine all of our lists on the flipchart and post them on the wall of the meeting

room.

Step 4.

“Dot—mocracy” exercise: each person will have two sticky dots and one post-it note for

name and contact information. From the list of Desired Outcomes on the flipcharts, pick the

two most important changes or differences you would like to see happen in the next three to

five years and place your dots on them. Place the post-it note with your name and contact

information on the outcome you’d personally like to help with.

5

Page 5

CONTACT INFORMATION & SESSION EVALUATION

To be detached and left on your table

I participated in the Melrose Community Visioning session.

Name: ____________________________________

Address: ____________________________________

____________________________________

Phone: ____________________________________

E-mail: ____________________________________

The “Desired Outcome” I think is most important is:

________________________________________________________________________

I think this is an important “Desired Outcome” to achieve because…

________________________________________________________________________

________________________________________________________________________

Other projects or efforts going on in the community that I’m interested in:

________________________________________________________________________

________________________________________________________________________

On a scale of 4 – 1, this session was “time well spent”:

Very Good Not Good at all

4 3 2 1

Anything else “on my chest” I didn’t get a chance to say:

________________________________________________________________________

________________________________________________________________________

6

List of volunteers who stated an interest and commitment

to various projects

NAME INTEREST PHONE EMAIL VOTE

Anne Maus Community Center 256-7603 [email protected] 1

Larry Droogsma Community Center 256-7833 [email protected] 1

Carol Timmins Community Center 256-3795 [email protected] 1

Myrvin Secord Community Center 256-7586 [email protected] 1

Bob Doyle Community Center 256-7325 [email protected] 1

Katie Kraker Community Center 256-7027 [email protected] 1

Emily Vogel Community Center 256-7953 [email protected] 1

David Mendoza Community Center 256-261 1

Margarito Gomez Community Center 256-2161 1

Richard Raeker Community Center 256-3240 [email protected] 1

Marge Haider Community Center 256-7420 [email protected] 1

Gloria Welle Community Center 256-5125 1

Lori Seawell Community Center 256-4986 [email protected] 1

Jennifer Frank Community Center 256-4118 [email protected] 1

Peg Hellermann Community Center 836-7140 1

Lisa Brixius Community Center 256-4332 [email protected] 1

Sue Monroe Community Center 256-7294 [email protected] 1

Corey Sand Community Center 256-4289 [email protected] 1

June Zirbes Community Center 256-3815 1

Eileen & Ken Maus Community Center 256-3859 [email protected] 1

Anonymous Votes Community Center 65

TOTAL 85

Santiago Barragan Fitness Center 256-5163 [email protected] 1

Anonymous Votes Fitness Center 8

TOTAL 9

Jane Brown Freeway Image Improvement 256-3073 [email protected] 1

Elaine Niehoff Freeway Image Improvement 256-4933 1

Dina Pierskalla Freeway Image Improvement 256-2939 1

Tony Klasen Freeway Image Improvement 836-7118 [email protected] 1

Della Breitbach Freeway Image Improvement 711ext256-7822 [email protected] 1

Anonymous Votes Freeway Image Improvement 11

TOTAL 16

Eileen Bergeron High employment businesses/Industry [email protected] 1

Anonymous Votes High employment businesses/Industry 7

TOTAL 8

Jim Illies Actively Seek New Business [email protected] 1

Randy Welle Actively Seek New Business 256-5125 1

7

Chad Doetkott Actively Seek New Business 256-4334 [email protected] 1

Aaron Schmitz Actively Seek New Business 256-4100 [email protected] 1

Anonymous Votes Actively Seek New Business 1

TOTAL 5

John P. Thelen More (downtown) Public Parking 256-3434 [email protected] 1

Anonymous Votes More (downtown) Public Parking 256-7603 2

TOTAL 3

Juan Garcia Shopping Center 256-7833 [email protected] 1

Anonymous Votes Shopping Center 256-3795 1

TOTAL 2

Butch Haider Non-Smoking Bar 256-7586 1

Joan Jackson Non-Smoking Bar 256-7325 [email protected] 1

Anonymous Votes Non-Smoking Bar 256-7027 2

TOTAL 3

Anonymous Votes Softball Leagues Return 256-7953 4

TOTAL 4

Anonymous Votes More Diverse Business Owners 256-2161 1

TOTAL 1

Renee Blenker Keep Ambulance Service 256-2161 1

Kathy Elfering Keep Ambulance Service 256-3240 1

Anonymous Votes Keep Ambulance Service 256-7420 17

TOTAL 19

Eymard Orth Better Pet Ordinance 256-5125 1

Anonymous Votes Better Pet Ordinance 256-4986 6

TOTAL 7

Anonymous Votes Residents support towards local businesses 256-4118 4

TOTAL 4

Jerry Musburger Sidewalk & New Housing Development 836-7140 1

TOTAL 1

Anonymous Votes Retail Section 2nd Street 256-4332 1

TOTAL 1

Bill Meyer Senior Center (state of the art) 256-7294 1

Joe Timmins Senior Center (state of the art) 256-4269 [email protected] 1

Cal Meyer Senior Center (state of the art) 256-3815 [email protected] 1

Anonymous Votes Senior Center (state of the art) 256-3859 4

TOTAL 6

Cuahtemoc Garcia Community Connector between Cultures 256-2284 1

Anonymous Votes Community Connector between Cultures 256-5163 9

TOTAL 10

Anonymous Votes Improved traffic flow/Intersections 1

Anonymous Votes Street Corner at Floral Shop 5

TOTAL 6

8

Efrain Orozco Equal Opportunity in all events for diverse cultures 256-3073 1

Angelina Guymai Equal Opportunity in all events for diverse cultures 256-4933 1

Anonymous Votes Equal Opportunity in all events for diverse cultures 256-2939 7

TOTAL 9

Ruth Braegelmann Activities that bring cultures together 256-3668 1

Stacey Austing-Jacobson Activities that bring cultures together 256-5234 1

Anonymous Votes Activities that bring cultures together 1

TOTAL 3

Lucille Orth Farmers Market 256-4992 1

Evelyn Hernandez Farmers Market 237-2404 [email protected] 1

Rita Klaphake Farmers Market 256-5350 1

Thomas Nix Farmers Market 256-7250 1

Anonymous Votes Farmers Market 5

TOTAL 9

Jean Hinnenkamp Drug Awareness 256-3930 1

Anonymous Votes Drug Awareness 7

TOTAL 8

Anonymous Votes Skate Park 11

Absent Voters Skate Park 2

TOTAL 13

Sandy VonWahlde Youth Center 836-2008 [email protected] 1

Anonymous Votes Youth Center 256-6351 4

TOTAL 5

Loren Niehoff More involvement Comm. Ed. 256-7795 [email protected] 1

Margie Rodahl More involvement Comm. Ed. 256-7639 [email protected] 1

TOTAL 2

Jose Botello Baseball field times - more availability 256-2209 1

Anonymous Votes Baseball field times - more availability 7

TOTAL 8

Larry Moore Add Sauk River Walkway 237-4372 [email protected] 1

Anonymous Votes Add Sauk River Walkway 3

TOTAL 4

Anonymous Votes More Retail Stores part-time/full-time 12

TOTAL 12

Rita Woeste Public Transportation 256-2273 [email protected] 1

Jenny Mayers Public Transportation 256-4006 [email protected] 1

Lori Krebs Public Transportation 285-2295 1

Salustia Lara Public Transportation 256-2149 1

Sharon Blaskowski Public Transportation 256-3205 [email protected] 1

Anonymous Votes Public Transportation 20

TOTAL 25

mailto:[email protected]

9

Anonymous Votes Better snow removal & road maintenance 3

TOTAL 3

Elizabeth Escher Growth & Industry/Liveable wages 256-4431 1

Anonymous Votes Growth & Industry/Liveable wages 2

Anonymous Votes Growth of Existing businesses 5

TOTAL 8

Peggy Stokman Crash course languages Spanish-English 256-2200 [email protected] 1

Crash course languages Spanish-English [email protected] 1

Anonymous Votes Crash course languages Spanish-English 6

TOTAL 8

Alan Schulzetenberg Better communication council/community 256-3324 1

Ernie Bergeron Better communication council/community 256-4992 1

Anonymous Votes Better communication council/community 10

TOTAL 12

Barbara Moore More Translators 237-4348 [email protected] 1

Vrisett Abonce More Translators 256-4110 1

Adan Lara More Translators 260-5352 [email protected] 1

Miquel Abonce More Translators 256-4110 1

Adela Gross More Translators 256-3951 [email protected] 1

Anonymous Votes More Translators 1

TOTAL 6

Kenneth Hinnenkamp Industrial Park Development 256-3832

John Harren Industrial Park Development 256-4278 [email protected] 1

Bud Smith Industrial Park Development 256-3944 1

Tracy Ekola Industrial Park Development 256-2112 [email protected] 1

Ryan Zierden Industrial Park Development 256-3477 [email protected] 1

Don E. Salzmann Industrial Park Development 256-3749 1

Anonymous Votes Industrial Park Development 26

TOTAL 31

Lisa Illies Bring more History to the community 256-5472 1

Sheila Moore Bring more History to the community 237-4348 [email protected] 1

Mary Linnemann Bring more History to the community 256-3084 1

Roberta Olson Bring more History to the community 256-3240 [email protected] 1

TOTAL 4

Gary Walz Community Marketing Plan 256-3371 [email protected] 1

Al Koetter Community Marketing Plan 256-7411 [email protected] 1

Anonymous Votes Community Marketing Plan 3

TOTAL 5

10

Anonymous Votes Retail - later evening hours 4

TOTAL 4

Kent Brown More Arts & Culture Opportunities 256-3073 1

B. Salzman More Arts & Culture Opportunities 256-3749 1

Anonymous Votes More Arts & Culture Opportunities 4

TOTAL 6

Kelly Neu Activities Director 256-7174 [email protected] 1

Michelle Beeman Activities Director [email protected] 1

Anonymous Votes Activities Director 9

TOTAL 11

Anonymous Votes Public Restroom along trail 3

Anonymous Votes signal lights 1

Anonymous Votes local dispatcher 1

Anonymous Votes Downtown gathering area 1

Anonymous Votes 18-hole golf course 1

Anonymous Votes Marching Band High School/City Band 5

Anonymous Votes Movie Theatre 8

Anonymous Votes More Churches 2

Anonymous Votes Property Owner/Renter Consistent regulations 6

Anonymous Votes Hispanic Leaders in community & local govt. 6

11

STRATEGIC PLANNING WORKSHEETS

The following tasks are guidelines to be used by each Task Force to accomplish over the next

several meetings: Task Force leaders to ensure that each of these tasks are accomplished.

Each Task force to have completed the assigned step for each project, and report to the Steering

Committee.

1. Each Task Force to prioritize their projects then report back to the Steering Committee.

This can be done by identifying those projects that are low, medium, and high feasibility

and also short versus long-term goals.

2. Each Task Force will need to determine an environmental analysis. In other words, the

impact of the projects and its importance to the overall City Strategic Plan both internal

and external factors. Next, is a SWOT analyses. Strengths, Weaknesses, Opportunities

and Threats for each particular project.

3. Each Task Force to determine goals for the time frame identified for each project. Each

of the goal statements in the Strategic Plan will be followed by one or more objectives.

4. Objectives should be measurable (quantities, percentages, or dates; or a measure could

be the completion of a unit task). For example: (a study, project, or plan). Example:

“reduce the number of traffic accidents on the east side of town by 20%”. Other

objectives may state dates of completion etc.

5. Tactics to be used to address each objective. Tactics represent action steps. Action steps

are set up to achieve the objectives which are measurable. Tactics can be one time, short

or medium term, or on going. Tactics are typically measurable either quantitatively or by

time lines.

6. Implementation plan that includes time lines and group or individual assignments. This is

an extension of the Strategic Plan for the community. Action steps for beginning the work

are assigned to groups or individuals. To develop realistic, achievable action plan,

planners must take into account existing workloads of individuals and agencies.

7. Description of the Plan’s relationship to the local government budget and available

human resources. May need to cut some projects once feasibility plan has been

established.

8. Contingency plan that prepares as much as possible for the unexpected.

9. Upon completion of the Action Plan Worksheet – each project will be scheduled for

performance assessment, periodic reviews, and re-planning.

12

Task Force Goal and Projects Worksheet

Task Force/HCP Priority Area: _______________________________

Goal Statement, (what do you want to accomplish as a task force?)

___________________________________________________________

___________________________________________________________

___________________________________________________________

___________________________________________________________

Projects:

What needs to happen over the next two to three years ... the three or four key

projects to be implemented in order to achieve this goal? Good idea to have one

short term and one longer-term project to start.

1. ___________________________________________________________

Because: ___________________________________________________

2. ___________________________________________________________

Because: ___________________________________________________

3. ___________________________________________________________

Because:____________________________________________________

13

SWOT ANAYISIS

The aim of any SWOT analysis is to identify the key internal and external factors that are

important to achieving the objective. SWOT analysis groups key pieces of information into two

main categories:

• Internal factors - The 'strengths' and 'weaknesses' internal to the organization.

• External factors - The 'opportunities' and 'threats' presented by the external environment.

The following errors have been observed in published accounts of SWOT analysis:

1. Conducting a SWOT analysis before defining and agreeing upon an objective (a desired

end state). SWOTs should not exist in the abstract. They can exist only with reference to an

objective. If the desired end state is not openly defined and agreed upon, the participants

may have different end states in mind and the results will be ineffective.

2. Opportunities external to the company are often confused with strengths internal to the

company. They should be kept separate.

3. SWOTs are sometimes confused with possible strategies. SWOTs are descriptions of

conditions, while possible strategies define actions. This error is made especially with

reference to opportunity analysis. To avoid this error, it may be useful to think of

opportunities as "auspicious conditions".





-

Action Planning Worksheet Part I

1. Task Force Goal Area

2. Project

2a. Project Description

3. Indicator (What you will measure)

3a. Source of Data

4. Baseline (quantity) 5a.Indicator Target (quantity) 5b. Actual Outcome

6. Reasoning

7. Benefit to the Community

8. Project leader(s)

9. Action Step Individual or Group

Projected Timeline

Start (mo/yr) End Budget

a. / - / $

b. / - / $

c. / - / $

d. / - / $

e. / - / $

f. / - / $

g. / - / $

-

Action Planning Worksheet Part II

10. Funding Sources

Source/Partner* Agency Name Funders Program

Funds

Received

Funds

Needed

$ $

$ $

$ $

$ $

*Federal, State, Local, Private or Non-profit Totals $ $

11. In-Kind/Technical Assistance Resources

Source/Partner/Volunteers Description of contribution Quantity

Description of the plan’s relationship to the local government budget and available human resources. (How the project relates to the

current budget and the feasibility both financially and in regards to available personnel).

Contingency Plan: Based off of SWOT Analysis describe the back-up plan for this project

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

-

Phase II: Instructions for the Action Planning Worksheets

1. What is your long-term goal? Goal

The goal identifies what your community wants to achieve regarding a particular problem or

opportunity. Select the goals from your plan that you want to focus on in the next 2 years.

Increase number of affordable housing units.

2. How will you achieve this goal? Project and Project Description

Describe how you plan to achieve your goal. Select measurable projects/strategies, because you will

choose performance indicators for them. Projects/strategies usually involve a number of smaller tasks, such

as applying for funding or preparing a plan. By creating many projects, you may have difficulty tracking

them. But only a few projects may not reflect the whole range of problems and issues being addressed. Assign each project a unique whole number and number them consecutively (1, 2, and 3).

1. Build new affordable housing units.

3. How will you know if you are

progressing towards your goal?

Indicator and Source of data

An indicator shows progress towards meeting a goal. Choose an indicator that is easy to understand

and can be measured. Identify the source of your data. A project/strategy may result in several successes. For example, constructing housing may lead to 30 new housing units, 100 persons better

housed, 15 construction jobs, and an increase in homeownership. Choose one of these outputs as

your main indicator.

Number of low-income housing units. Source

of data: City housing department

4. What is the existing situation? Baseline

The baseline is the starting point from which a project is measured. It describes the current status of

your indicator.

10 affordable housing units

5. What is your Target? Indicator Target

The target is a measure that sets the standards for your project Use the same indicator as for your baseline. 20 affordable housing units

6. Purpose of Project Reasoning –

Identify and describe why you are doing this project.

According to the 2008 Housing Study the

City needs 50 more affordable housing units

The City Council has also identified this as a

need

7. Benefit to the Community Describe the benefits to the Community

Describe how this project will support the City’s overall mission and vision , and how the City directly benefits.

The project will result in job creation adding

to the tax base and increasing community

prosperity

8. Project Leader(s) Identify who will coordinate/manage activities for this project. Lead entity: Housing task force

9. What activities are required to complete this project?

Tasks

Describe the specific actions required to complete each project. Tasks include: apply for funding,

hold a public hearing, hire a contractor, select a site, establish a housing loan fund, etc. Identify a

task leader, projected timelines with start and end dates, and a projected budget for each task. Do not duplicate costs under multiple tasks. If the task is to seek funds, don’t list the amount you seek, just

the cost of applying for funding.

1a: Apply to foundations; Housing task

force;5/96-12/96 1b: Hire contractor to do survey;

Housing task force; 1/97-3/97

1c.: Prepare housing plan; Contractor; 4/97-7-

97; $10,000

1d: Construct 10 units; Contractor; $500,000

10. What funding do you need to achieve the project?

Funding Resources

Identify all potential funding for this project. Start with the readily available resources. Under

source/partner, indicate whether it is a Federal, State, or local government, private sector business, or

nonprofit agency. Then, provide the name of the agency and the relevant program. Funds received should be currently available for use. Funds needed are those you will apply for.

Federal: SSBG:$10,000

Federal: USDA Rural Housing Service:

Funds received $200,000

State: Housing Agency: Funds Needed $200,000

Nonprofit :XYZ Foundation: Funds needed

$100,000

11. What other resources are needed to achieve the benchmark?

Resource Identification

Identify the non-monetary things you may need (in-kind, technical assistance, or volunteer resources). Be

creative. Start with the readily available resources. Identify the partners (private, nonprofit, local, state, and federal) that can help you.

Local businesses – computers and office space for

task force;

USDA RD technical assistance in grant writing.

Repeat the steps for each project

Helpful Hints:

• Start with you identified goals in the HCP community plan and create appropriate projects based on them. Avoid attempting to fit into your plan an unrelated list of projects that already exist in your

community.

-

• Baselines (4) and indicator targets (5) must use the same indicator (3).

• Try to think through each project thoroughly. Be more specific about the major tasks(7); consider who will do them, (6) when they will be accomplished, how much things will cost.(8) and what non monetary resources you might use(9).

-

2009 STRATEGIC PLAN

Comprehensive Economic Dev Social Relations Parks & Rec Infrastructure Emergency Community

Plan Plan Plan Plan Plan Plan Plan

October 30 Dec 18 January 8 February 5 March 11 April 1 April 17 May 15

Step 1 Steps 2 & 3 Steps 4 & 5 Steps 6 & 7 Steps 8 & 9 Steering Committee Council//CMPUC Council//CMPUC Final Proposed Draft Strategic Plan/5 yr Strategic Plan/5 yr

Review Adopt

May 15 2008

Council Adoption

Integrate Strategic Plan into

5 Year Plan

Adjust Budget Based Upon

5 Year Plan

Implementation Phase

Annual Review & Update of

Strategic Plan

F:\Administration\Strategic Planning Committee\2009-2013 Strategic Plan\City of Melrose Strategic Plan 2009-2013 Final.doc

Documents

City of Melrose Strategic Plan