city of galesburg, illinois cognizant of the ... and decisions in a draft report ... draft 2013...

CITY OF GALESBURG, ILLINOIS

2013 GOALS REPORT

DRAFT REPORT

THE MERCER GROUP, INC.

1000 Whitlock Avenue Suite 320-129

Marietta, Georgia 30064

Phone 770-425-1775 Fax 770-425-8561

www.mercergroupinc.com

September 23, 2013

1000 Whitlock Avenue Suite 320-129

Marietta, Georgia 30064 Phone 770-425-1775

Fax 770-425-8561 www.mercergroupinc.com

September 23, 2013 Mr. Todd Thompson City Manager City of Galesburg City Hall 55 West Tompkins Streets Galesburg, Illinois 61401 Dear Mr. Thompson: Enclosed is an electronic copy of The Mercer Group, Inc.'s Draft Report on Goal-Setting Facilitation Services for the City of Galesburg (a/k/a the “2013 Goals Report”). We look forward to meeting with you, the Mayor, and the City Council On September 30, 2013, to review the draft report and identify needed changes and corrections. If you have any questions or need additional information, please contact me at 770-425-1775 or [email protected]. Very truly yours: The Mercer Group, Inc. THE MERCER GROUP, INC. Steve Egan, Senior Vice-President and Project Manager Copy: Jim Mercer, President and CEO

mailto:[email protected]

TABLE OF CONTENTS Page I. OVERVIEW OF THE PROJECT

A. BACKGROUND 1 B. MERCER’S METHODOLOGY 2 C. WORK PLAN AND SCHEDULE 4

II. STATE OF THE CITY

A. REVIEW OF 2011 GOALS 5 B. 1999 GOALS AND OBJECTIVES 10 C. SWOT ASSESSMENT 12 D. ENABLERS AND INHIBITORS 16

III. 2013 GOALS REPORT

A. VISION STATEMENT 19 B. MISSION STATEMENT 20 C. VALUES STATEMENT 21 D. 2013 GOALS 22

IV. NEXT STEPS 40 V. APPENDICES

A. 2012 GOALS REPORT 41+

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The Mercer Group Inc. Page 1 Draft 2013 Goals Report to the City of Galesburg, Illinois (9/23/2013)

I. OVERVIEW OF THE PROJECT This chapter of the proposal provides an Overview of the Goal-Setting by outlining the Background to the Project and describing Mercer’s Approach, Methodology, and Work Plan. A. BACKGROUND TO THE PROJECT 2011 Goal-Setting Project The Galesburg City Council had an in-house goal-setting workshop in June of 2011 and issued a 2012 Goal-Setting Report to cover strategies and actions for 2012 and beyond. During this workshop a total of 58 functional goals were developed in eight categories:

1. Economic & Community Development 2. Quality of Life 3. Build Community 4. Responsive & Responsible Government 5. Public Safety 6. Housing & Neighborhoods 7. Energy & Technology Infrastructure 8. Infrastructure Management

This session was designed to begin the formation of “functional goals.” The goals were to focus on what could be achieved over the next 1-5 years. Appendix 1 to this report provides the complete list of goals from the “2012 Goal-Setting Report.” 2013 Goal-Setting Project As the 2014 City Budget approached, the City Council wished to hire a facilitator to serve as a guide in reviewing the previously set goals to determine if these goals are still on track with the needs of the City Council, City Staff, and community as a whole. Once a fresh perspective on prior goals was achieved through presentations by the City Manager and City department heads, the facilitator guided the Council through a process to determine which of these goals realistically can be achieved in the next one to two years while still remaining cognizant of the longer term goals. The 2013 process led to a fresh approach to goal-setting in which four overriding goals were set. Development of these goals is expected to draw from and serve as an implementation tool for prior community visioning and planning efforts. The goals would then guide the development of the budget and work plans for subsequent years. This process is believed to be a critical tool in aligning what the Council wants to achieve with what staff is doing on a daily basis.


B. MERCER’S APPROACH AND METHODOLOGY Mercer’s approach to strategic planning and goal-setting uses a combination of recognized management consulting, strategic planning, and group process techniques. Our facilitation approach applied a highly interactive process that resulted in a usable and objective decision-making process, which included all the elements described in the City’s RFP and many of the elements of the Mercer Model for Strategic Planning - Mission and Vision Statements, Core Values, SWOT Analysis, goals and objectives, performance measures, and the like. 1.) Mercer’s Strategic Planning Process

The Mercer Strategic Planning Process is fully documented in Jim Mercer’s book, Strategic Planning for Public Managers. Exhibit 1 on the following page provides a graphic overview of the Mercer Local Government Strategic Planning Model, which includes these major elements: Preparation, including tailoring the model to the needs of each client,

Environmental Scanning, including identification of community, stakeholder, and public

officials expectations and the SWOT, Values, and Environmental Analyses, Vision and Mission Development at the government and agency/department levels,

Critical Success Factors and Indicators,

Strategies to balance risks/rewards and costs/benefits,

Internal and Gap Assessments,

Contingency Planning to allow for unforeseen circumstances,

Integration with functional, tactical, other plans, and

Evaluation, monitoring, and feedback.


Exhibit 1

Mercer Group Strategic Planning Model


C. WORK PLAN AND SCHEDULE Based on the Scope of Work in the RFP and our standard model for strategic planning projects (as described earlier and in Exhibit 1), the work plan used for the Goal-Setting Process was defined to include the following three steps:

1. Assessment of Current Situation: Prior to our first site visit, the Mercer Group reviewed information from the City (such as the mission statements, current strategies and goals, 1999 Comprehensive Plan, Downtown Plan, budgets, annual reports, and other existing documents) to become familiar with the City’s services, operations, issues, and challenges.

In advance of our visit to the City, we asked members of the City Council and senior staff to complete a short questionnaire as input to the SWOT Assessment; the assessment of the state of the Mission and Vision Statements; and the identification of future challenges and needs. In addition, senior staff completed Mercer’s proprietary Organizational Climate Survey (OCS). A report on this survey is issued separately from the 2013 Goals Report.

The day prior to the Goal-Setting Workshop we met with the Mayor, the City Manager, and heads of major departments to expand our knowledge of the City and gain an understanding of recent accomplishment and key issues and challenges facing the City over the next few years.

2. Facilitation of Goal-Setting Workshop: Based these preliminary analyses,

Mercer facilitated a two-day workshop with the Mayor and City Council, City Manager, and department heads to review the state of the goals set in 2011-2012; create a SWOT Assessment; and create new vision, mission, and values statements. We then facilitated a process to prioritize a list of critical issues and refine the 58 goals developed in 2011-2012 as suggested in the RFP. The result was agreement on four new, high-level goals within which to align the prior detailed goal-setting work.

3. Development of a 2013 Goals Report: After the workshop, we documented the workshop’s findings, results, and decisions in a draft report and presented it to the Mayor, City Council, and senior staff for review. Based on the City’s comments on the draft report during our second site visit, we will prepare a final Goals Report.


II. STATE OF THE CITY This chapter of the report summarizes background information on the 2011-2012 goal-setting project and on the current and projected state of the City. Updated vision, values, and mission statements; a SWOT Assessment with Enablers and Inhibitors; and a description of four new goals are provided in the next chapter of the report.

A. REVIEW OF 2011 GOALS The Mayor and City Council held a two-day goal-setting retreat in June of 2011 similar to the one in 2013. A copy of the complete “2012 Goals-Setting Report” is provided in Appendix A. The retreat identified a total of 58 “functional” goals across eight categories to be implemented over a one to five year period. These goals were very specific and might count as Objectives in planning processes for other communities. Economic and Community Development: Eleven goals relating to business and

development environment, quality workforce, economic development strategy, business retention and expansion, business incentive strategy to attract growth, downtown strategy, retail attraction strategy, marketing strategy to promote Galesburg, strategies to address vacant properties, improved customer service to the development community, and City Council and public involvement in updates to codes.

Quality of Life: Eight goals relating to support of the Railroad Hall of Fame,

pedestrian/bike needs and quiet zones, sidewalk improvements, quality property and living standards, community entrances, new library facility, communities amenities (parks and recreation funding, farmers market, drug free alternatives for youth), and community connectivity through sidewalks, pedestrian trails, and bike paths (to address gaps).

Build Community: Five goals relating to community pride (“Learn to Love G-Burg”),

programs to reduce poverty and raise the standard of living (eliminate barriers to workforce entry), strengthen public and private partner relationships (e.g., interagency taxing bodies to meet), Adopt-a-Block program, and volunteer rapid response for nuisances and graffiti.

Responsive and Responsible Government: Eight goals relating to maintaining the

City’s fiscal health (financial forecasts, user fees, fund balance policy, managing for results, cost reduction, revenue enhancement), being proactive rather than reactive, improving customer service and respect citizens, governing body-staff communications, computer/web-based customer relationship management system, emails system for citizens, website communications to the community, and 311 system.


Public Safety: Six goals relating to drug fee Galesburg, addressing factors that influence crime, property insurance regulations, youth intervention programs, low tolerance toward “petty” crimes, and evaluating the impact of budget cuts.

Housing and Neighborhoods: Six goals relating to vacant properties, landlord-tenant

code, deteriorating housing stock, neighborhood organizations and neighborhood watch, opportunities to develop quality and affordable rental units and new housing, and property maintenance codes and enforcement.

Energy and Technology Infrastructure: Seven goals relating to lowering the cost of

energy and producing energy locally, reducing energy consumption, energy alternatives, data connectivity, reducing the cost of recycling and expanding options, mulch and compost alternatives, and options for waste disposal at next contract renewal.

Infrastructure Management: Seven goals relating to development of a capital

improvement program, addressing storm water mandates, infrastructure management plans to ensure adequate maintenance, updated transportation master plan, quiet zone plan, grade separation improvements, and use of GIS.

Mayor, City Council, and City Manager Comments Although a very useful exercise, the City Council, as they opened the goal-setting workshop, felt the 2011 goals need to be revisited for the following reasons: The list of goals needs to be narrowed down to 3 or 4 overriding goals that are easily

monitored. Needs and wants need to be separated and adjusted to available revenues.

Opportunities and investments need to be prioritized in hopes of making a “big splash.”

The City needs to take more risks in future investments (like overpasses/underpasses,

quiet zones, and a third main line). Goals should positively impact the quality of life

People, and not just businesses, need incentives to come and enjoy Galesburg (safety,

schools, things to do, make it a home town)


Big Stuff that jumps out of the review of 2011 goals during the workshop and pre-workshop interviews with the Mayor and City Manager include: The need to be positive in setting goals.

Need for additional funding for operations and for capital investments to meet both new

and maintenance needs (e.g., utility tax, dedicated parks funding).

Improve the community’s appearance, image, and attractiveness (e.g., East Main Street, need for NED to be proactive rather than reactive, streets, sidewalks, trails, paths).

Encourage growth to an eventual population of 40,000, while maintaining Galesburg’s

small town feel, sense of safety, and unique character and history. Make Galesburg a destination and an interesting place to live (e.g., bike paths, more

diverse restaurant options, filling in the business gaps like a bike shop, clothing store, mini-golf, grocery stores).

Ensure code enforcement, inspections, and development reviews are efficient, business-

friendly, and competitive with surrounding communities, including Peoria and the Quad Cities.

Improve and restructure, as needed, economic development, workforce development, and

other growth-encouraging programs. Ensure people feel safe in Galesburg by dealing with external influences (including

Chicago), youth issues, drugs, gangs, and graffiti.

People should invest in Galesburg and the workforce should be developed to provide entrepreneurs resources to start new businesses and grow existing businesses.

Work to enhance an already improving downtown to ensure it is vibrant as a destination

(e.g., Seminary Street, Library, vacant store fronts).

Meet a variety of housing needs; improve the existing housing; and where the housing stock is declining implement a property maintenance code.

City as a sustainable community with low utility rates and locally generated power. Buy

Local.

Galesburg needs to be competitive with other area and regional communities, such as Lincoln, Quincy, and Kewanee.


City Manager and Department Head Comments The City Manager and department heads identified the following accomplishments and future needs in reports during the workshop and prior-day interviews with Mercer (we missed Economic Development):

General Comments:

• The goals provide direction to City staff • Many goals are in process (overpasses) • Funding, resources, and staff time are challenging

Community Development:

• Recent Accomplishments are review of landscaping requirements and outreach to the contractors on process improvements.

• Key Needs are dedicated funding for parks and recreation (with a goal of perhaps $500,000 per year) and development of the Railroad Hall of Fame as a tourist attraction.

• Other Future Needs are a sustainable General Fund; development of efficient and customer-friendly processes (contractors were asked, but few responses); TIF 2/4; Parks and Recreation Plan (estimated at $50,000); I-74/Main Street gateway improvements; new Library (coming); Community Center: National Railroad Hall of Fame; Comprehensive Plan (estimated at $75,000-100,000); a Housing Plan and associated program (perhaps funded by a UDAG grant); and meeting state requirements for household hazardous wastes.

Economic Development:

• Recent Accomplishments are lots of plans (Jobs, Downtown, Targeted Industries, Business Park, and Tourism).

• Future Needs are community branding; regional partnerships; funding after the EDA grant ends; clarifying ED’s role and resources; and an ED website.

Finance:

• Recent Accomplishments are the Springbrook system (five new modules coming soon) and upcoming training for IT staff on fiber optics splicing.

• Future Needs are adequate revenues to balance service needs; CIP funding; Stormwater funding; updating user fees (coming); utility tax; implementation of these Springbrook modules; connecting remote city sites to the city IT system (in process); and transition to monthly utility billing from quarterly.


Fire:

• Recent Accomplishments are the provision of adequate resources (except see Station #4 below), including twenty-two people on contract fire protection.

• Future Needs are a property maintenance ordinance and enforcement program with Fire having a role (using the ICC Property Maintenance Code rather than the 1993 BOCA code); enhancing the diversity of the work force; and 4th Fire Station (in the future).

Police:

• Recent Accomplishments are a reduction in the general crime rate and provision of adequate Police Department staffing.

• Key Needs appear to be NED improvements (proactive rather than reactive, as well as resources) and new and upgrades to technologies.

• Other Future Needs are improvements to the NED program and resources (staffing cut): enhancement of the Neighborhood Watch program (they ebb and flow in activity and interest); broadening the DARE program beyond drug use prevention; improving recruitment of minorities and women to the force; pay comparable with the local market: responding to technology changes (digital phone switch, ETSB funding, NE911); lack of street presence (expand bike patrols); and dealing with historically high call volumes (up 44% since 2002 due to the economy).

Public Works:

• Recent Accomplishments include the overpass projects (but a lot of time devoted to this project), which were completed in two years; West Main Street; the Master Transportation Plan, Sign and Tree Inventory (started, but not yet complete due to lack of staff time); GIS; condition evaluation program for streets (but not sidewalks): and the Solid Waste Master Plan.

• Key Needs appear to be completion of plans and the provision of funding to implement them.

• Future Needs are a dedicated funding source for solid waste services; propane- ro CNG- powered vehicles; facilities improvements, such as HVAC upgrades; fiber optics; IT backup; process for mulch and wood waste; Master Bike and Pedestrian Plan; Storm Water Master Plan: and a funding source for the Capital Improvement Process (infrastructure and parks).


B. 1999 GOALS AND OBJECTIVES The 1999 Galesburg/Knox County Comprehensive Plan provided a history of the area, a City/County Assessment, a Policy Framework (see below), Transportation Plan, Future Land Use Plan, Housing Plan, Communities Facilities Plan, County Highway 10 Corridor Plan, Henderson Street/US Rout 150 Plan, Linwood Road/West Carl Sandburg Drive Corridor Plan, Grand Avenue Corridor Plan, Main Street/Downtown Plan, and an Implementation Plan. The plan defined key concerns and issues from interviews with local residents and business leaders in seven areas. Some of these concerns were resolved, but many continue to apply in 2013 as noted below: Environment: Water quality and flooding problems.

Development Trends: Expansion of the industrial park, need for new housing

opportunities (including multi-family), and building on the success of Seminary Street redevelopment.

Land Use/Zoning: Enhance City rules for variances.

Transportation: Railroad grade crossings delay traffic flow in Galesburg.

Economy/Demographics: Need for senior housing and need to attract jobs.

Public Sector: Improve/update parks in Galesburg.

From “Listening Sessions” the plan documented assets, problems, and social/cultural strengths and weaknesses: Assets: Knox and Carl Sandburg Colleges, Lake Storey, Lincoln Park, Seminary Street,

Hawthorne Center, Sandburg Mall, Galesburg Schools, YMCA, and Galesburg’s industrial base and expanding business park.

Problems: Negative appearance in some areas, dilapidated housing in some areas, need

for more good playground facilities, lack of appealing community entry along East Main Street and Henderson Street, and the railroad crossing at Route 41.

Strengths: Colleges, downtown, growing (then) economy and employment/jobs,

recreation options, medical facilities and health care, Arts Center and Symphony, educational facilities, road system, peace and quiet, historical preservation, short commutes, water quality and quantity, schools and parks, and homes/businesses kept up.

Weaknesses: Resistance to change, lack of choice in better housing (low- to mid-income,

new, rentals), North/South division, exterior property maintenance, youth programs, drugs and teen pregnancies, aesthetics/image, death of small towns, poor entrances to the city, storm sewers, run down homes and junky yards, and run down commercial buildings with long court delays to correct problems.


Finally the plan developed the following nine goals and fifty-seven subordinate objectives (the number of objectives is noted for each goal):

1. Maintain the City of Galesburg as the primary retail trade, service, recreation, employment, cultural, and governmental center of the County. (10 Objectives)

2. The preservation of the City’s cultural heritage, historic, and scenic character. (8

Objectives)

3. A strong base of industry and commerce that provides a broad range of job opportunities and a healthy tax base. (7 Objectives)

4. Residential development, which is stable and provides a decent, safe and sanitary living environment to ensure quality of life for all members of the community, present and future. (8 Objectives)

5. Maintain a healthful relationship between natural and physical environments of the City. (3 Objectives)

6. The provision of essential public services for the health, safety, and general welfare to Galesburg residents. (5 Objectives)

7. Safe and convenient access between and circulation within residential areas, employment areas, and supporting business, education, civic, and leisure activities. (9 Objectives)

8. Provision of administrative services responsive to the needs of residents and business, and maintenance of sound and equitable City finances. (7 Objectives)

9. Review and update the Comprehensive Plan on a regular basis (Note: regular is not defined, but in most communities the plan is updated every ten years or earlier if significant changes are occurring in the community).

What the 1999 Comprehensive Plan did not do, however, was define a Vision for Galesburg and Knox County and create a set of values or guiding principles for strategic planning and goal-setting. Similarly, we did not see a Vision or Values Statement in the more recent Downtown Plan.


C. SWOT ASSESSMENT The SWOT Assessment identifies strengths, weaknesses, opportunities, and threats that impact the future of Galesburg.

Strengths Small Town feel and character

Rich local history

Central location (near Peoria and Quad Cities, on the interstate, trains)

Safe neighborhoods

Schools and parks (Lake Storey)

Knox College and Carl Sandburg College

Downtown and Seminary Street

Railroads and associated facilities/events

Fiscal discipline and well-managed finances

Abundant, high-quality water system

BNSF railroad

MORE?


Weaknesses Needs of current residents (housing, education, poverty, work)

Council and staff need to enhance working relationship

Lack of funding for operations and capital improvements

Ongoing budgetary challenges (revenues down, expenditures up)

Revenues for parks (City bonds, regional Park District?)

One ward lacks a park

Hesitant to establish new taxes or raise existing taxes

Difficulty in growing new ideas due to thinking that “things will always be the same in

Galesburg” Youth are moving away when they grow up

NED needs an overhaul

Number of jobs and workforce development

Need to refine the Economic Development Strategy to focus on small business (1-20

jobs), incubating new businesses, and expanding and retaining current businesses Need to update development codes, review processes, inspections, customer interactions

Need to expand outreach and advertising to city residents, businesses, Carl Sandburg

College, start-ups, and more

Need more housing options (Section 8/low income, expanded Habitat for Humanity, new subdivisions, infill, and encouragement to developers)

Expand activities, events, and fun things that attract people (e.g., tournaments, venues)

State of Illinois rules, regulations, and taxes (e.g., workers compensation rates)

MORE?


Opportunities Collaboration across the community (leaders, stakeholders, institutions) Action on the goals Armory (redevelopment and enhance) New library and multi-purpose community centers (gathering places) Events (e.g., youth sports tournaments) Railroad Hall of Fame (new), Railroad Museum (expanded), Railroad Days (expand with

help of railroad), BNSF Hump Yard (expand) Knox College (more students) Carl Sandburg College (workforce development) Stearman Museum (planes) Improved partnerships with the colleges Carl Sandburg Housing (expand) Downtown Business Park 311 system (citizen communications) Recruitment of new business, particularly small ones Overpasses and underpasses Quiet Zones Improve entrance corridors to the City Public transportation running later plus add routes More facilities/activities for children, youth, and families MORE?


Threats Lack of vision Lack of action (Are plans acted on?) Competition from neighboring communities in Western Illinois and Eastern Iowa The national recession continuing or slow economic improvements Federal and state regulations and mandates Spiraling health care and pension costs for City employees MORE?


B. ENABLERS AND INHIBITORS The workshop identified the following Enablers and Inhibitors to Galesburg moving forward to accomplish the City’s goals and objectives.

Enablers Enablers make Galesburg a vibrant, exciting place that people want to live in, start businesses, and visit. City government related enablers are: Bond capacity and apparent agreement to issue bonds for capital improvements such as:

• Streets, curbs, gutters • Sidewalks • Public Library (new) • Neighborhood and destination parks • Armory/Community Center/Conference Center • Bike paths, including to Lake Storey • Indoor skating rink • Fire Station #4 • Stormwater improvements • Electric generation

Apparent agreement to make the revenue stream more diverse so that the City is not so

dependent on property taxes, including issuing bonds for capital improvements. More flexible limits on raising taxes and fees.

Promise of technology applications to make the city more operationally efficient, energy

efficient, and sustainable. Having a sellable Big Thing (better streets and sidewalks, upgrading the Armory, and/or

completing the capital program).


Community partners, such as:

• Knox County • Township • Downtown Business Association • GREDA • 205 • Downtown • Knox College • Carl Sandburg College • YMCA • Health community • BNSF • University of Illinois Extension Service • UW/GCF • Habitat for Humanity • United Way • Mayor’s Youth Commission • Community Relations Commission • MORE?

Other positive community attributes include: Vibrant downtown Trains and Train Days Business friendly (predictable, swift, competitive, but improvements needed) Customer friendly (but improvements needed) Easy to move around (public transit, pedestrian/bike paths) Great parks and youth programs (but improvements needed) Great schools Good medical facilities and health care services Great churches Safe neighborhoods Robust job opportunities (Check This!) Central location (near Peoria and Quad Cities) Colleges Cultural outlets (symphony, arts center) Housing variety MORE?


Inhibitors Inhibitors have the opposite effect: Past hesitancy to issue bonds and difficulty in defining priorities on projects to include in

a bond issue. Past unwillingness to create or raise taxes, including a utility tax; create or raise user fees

and rates; and funding limit for operational and capital needs. (Would the community support a tax increase for good reasons?)

Lack of consensus on what projects are worthy of inclusion in a bond issue.

Lack of plans in some important areas (e.g., parks and recreation, trails, bikeways)

Business climate in the State of Illinois, including high workers compensation rates.

Staff time available to work on visionary projects.

Lack of an ongoing strategic planning process to update goals and objectives.

MORE?


III. GOALS FOR 2013-2018 This chapter of the report reviews current strategic statements; proposes updated Vision, Values, and Mission Statements; and defines Goals for 2013-2018 with linkages between the 2011-2012 goals.

A. VISION STATEMENT Although the City does not have a well-written and broadly communicated current day Vision (nor one from the 1999 Comprehensive Plan or the Downtown), elected officials and City staff have a good sense of where they want Galesburg to be in 20 years (the “Best City in the World”) with visionary ideas such as: Galesburg Brand (distinct and unique) Small town character and feel Safe Historic preservation Trains Vibrant (downtown alive) Incubator for business starts and growth Business- and customer-friendly (predicable and swift) Destination Quality of life Excellent medical facilities and healthcare Excellent City services and facilities/infrastructure Fiscal prudence in budgeting and capital investments Growing Abundant housing options Excellent parks and recreational programs Great local schools and colleges Arts and cultural opportunities Sustainability with abundant and low-cost energy State of the art technology Connect people to places/centers of activity

A potential Vision Statement for the City of Galesburg might be as follows:

We envision Galesburg as a vibrant, friendly, prosperous, safe, and growing community with an historic small town feel and a wonderful quality of life, great schools and colleges, great parks and recreational programs, diverse arts and cultural offerings, fun entertainment venues, and excellent and cost-effective

public services, all of which attract new residents, businesses, events, and visitors.


B. MISSION STATEMENT The City’s current mission statement reads as follows:

The city of Galesburg seeks to provide citizens with congenial, direct, and efficient services guided by the past yet focused on the future.

Congenial means “friendly, courteous, serving people. Direct means plan, direct, and manage City services and operations. Efficient means “cost-effective, in a timely manner. In Mercer’s experience the mission lacks common and important references often found in the mission statements of other communities relating to: Effectiveness and quality of service (cost-effective, high-quality) Service levels to businesses and other community stakeholders (beyond citizens)

An older mission statement found in the 1999 Galesburg/Knox County Comprehensive Plan says:

The City of Galesburg will strive to preserve its small town character; continue the goals of our forefathers who founded the City on the importance of religion,

education, and strong work ethic; encourage spiritual life and cultural activities; preserve historic uniqueness; respect the environment; capitalize on outstanding

rail and highway access; encourage the expansion of the industrial and commercial business; foster a safe community; and respect ethnic diversity and

various points of view. Words identified during discussions to improve the mission statement include: Friendly in serving people Direct, manage, plan Timely, cost-effective, work smarter not harder

A possible revision of the current mission statement might be:

The City of Galesburg will provide city residents, business, and stakeholders with congenial, direct, efficient, effective, and high quality services that are guided by

the past yet focused on the future.


C. VALUES Values expressed during the workshop reflect the City Council’s interest in keeping a small town feel in Galesburg with words such as: Small town Historic preservation Honor the past and maintain what is distinctive to Galesburg Encourage cultural, recreational, and arts activities and centers Respect the environmental MORE?

Other values related to City government and its role in implementing the goals are: Effective, results-oriented budget process Willingness to expand revenue sources for operations and capital projects Effective staff-council communications and information Strategic outlook to services Up-to-date plans Respectful of customers (residents, businesses, visitors) Forward-thinking MORE?

During our review of the draft Goals Report, let’s go over the Values section to add to the list of values and finalize a short list of 5-6 values to incorporate into a formal Values Statement. These might include: Maintain a small town values and character Be respectful of citizens, businesses, customers, and visitors Prudent and fiscally-responsible management Sustainable community Open communications Respect people Honor Diversity Pleasant working conditions MORE?


D. 2013 GOALS The City Council set four major goals for 2013-2018 at the 2013 Goal-Setting Workshop:

1. Create the “Story of Galesburg” to show the community’s distinctiveness, history, and assets by creating and communicating a Galesburg Brand in association with community partners so the world will come to Galesburg.

2. Improve the appearance, condition, and physical attractiveness of the

community to create a positive first impression and make Galesburg a more desirable place to live and visit. Start with enhancing the City’s assets and infrastructure, as well as the condition of privately-owned properties.

3. Make Galesburg a highly desirable place to live, raise a family, retire, and

start and grow a business through full implementation and maintenance of the Galesburg Brand, as well as a premier destination for tourists and visitors, through encouragement of existing attractions, such as the Armory and Seminary Street, and support for new attractions, such as the Railroad Hall of Fame and Steadman Airplane Museum.

4. Work to increase the City’s population to 40,000 people over two decades, attracting people, including families and retirees, who are community-oriented, educated and skilled, entrepreneurial, creative and forward- thinking, and civic-minded.

In the discussion of each of the four goals, we connect supporting elements including visionary ideas, strengths and opportunities, and specific 2011 Goals as implementation strategies and action steps to move each goal toward accomplishment over time.


Goal #1 – Create a Galesburg Brand Create the “Story of Galesburg” to show the community’s distinctiveness, history, and assets by creating and communicating a Galesburg Brand in association with community partners so the world will come to Galesburg. This is the cornerstone goal that supports and enables Goals #2, 3, and 4. Connection to the Vision Statement This goal connects with key ideas for and elements of the Vision Statement in order to make Galesburg the “Best City in the World.” Galesburg Brand (distinct and unique)

Small town character Safe Historic preservation Trains Vibrant Business- and customer-friendly Destination Quality of life Excellent medical facilities and healthcare Excellent City services and facilities/infrastructure Abundant housing options Excellent parks and recreational programs Great local schools and colleges Arts and cultural opportunities Abundant and low-cost energy State of the art technology

Connect people to places/centers of activity


Connection to Key Strengths and Opportunities The SWOT Assessment lists strengths and opportunities that support this goal, including: Small town feel and character (to differentiate from larger area cities) Rich local history (to flesh out the distinct Story of Galesburg) (e.g., Underground

Railroad, “They Broke the Prairie,” Boxcar People,” Lincoln-Douglas Debates, 486 non-profits in Knox County)

Railroads, Railroad Hall of Fame, Railroad Museum, Railroad Days, and Stearman

Museum (to attract visitors) Downtown, Seminary Street, and the new Library (as a destination for entertainment and

the arts) Schools, colleges, parks, arts, culture, and events (to attract residents and visitors)

Community partners (to help build and communicate the Brand)

Inhibitors (Key Weaknesses and Threats) The City and community partners will need to improve or overcome: Lack of vision and action Not updating plans and strategies

Failure to create effective working relationships among public, private, and non-profit

organizations in Galesburg Lack of funding

Difficulty in growing new ideas due to thinking that “things will always be the same in

Galesburg”


Connection to the 2011 Goals Economic and Community Development:

6.) Develop and implement a strategy to support Downtown development and revitalization.

8.) Develop a marketing strategy to promote Galesburg (business, living, tourism). Quality of Life:

1.) Provide support for development of the Railroad Hall of Fame 5.) Improve community entrances to create a positive first impression 7.) Provide community amenities (parks and recreation, farmers market)

Build Community:

1.) Promote community pride (“Learn to Love G-Burg”) 3.) Strengthen relationships with public and private community partners to improve communication and coordination of efforts

Responsive and Responsible Government:

1.) Maintain the fiscal health of the City (five strategies) 2.) Be proactive rather than reactive 3.) Improve customer service 4.) Develop governing body – staff communication policy

Public Safety:

2.) Develop strategies to address factors that influence crime Housing and Neighborhoods:

3.) Develop strategies to address deteriorating housing stock 5.) Evaluate opportunities to support the development of quality, affordable rental

units and new housing 6.) Review existing property maintenance codes and enforcement to ensure building appearance standards are met

Energy and Technology:

3.) Explore energy alternatives with a goal of enhancing energy security and economic growth

Infrastructure Management:

3.) Develop infrastructure management plans to ensure long and short-term maintenance is being addressed


Implementation Implementation for each goal will be one of the discussion points during the September 30 review of the draft report with City officials and staff. What follows are some preliminary ideas by Mercer. Implementation Leadership and Actions The City’s Community Development and Economic Development Directors should spearhead this effort with the encouragement of the City Manager. Immediate Actions: The development of the Story of Galesburg and the Galesburg

Brand should be accomplished in no more than two years, say by mid-2015. Long-Term and Ongoing Actions: Communication, marketing, and supplemental use of

the brand (e.g., incorporated into marketing by private companies and public sector agencies) will be ongoing.

Implementation Challenges and Obstacles Inability to force working relationships with community partners to develop a consistent

brand. Lack of funds to invest in key infrastructure (e.g., community entrances) and amenities

(Railroad Hall of Fame).

Lack of staff time to spearhead the branding project.

MORE?


Goal #2 – Improve Community Appearance and Attractiveness

Improve the appearance, condition, and physical attractiveness of the community to create a more positive first impression and make Galesburg a more desirable place to live and visit. Start with enhancing the City’s assets and infrastructure, as well as the condition of privately-owned properties. This goal relates to the physical condition of the community, including, but not limited to, streets, sidewalks, public and private buildings, downtown, the mall area, homes, apartments, schools and colleges, medical centers, and key entry points. Connection to the Vision Statement This goal ties to key ideas for and elements of the Vision Statement in order to make Galesburg the “Best City in the World:” Safe

Historic preservation

Incubator for business starts and growth

Business- and customer-friendly

Quality of life

Excellent medical facilities and healthcare

Excellent City services and facilities/infrastructure

Fiscal prudence in budgeting and capital investments

Abundant housing options

Excellent parks and recreational programs

Great local schools and colleges

Arts and cultural opportunities

Sustainability with abundant and low-cost energy

State of the art technology



Enablers (Key Strengths and Opportunities) The SWOT Assessment lists strengths and opportunities that support this goal, including: Armory (redevelop and enhance) Railroad Hall of Fame, Railroad Museum (expanded), Railroad Days (expand with help

of railroad) Stearman Museum (planes)

Improved partnerships with the colleges (to enhance surrounding areas)

Downtown and Business Park (to attract businesses and visitors)

New Library (coming in the near future)

New attitude toward plan reviews, inspections, code enforcement (business-friendly)

Inhibitors (Key Weaknesses and Threats) The City and community partners will need to improve or overcome: Uninteresting entrances and main entryways

Vacant and run down properties (demolish some in the worst shape)

Façade program (outside of downtown)

Invest in public assets (bonds, maintenance, gateways)

Define critical target areas (Downtown, East Main, Special Assessment District, Gateway

corridors, Knox College) Expand the work of the Community Foundation

Improve property maintenance program (NED)

Update plans dealing with assets, infrastructure, and properties (public and private)



1.) Promote a quality and supportive business and development environment 5.) Develop and implement a strategy for Downtown development & revitalization 9.) Develop strategies to address vacant properties

Quality of Life:

1.) Provide support for development of the Railroad Hall of Fame 2.) Evaluate pedestrian/bicycle connectivity issues 3.) Evaluate incentives and programs to improve sidewalks 4.) Ensure quality property and living standards 5.) Improve community entrances to create a positive first impression 6.) Support efforts to develop a new library facility 7.) Provide community amenities (parks and recreation, farmers market) 8.) Enhance community connectivity thru sidewalks, pedestrian trails, bike paths

Build Community:

4.) Develop an Adopt-a-Block Program 5.) Develop volunteer rapid response programs (nuisances, graffiti)


1.) Maintain the fiscal health of the City (to permit investment in infrastructure)

Public Safety:

2.) Develop strategies to address factors that influence crime 3.) Evaluate potential for property insurance regulations

Housing and Neighborhoods:

1.) Address the problem of vacant properties (houses and lots) 2.) Evaluate implementation of a Landlord-Tenant code 3.) Develop strategies to address deteriorating housing stock 5.) Evaluate opportunities to support the development of quality, affordable rental units and new housing 6.) Review property maintenance codes and enforcement to ensure building

appearance standards are met

Energy and Technology Infrastructure:

3.) Explore energy alternatives with a goal of enhancing energy security and economic growth

7.) Evaluate approaches to and options for waste disposal



1.) Develop a capital improvement program 2.) Address storm water mandates 3.) Develop infrastructure management plans to ensure long- and short-term maintenance is being addressed 5.) Implement the quiet zone plan 6.) Construct grade separation improvements 7.) Use GIS to manage and communicate efforts

Implementation Implementation for each goal will be one of the discussion points during the September 30 review of the draft report with City officials and staff. What follows are some preliminary ideas by Mercer. Implementation Leadership and Actions

The Public Works Director (infrastructure) and Finance Director (funding) should spearhead implementation efforts with the encouragement of the City Manager. Immediate Actions: The City’s capital improvement program is a natural starting point

to improve the condition of highly-visible public infrastructure (streets, sidewalks, drainage ways, buildings, parks). Key actions include decisions on how to fund these improvements (e.g., parks taxing authority, bonds, and assessments). Action on property standards and code enforcement will improve the conditions of privately-owned property over time. These actions include adoption and enforcement of a industry-standard property maintenance code. Finally, the City should work with the colleges on plans to improve the condition of areas adjoining the colleges to encourage students to get out into the City.

Long-Term and Ongoing Actions: Development of a long-term capital program of at

least five years is needed to lay out a strategic approach to capital investments. Implementation Challenges and Obstacles Inability to force working relationships with community partners in the private sector to

build support for property standards and enforcement. Lack of funds to invest in key infrastructure (e.g., community entrances)

Lack of staff time to spearhead the branding project.

Kickback from private home and business owners on property standards and inspections.

MORE?


Goal #3 – Create a Desirable Place to Live, Raise a Family, Work, and Visit Make Galesburg a highly desirable place to live, raise a family, retire, and start and grow a business through full implementation and maintenance of the Galesburg Brand, as well as a premier destination for tourists and visitors, through encouragement of existing attractions, such as the Armory and Seminary Street, and support for new attractions, such as the Railroad Hall of Fame and Steadman Airplane Museum. This goal relates to the elements of the community that people use and touch in their everyday life and which are distinctive features that attract new residents, businesses, and visitors, including parks, schools, events, arts/cultural facilities, easy movement, and jobs. Connection to the Vision Statement This goal ties to key ideas for and elements of the Vision Statement in order to make Galesburg the “Best City in the World:” Galesburg Brand Quality of life

Safe

Congenial, friendly, helpful place and institutions

Good jobs and a solid economy

Excellent parks and recreational opportunities

Trains and Planes


Medical facilities and health care

Mobility and ease of movement


Churches


Marketing regionally and nationally (e.g., ambassadors)

City and community leadership


Enablers (Key Strengths and Opportunities) The SWOT Assessment lists other strengths and opportunities that support this goal, including: Rich local history Friendly, congenial place

Facilities, events, attractions, and activities (Railroad Museum and Hall of Fame, Train

Days, Armory) Downtown and Seminary Street

City’s fiscal discipline and water system

More facilities/activities for children, youth, and families

Inhibitors (Key Weaknesses and Threats) The City and community partners will need to improve or overcome: Galesburg Brand

The Welcome Center

City and associated websites

Advertising and marketing the City (ambassadors, City leadership)

Business incubation center

Technology (wider free wi-fi coverage)

Public safety

New or expanded facilities (Armory, Discovery Depot, Downtown, Lake Storey)

Expand recreational facilities and activities (indoor ice skating rink, mini-golf, go karts)

Connectivity on foot, bikes, and buses

No commercial flights to Galesburg City airport



1.) Promote a quality and supportive business and development environment (codes and regulations, remove barriers to redevelopment)

2.) Maintain a quality workforce (quality education and reduced school dropouts) 3.) Implement an economic development strategy 4.) Maintain a business retention and expansion program 5.) Develop and implement a strategy to support Downtown development and

revitalization 6.) Develop a marketing strategy to promote Galesburg (business, living, tourism) 8.) Improve customer service to the development community

Quality of Life:

1.) Provide support for the development of the Railroad Hall of Fame 2.) Evaluate pedestrian/bicycle connectivity issues related to quiet zone

closures/improvements 6.) Support efforts to develop a new library facility 7.) Provide community amenities (parks and recreation, farmers market) 8.) Enhance community connectivity (sidewalks, pedestrian trails, bike paths)

Build Community:

1.) Promote community pride (“Learn to Love G-Burg”) 4.) Develop an Adopt-a-Block program 5.) Develop volunteer rapid response program (nuisances, graffiti)


1.) Maintain the fiscal health of the City (five strategies) 5.) Implement computer/web-based customer relationship management system 6.) Develop an email system to provide information on a variety of topics

to residents 8.) Evaluate use of 311 to improve communications

Public Safety:

1.) Continue and enhance efforts to pursue a drug-free Galesburg 2.) Develop strategies to address factors that influence crime 5.) Develop a low tolerance toward “petty crimes”



2.) Evaluate implementation of a Landlord-Tenant code 3.) Develop strategies to address deteriorating housing stock 4.) Develop programs to support neighborhood organizations and neighborhood

watch groups 5.) Evaluate opportunities to support the development of quality, affordable rental

units and new housing 6.) Review existing property maintenance codes and enforcement to ensure building



1.) Explore alternatives for lowering the cost of and/or producing energy locally 3.) Explore energy alternatives with the goal of enhancing energy security and

economic growth 4.) Evaluate data connectivity and ways to improve connectivity 5.) Reduce the cost of recycling and expand options


3.) Develop infrastructure management plans to ensure long- and short-term maintenance is being addressed

5.) Implement the quiet zone plan 6.) Construct grade separation improvements

Implementation Implementation for each goal will be one of the discussion points during the September 30 review of the draft report with City officials and staff. What follows are some preliminary ideas by Mercer. Implementation Leadership and Actions Implementation of this goal requires the commitment of most, if not all, City department heads, so the City Manager should spearhead implementation efforts for this goal. Immediate Actions: Update the Comprehensive Plan and related functional plans.

Assess and change the development review, code enforcement, and inspections processes.

Ongoing Actions: Maintain the various plans. Monitor customer- and business-friendly

levels in the development process through periodic meetings with customers. Implementation Challenges and Obstacles Lack of amenities that attract people and groups, including expand Discover Depot,

hotels, meeting spaces for 100-200 people (the Armory?), mini-golf and go karts, large water park, sports Center, bike paths and trails, and connectivity (bikes and buses).


Goal #4 – Generate Positive Community Growth Work to increase the City’s population to 40,000 people over two decades, attracting people, including families and retirees, who are community-oriented, educated and skilled, entrepreneurial, creative and forward- thinking, and civic-minded. The population goal is seen as a stretch by some based on the current economy. Accomplishment or progress on Goals #1, 2, and 3 set up achievement of this goal. In addition to the above attributes, the workshop identified additional secondary attributes for new residents and business owners, including philanthropic, industrious, enthusiastic, law-abiding, interested, engaged, social, supportive, taxpaying, and productive. Connection to the Vision Statement This goal ties to key ideas for and elements of the Vision Statement in order to make Galesburg the “Best City in the World:”

Galesburg Brand (distinct and unique)

Small town character

Safe

Historic preservation

Vibrant

Incubator for business starts and growth

Strong workforce

Business- and customer-friendly

Quality of life

Excellent medical facilities and healthcare

Excellent City services and facilities/infrastructure


Excellent parks and recreational programs



Sustainability with abundant and low-cost energy

State of the art technology



Enablers (Key Strengths and Opportunities) The SWOT Assessment lists other strengths and opportunities that support this goal, including: Rich local history Mobility and ease of movement Lots of Churches New Library More facilities/activities for children, youth, and families Current events and attractions

Inhibitors (Key Weaknesses and Threats) The City and community partners will need to improve or overcome: Jobs and workforce development

Develop review, code enforcement, and inspections processes

Developing reasons to come to Galesburg

Economic development strategy

Outreach and advertising

More housing options

Upgrade and expand Parks

Increase community safety

Create more activities and events



1.) Promote a quality and supportive business and development environment (codes and regulations, remove barriers to redevelopment)

2.) Maintain a quality workforce (quality education and reduced school dropouts) 3.) Implement an economic development strategy 4.) Maintain a business retention and expansion program 5.) Develop and implement a strategy to support Downtown development and

revitalization 6.) Develop a marketing strategy to promote Galesburg (business, living, tourism) 7.) Implement a retail attraction strategy 8.) Improve customer service to the development community 9.) Develop strategies to address vacant properties 10.) Improve customer service to the development community 11.) Involve the public and City Council more in the process to review and adopt

building codes Quality of Life:

1.) Provide support for the development of the Railroad Hall of Fame 2.) Evaluate pedestrian/bicycle connectivity issues related to quiet zone

closures/improvements 3.) Evaluate incentives and programs to improve sidewalks 4.) Ensure quality property and living standards 5.) Improve community entrances to create a positive first impression 6.) Support efforts to develop a new library facility 7.) Provide community amenities (parks and recreation, farmers market) 8.) Enhance community connectivity (sidewalks, pedestrian trails, bike paths)

Build Community:

1.) Promote community pride (“Learn to Love G-Burg”) 2.) Support programs to reduce poverty and raise standard of living 3.) Strengthen relationships with public and private community partners 4.) Develop an Adopt-a-Block program 5.) Develop volunteer rapid response program (nuisances, graffiti)


1.) Maintain the fiscal health of the City (five strategies) 2.) Be proactive rather than reactive 3.) Improve customer services (Respect Citizens) 5.) Implement computer/web-based customer relationship management system 6.) Develop an email system to provide information to residents 8.) Evaluate use of 311 to improve communications


Public Safety:

1.) Continue and enhance efforts to pursue a drug-free Galesburg 2.) Develop strategies to address factors that influence crime 3.) Evaluate the potential for property insurance regulations 4.) Support and evaluate youth intervention programs (holistic + punitive) 5.) Develop a low tolerance toward “petty crimes” 6.) Evaluate local community services impacted by budget cuts


1.) Address the problem of vacant properties (houses and lots) 2.) Evaluate implementation of a Landlord-Tenant code 3.) Develop strategies to address deteriorating housing stock 4.) Develop programs to support neighborhood organizations and neighborhood

watch groups 5.) Evaluate opportunities to support the development of quality, affordable rental

units and new housing 6.) Review existing property maintenance codes and enforcement to ensure building



1.) Explore alternatives for lowering the cost of and/or producing energy locally 2.) Develop a strategy to reduce energy consumption as a City 3.) Explore energy alternatives with the goal of enhancing energy security and

economic growth 4.) Evaluate data connectivity and ways to improve connectivity 5.) Reduce the cost of recycling and expand options 6.) Evaluate mulch and compost alternatives 7.) Evaluate approaches to and options for solid waste disposal


1.) Develop a capital improvement program 2.) Address storm water mandates 3.) Develop infrastructure management plans to ensure long- and short-term maintenance is being addressed 5.) Implement the quiet zone plan 6.) Construct grade separation improvements 7.) Use GIS to manage and communicate efforts


Implementation Implementation for each goal will be one of the discussion points during the September 30 review of the draft report with City officials and staff. What follows are some preliminary ideas by Mercer. Implementation Leadership and Actions Goal #2 is a two-decade effort that starts TODAY. On a positive note, year-by-year the City only needs to grow in population by 1% to achieve this goal. Because the Community Development, Economic Development, Public Works, and Finance directors have facilitation roles on other goals, perhaps the Fire and Police Chiefs can spearhead this goal? Immediate Actions: Work to implement Goals 1, 2, and 3. Focus on public safety

elements of the 2011-2012 Goal-Setting Report in implementing Goal #4. Long-Term and Ongoing Actions: Track progress in attracting new residents and

businesses. Implementation Challenges and Obstacles The community’s commitment to the population goal.

How to identify and market target individuals and groups to come to Galesburg.


IV. NEXT STEPS Next Steps in the goal-setting process include the following four major tasks and subtasks.

1. Finalize the 2013 Goals Report:

• Mayor and City Council review (9/30/2013) • Subsequent input from the City, particularly on Vision, Values, and SWOT • Mercer Group final report (by mid-October)

2. Update the 2011 Goals Report:

• Edit and amend, as needed, the fifty-eight goals • Prioritization Worksheet • Work Plan, particularly to add specific target completion dates • Develop a Monthly or Quarterly Scorecard to report progress to the Mayor and

City Council

3. Convene a ½-Day Forum for Community Partners:

• Present and discuss the 2013 Goals Report • Solicit participation in developing the Galesburg Brand and other tasks • Commit to building an effective working relationship with the partners

4. Create an Implementation Committee for Each Goal:

• Define membership, including community partners, and roles • Assign City staff to facilitate the committees work • Develop Action Plans for each goal and sub-objectives


V. APPENDICES

A. CITY OF GALESBURG 2012 GOAL SETTING REPORT

city of galesburg, illinois cognizant of the ... and decisions in a draft report ... draft 2013...

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