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3.0. SR 02-17-2004CITY OF ELK RIVER SPECIAL MEETING OFTHE CITY COUNCIL AGENDA Tuesday, February 17, 2004 5:00 p.m. City Hall Lunchroom ITEM NUMBER I. CALL MEETING TO ORDER CONSIDER COUNCIL AGENDA DISCUSSION ON CITYWIDE GOALS AND CONTINUE PLANNING ON WORK PROGRAM FOR COUNCIL AND STAFF DEVELOPMENT 4. ADJOURNMENT ACTION TAKEN ~ CONSENT AGENDA ITEMS are considered to be routine and noncontroversial by the Council and will be approved by one motion. There will be no separate discussion of these items unless a Councilmember, staff member, or citizen so requests, in which case the item will be removed from the consent agenda and considered under the regular agenda. "This agenda is available in alternate formats upon a 72 hour advanced notice. "Auxiliary aids and services are also available upon a 72 hour advanced notice. Please contact the City Clerk at (763) 635-1000 to make a request. Examples of alternate formats may include: large print, Braille, audio tape, etc." Examples of auxiliary aids may include a sign language interpreter, assistive listening device, etc." City TO: FROM: DATE: SUBJECT: Item 3. MEMORANDUM Mayor and Council Councilmember Louise Kuester February 17, 2004 Discussion on Citywide Goals and Continue Planning on Work Program for Council and Staff Development Enclosed is a collection of resource readings for the Council ~vorkshop meeting on Tuesday, February 17, 2004. When Pat and I met to pool our resources we found value in two types of reading: General information contained in articles and workshop handouts presenting definitions and describing the interrelatedness of community visioning, strategic planning, and goal setting; and, 2. Reports from communities who have been involved in a similar process. To facilitate our process, each Councilrnember has been asked to "report" on a specific community plan. By sharing reaction to another community's plan as ~vell as listening to the comments of other Councilmembers, perhaps we can better determine the process and/or product we want. It would also be helpful to reviexv the "vision" that has already been included in the existing and proposed comprehensive plans. Following is the community plan you are asked to report on: Councilmember Dietz Plymouth/Minnetonka C0~i-lm~b~ Kuester Becket Councilmember Tveite Moundsview Councilmember Mofin w~ar S:\Council\CouncilmcmbcrsNKucstcrNCitywidcG oals.doc BUILDING HEALTHY COMMUNITIES , Creating A Vision Commurtity ...... , ' that determines ~ooals, creates action ant~c~p d process of dreaming, exploring and Everyone in a comnaunity, creating--a means to give shape especially its elected leaders, should be concerned about its future because the citizens of the commu- nity will have to live some, if not the rest, of their Eves in the future they create. The challenges, opportunities and uncertainties facing all com- munities are growing in number and complexity. They can create conflict, confusion, chaos and paralysis. Or, they can create the potential for new horizons, tough choices and exciting futures. They can also help recapture a precious treasure many neighborhoods, towns, cities and re~ons have lost--a sense of community and caring that binds people together in common purpose and identity; a new reco~ition of"we" and "we'll" as the basis for relating to each other and the commitment to get things done. Community visioning, or strate~c planning, is about the future. It is a process by which people envision the communitT's desired future and develop the courage to achieve it. Community visioning is the means by which a community of people seek the future they desire and relate with each other, personally and corpo- rately, to make that future happen. and direction to a community's thinking and view of itself so that human imagination and creativity can increase the influence of the future over the present as the basis for understanding and action. Once the dream is set, all the planning, budgeting and decision- making tools have purpose and application. Why should a community participate? The visioning process ~ves a city and the council a framework for goal setting and establishing priorities and setting pohcy. It involves citizens and helps the city understand what they want and value. It provides an opportunity to reflect on a community's history and generate ideas for the future. And, it offers a long-term perspec- tive for decision-making and budgeting. Communities that have seen community visioning as an adventure have reaped phenomenal breakthroughs in how people come together and in the accom- plishments they achieve. Questions to consider Before embar'king on a community visioning adventure, your city should consider several questions: "Everyone in a community, especially its elected leaders, should be concerned about its future because the citizens of the community will have to live some, if not the rest, of their lives in the future they create." ST 1998 MINNESOTA CITIES "It is fundamentally a process of dreaming, exploring and creatingma means to give shape and direction to a community's thinking and view of itself so that human imagination and creativity can increase the influence of the future over the present as the basis for understanding and action." Do we understand what commu- nit), visioning really is? It is a process of actively exploring and anticipating the future and the challenges to be addressed. It also means developing consensus and having the discipline to implement that consensus without caving in to political expediency, one's own biases, or the pressures of specific groups and individuals whose agendas conflict with community consensus. Are our elected ojfficials, staff and community leaders comfortable sharing power with the community and citizens? Community visioning is a form of participatory democ- racy that harkens back to the original American democratic experience. It can, at times, be in conflict with representative government and its "representa- tives." The key is not to fear popular involvement but to use it to forge new citizen-elected official partnerships that expand a community's capacity to perceive and achieve. Can the community visioning process benefit our community, and do tee really understand the products and outcomes it will produce? There must be a clear expectation among all parties about the process that will be used, the roles of various players, and what the effort will produce; i.e., a vision statement, specific goals, and strategies and plans for attaining these goals. Is the community ready to dedicate the time and resources to do this community visioning process well? A community visioning process can take six to 18 months and involves an extensive time commitment from those involved. The process also requires static support, an adequate budget, ongoing community pubhcity and communications, and the services ora professional facilitator. Vision- ing is not a casual undertaking. It is intense, disciplined, time-consum- ing, hard ~vork aimed at producing rich rewards for the future. Are the council and other key groups publicly supportive and willing to participate? Communi- ties are comprised of many key groups--city government, school districts, chambers of commerce, business and civic organizations, major employers, neighborhood associations--all of whom play a role in creating, supporting and achieving the vision. All must be willing to embrace the process, or their resistance and non-participa- tion can hamper its success. Also, are any goups that have been in conflict with each other willing to explore the potential futures in a spirit of collaboration? Or will they just seize upon the visioning effort as another chance for further polarization and disruption? Is there a sense of stewardship that will continue the process and commitment to implementation? Community visioning and strategic planning frequently cover a period of 20 years and must be refined and updated regularly. Also, they transcend the term of office or tenure of many of the individuals involved in their initial creation. Successful visions require commit- ment to stewardship and ensuring successive generations of leaders who will continue the process, keep it current, and sustain its potential for creating a better future. The future of our communities requires a barn-raising, rather than a vending machine, mentaliw. Community visioning identi~es and produces the changes we must bring about in collaboration with others. These changes are essential to achieving the vision and future we want for our community, and for those individuals who wilt live some or the rest of their lives within it. ~,- Carl Neu is executive vice president and general manager of NEkV & Company, providing resources and services for government. Telephone: (303) 986-8487. This article excerpted with permission from the May-June 1998 issue 0fColorado Municipalities, a publication of the League qf Colorado Cities. "Community visioning identifies and produces the changes we must bring about in collaboration with others." AUGUST 199 6 MINNESOTA CITIES June 8, 1989 LEAGUE OF MINNESOTA CITIES ANNUAL CONFERENCE STRATEGIC PLANNING WHAT IS STRATEGIC PLANNING There probably isn't a local leader anywhere who fails to realize the danger posed to the community by battered streets, single family and rental housing shortage, lack of desired businesses and an inability to match revenue and expenditures. And it doesn't take a Carl Sagan to figure out that problems of this magnitude can not be solved overnight. Strategic planning is a process that enables leaders to come to grips with critical issues and problems facing today's communities. It helps determine where the community ought to be going, identifies the resources needed to be there, and develops the long and short term action plans required to accomplish the objective(s). Strategic planning is a systematic way to manage change and create the best possible future. It is a creative process for identifying and accomplishing the most important actions in view of strengths and weaknesses, threats and opportunities. Im.pl.e.~entation is the key to strategic planning, as opposed to long-range planning an6 goal setting, strategic planning focuses on the allocation of scarce resources to bring about the successful resolution of critical issues. Development of a strategic plan sets the stage for the crucial implementation phase. Strategic planning is not always labeled "Strategic", nor is it easily defined. It can be distinguished from other kinds of planning by its specific methodology, as well as by these key characteristics: * It is a focus process that concentrates on selected issues. * It explicitly considers resources availability. * It assesses strengths and weaknesses. It considers major events and changes occurring outside the organization or jurisdiction. * It is action-oriented, with a strong emphasis on practical results. Strategic planning helps a community identify its advantages in relation to the external environment - its region, state, nation, and world. This emphasis on external factors (which often are overlooked in traditional planning) also dictates that the process involve both public and private sectors. "Private sector" refers not only to business, but also to citizens, community organizations, non-profit institutions like universities and others outside the local government. Strategic planning focuses on the critical issues, opportunities, and problems identified by a community. It offers leaders a chance to look beyond day-to- day concerns, and even year-to-year issues like municipal tax rates. One of its most appealing features is that it helps distinguish the truly important decisions from those of temporary impact. For this reason, some have concluded that strategic planning is a new name for long range planning. However, while long range planning, strategic planning also identifies today's options. Sometimes the benefits are "hard" ones, such as 3,000 new jobs, a broad-based forum for strategy development, or significant energy savings for residents. At other times, the benefits may take less tangible form -for example, consensus on one controversical issue. The bottom line is that strategic planning is designed to improve the competitive position of a community. Strategic planning is not a panacea. It requires an investment of money and effort, and its benefits are not always immediately obvious. But it----~-a positive alternative to business as usual. Additionally, strategic planning is not intended to replace other types of planning and related activities, such as budgeting. Instead, strategic planning, is designed to help integrate activities, assuring that a common purpose and a common sense of direction guides such activity. Such a process should give a community a clearer picture of its own unique identity. Although variations are possible, the basic steps of strategic planning are as follows: (consult Attachment A for accompanying schematic showing process direction) 1. SCAN THE ENVIRONMENT An environmental scan is used to identify issues which are critical to a city's future. Critical issues can be identified by review of certain information during an environmental scan. Types of information to review during an environmental scan include population, demographics, growth, age distribution, household size, education levels, income levels and trends, school population, average size of the employer, cost and availability of financing, employment by sector, and unemployment levels. Other elements of the government which may need review in an environmental scan are fiscal health, citizen's perception, intergovernmental relations, capital improvement plans, public infrastructure, just to mention a few. Each item should be reviewed from three overall perspectives. * Past, present, and future. What has happened in the past? What is the current situation? What is likely to happen during the identified time frame? * What is happening nationally? Internationally? Within the State? In the Metropolitan Area? Within the County? In the City? 2. SET AND ESTABLISH MISSION STATEMENT Establishing a Mission Statement is designed to set the overall parameters for issue selection during the Strategic Planning process. Examples of mission statements are generally noncontroversial and may even be rather vague. An example of a mission statement is the following taken from the City of Woodbury. To actively develop and promote the city in a well planned manner as a self sufficient and recognized leader in the Metropolitan Area, providing a desireable place to live, work, do business, and recreate. The city should provide: ° A diversified tax base ° A neighborhood orient community ° A strong fiscal policy ° Efficient and cost effective community services ° Orderly and efficient conversion of land to urban uses ° Community amenities and natural areas ° A distictive community identity ° Effective leadership and public participation 3. SELECT KEY ISSUES Based on the scan and the mission statement, choose a few issues whose successful resolution is critical in achieving a realization of the Mission Statement. Using a nominal group technique for this particular exercise is helpful. 4. EXTERNAL AND INTERNAL ANALYSES Look in depth at outside forces and inside forces affecting how your organization is currently addressing selected key issues. Identify strengths and weaknesses of the organization along with the availability of resources. 5. DEVELOP GOALS, OBJECTIVES AND STRATEGIES Based on the external/internal analysis, decide what can be achieved in respect to each issue and how it will be achieved. Develop an action plan for each of the key issues. Elements of the action plan should include: a. Who is responsible to carry out each strategy? b. A time frame for each strategy to be carried out. c. The number of staff hours required to carry out each strategy d. How the strategic action plan will be paid for. e. Specify performance objectives. 6~ DEVELOP IMPLEMENTATION PLAN Be specific about timetables, resources, and responsibilities for carrying out strategic actions. Typically, the city administrator is responsible for implementing the action plan. 7. MONITOR, UPDATE, AND SCAN Successful strategic plannin9 requires continual review of actual accomplishments and comparison with the plan. The first requirement for monitoring is to assign monitoring responsibilities to an individual or organization. Adjust the strategies as necessary in a changing environment and be prepared to update the plan when major changes occur in that environment. HOW DOES PUBLIC SECTOR STRATEGIC PLANNING DIFFER FROM PRIVATE SECTOR STRATEGIC PLANNING? First, private sector corporations usually have an easier time defining their mission, than do cities and counties. Corporations exist to provide products and/or services, and their success or failure is registered in the bottom-line profit or loss results. Cities and counties do not make profits, and their success and failure is measured in many subjective ways. Therefore, it is imparative that local governments lay more groundwork and look at problems in several ways before coming to conclusions. Secondly, communities are not highly organized, hierarchical bodies like corporations. A corporations mission is to make profit. A local governments mission is to produce quality services for its residents. To insure the local government's mission statement is reflective of the communities desires and to maximize the consensus-building benefits of strategic planning it is advisable to include representatives of disparate community groups and organizations. A list of possible participants, in no particular order of importance might include: * Elected Officials * Chief administrator for the local government * Corporate CEOs and other key business leaders * Chamber of Commerce or other business organizations * Board of Education and/or other school system officials * Local state elected officials * Neighborhood representatives * Civic Organizations * Municipal government department heads * Representatives for other area jurisdictions (e.g. county, special districts, metro council). * Special interest groups * Religious leaders * Local media representatives * Representative from higher education and research institutions Both public and private sectors agree, however, the reason to undertake strategic planning is to avoid the temptation to employ quick fixes for today's problems and ignore more fundamental issues. Selected information taken from Strategy For Cities and Counties: Strategic Planning Guide (Public Technology, Inc.) A STRATEGIC PLANNING DEVELOPMENT AND IMPLEMENTATION ORGANIZE MONITORI IMPLEMENT[ DEVELOP ACTION PLAN SCAN ENVIRONMENT DEVELOP OBJECTIVES AND STRATEGIES DEVELOP MISSION STATEMENT SELECT KEY ISSUES CONDUCT EXTERNAL AND INTERNAL ANALYSES ATTACHMENT A STRATEGIC P LA_NNING DEFINED: · Focused Process Concentrates on Selected Issues Explicitly Considers Resources Assess Strength · Assess Weakness Consider Outside Changes Action Oriented Emphasis on Practical Results PITFAI~I~S - STRATEGIC PLANNING Under-utilizing Strategic Planning Over-utilizing Strategic Planning Not Involving Key Stakeholders · ' Failure to Use Outside Consultants Failure to Control Key Issue Identification Use to Legitimize Hidden Agenda Gather Reams of Non-essential Data Too Many Key Issues Lack of Specific Objectives Failure to Fund Action Plan Failure to Commit Staff Lack of Monitoring Other A STRATEGIC LEADERSHIP AND GOAL-SE'I-PING PROCESS There are a number of approaches to conducting goat-setting sessions for an organization. A particular approach, that has proven to be very popular, is designed to address the following key areas: Definition of a STRATEGIC VISION for the organization which serves as the basis for goal-setting and performance planning to be used by the board and management. Identification of major "CONSENSUS POINTS: held by a majority of the "Goal Setters" relative to their vision for the future of the organization. Identification of critical issues and strategic performance factors which are the "DESTINY SHAPERS" of the organization. These critical issues and strategic performance factors generally represent areas that must be addressed or managed by the board and the organization's executive team if the organization is to attain its vision for the future. Defining specific OUTCOMES that are to be achieved relative to each of the critical issues and strategic performance factors. Once these specific outcomes have been defined, a careful identification needs to be made of all forces and factors working flor" and "against" attainment of these critical outcomes. o Establishing specific PERFORMANCE GOALS that will lead to the attainment of the desired outcome and define general policies, leadership directions, and performance priorities for the organization. o Establishing REVENUE AND RESOURCE ALLOCATION POLICIES to ensure the continuous availability of the necessary resources to achieve specific performance goals. Assigning, if appropriate, SPECIFIC RESPONSIBILITIES that must exist within the organization if each of the goals is to be achieved. Establishing for each goal a set of annualized performance objectives and supporting MANAGEMENT ACTION PLANS (MAPs) designed to ensure achievement of community-wide goals in a systematic manner that guides operating programs and priorities for the entire organization. 9. Establishing a goal-management and MONITORING PROCESS which 38 permits a comprehensive and coordinated view of all of its strategic, tactical, and operational efforts. 10. Identification of "BREAKTHROUGH LEADERSHIP TARGETS" which reflect significant issues that do not seem to lend themselves to traditional decision-making practices and management procedures. These issues, frequently, are really ones that require extraordinary insight and commitment for their resolution. As such, these issues require whole new levels of thinking and perspective which must be integrated back in to the goal-setting And MAPping process. 11. Conducting an initial assessment of the current quality and extent of organizational TEAMWORK essential for goal achievement. Frequently, an organization will have an outstanding set of goals and supporting objectives. However, difficulties may arise in the implementation phases due to factors reflecting the level and quality of teamwork existing between groups that must work in a collaborative manner. 12. Establishing COMMUNICATIONS PROCESSES through which the critical issues, specific performance outcomes, goals, and MAPs are communicated throughout the organization so that all leadership groups and affected parties have a full appreciation for the direction the organization is taking and the role they have in the achievement of its goals. 39 PLAN FORMAT 1. Issue 2. Background Information 3. Critical Outcome(s) That Are Desired 4. Specific Goals and Strategies Outcome(s) To Be Used To Achieve Critical 5. Revenue/Resource Policies to Support Outcome - Goal Attainment 6. Annualized Management Action Plans a. Performance Objectives be do Key Action Steps Staff Responsibility Charting (Assignments) Budgets (Operating and Capital) e. Evaluation Criteria f. Other Considerations 41 CRITERL4, FOR GOAL STATEMENTS Goals are written statements of general leadership directions, policies, and priorities which serve to guide the council/board and staff decision- making and resource-allocation processes. 2. Goals should be written from a perspective of three to five years. o Goals should relate to the council's/board's vision for the organization/community and produce a major impact or outcome(s) yielding future benefits and not just reactions to crises. 4. Goals should deal with factors that are "above and beyond" routine operations or service delivery. 5. There must be a reasonable probability of attainment. 6. Goals statements should be clear, focused, and precise. Each goals statement should begin with an action word (verb) unless the focus is on critical outcomes that must be achieved. 42 ~OV 1 2 2003 REGULAR MEETING OF THE SCHOOL BOARD Tuesday, November 11, 2003 7 p.m. Elk River Area High School Community Room 900 School Street Elk River, Minnesota Elk River Area School District Strategic Plan (Board adopted 4/22/03) Mission Statement * Independent School District 782 strives to provide excellent learning opportunities for all students and community. Vision Statement · Independent School District 728 continuously improves by setting high learning expectations for all students, by engaging the community in the decision-making process and by creating a highly desired environment for students and staff. Strategic Goals · Increase educational achievement with high expectations for all students and staff · Improve internal and external relationships by engaging students, staff, parents and community members in support of student achievement · Demonstrate district accountability through the continuous improvement process adult day care. Angels On Main, Guardian Angels' Adult Day Services program in Elk River, has been se~ing the area since 1994. With the increasing number of interested individuals, there has been a waiting list for the program. Guardian Angels is going to utilize the $32,000 grant to explore the option of opening a satellite location at the Pine Tree Manor apartment building in Zimmerman. Adult Day Services offers daytime activities and assistance to older persons as well as the opportunity of respite for their caregivers. The program can be a benefit for adults who cannot be alone, persons experiencing memory loss, individuals needing care assistance, or those needing recreation and socialization. Guardian Angels hopes to start this new service before the end of the year. If you are in need or know someone who might benefit from this program, please call Rosie Becker, Director, at 763-241-6845. Annamarie Douglas (seated) with Angels On Main family members Virginia Rogstad and Phyllis Kappes. Main provides her with socialization, activities, and personal care. One day in early September when Annamarie didn't arrive, staff immediately called her and discovered that her husband had suffered a stroke. Annamarie's family was unable to stay with her while her husband was in the-hospital, so Angels On Main staff worked within the Guardian Angels network of services and found her an apartment at the Guardian Angels By The Lake assisted living facility. Annamarie has made many friends there and still spends her days at Angels On Main. She also recently enjoyed a long visit with her sister from Germany. When Annamarie's family was not in the area to help, Guardian Angels became her family. Guardian Angels of Elk River 280 Evans Avenue Elk River, MN 55330 RETURN SERVICE REQUESTED BULK RATE Nonprofit Organization Permit No. 12 US Postage Paid Elk River, MN Strategic Management: Developing and Realizing a Strategic Vision t is more important to do the right things than to do things right. This is a piece of wisdom that often has been repeated. While both emphases are important, focusing on issues and challenges that are most im- portant to your community or to your organization is dearly a key to success. As with most such adages, the advice is more easily given than followed. Unfortunately, the "right things" to focus on are not al- ways apparent. But strategic management can help. Strategic management combines strategic planning with the imple- mentation and evaluation of progress. It is a tool for identi- fying the right things to do, focusing a community or orga- nization on those things, measuring progress, and continually adjusting plans and strategies to achieve a com- munity's or organization's vision. The strategic management process involves four key steps (see Figure 1): 28 1. Assess the current situation. 2. Make decisions and develop strategies. 3. Implement the decisions and strategies. 4. Measure progress. Step 1: Assess the Current Situation Too often, strategic plans are developed without a complete understanding of current strengths, weaknesses, issues, and OCTOBER 1997 ~,allenges. A plan that will effectively focus your community or organization cannot be developed over a weekend at a planning retreat. An effective strategic plan requires, as a first step, the fairly rigorous collection of information, with analysis and development of issues. The current situation should be as- sessed from several perspectives, includ- ing the market and customers served, current or potential competitors, and internal capabilities. Market Analysis Successful businesses have long known the importance of understanding the markets they serve. Increasingly, local governments are recognizing their need to do the same. Understanding your mar- ket involves comprehending the demo- graphic, economic, social, and other char- acteristics of your community,, as well as the trends or changes that are occurring. Knowing about the demographics of ur community helps to identify key issues and challenges facing the com- munity. The makeup of the locality's population in terms of age, ethnicity, and education can have a major impact on the services required, as well as on their success. Additionally, understand- ing changes or trends in these charac- teristics helps to clarify the changing needs of the community. Similarly, economic characteristics and trends, such as income and poverty levels and unemployment rates, provide useful insights into current and emerg- ing community needs. Social characteristics and trends are also useful in understanding your com- munity. These include factors like hous- ing and population density, owner and renter occupancy rates, and crime rates and trends. Other, more specific characteristics and trends also can be useful, including such factors as the teen pregnancy rate, gigh school dropout rate, business fail- e rate, and so forth. A wealth of infor- mation exists to help us better under- stand our communities. Figure 1. The Strategic Management Process Source: Scott Bryant (~ Associates. Customer Analysis In addition to community characteris- tics and trends, it also is important to know about specific customer needs and expectations. This is another area that successful businesses have long under- stood and focused on. Increasingly, local governments are asking their customers, through surveys, focus groups, and other means, what is important to them and how their needs can be better met. Customer analysis should focus on four key questions: 1. What are the customers' priorities? 2. How satisfied are they with current services or products? 3. What are their service or quality ex- pectations? 4. What concerns or issues do they have? Answers to the first two questions can be used to determine quickly where a community or organization should focus its efforts. By comparing customer prior- ities with their satisfaction levels (see Figure 2), it is easy to identify the ser- vices or issues that they rate as top prior- ities or as areas of dissatisfaction. These identified services should typically be the focus of improvement efforts. Asking customers about their expectations for service or quality will define benchmarks with which to compare current perfor- mance, as well as targets for change strategies. These benchmarks should de- fine and drive goals and objectives. Asking customers their perspectives on issues or concerns also helps to pro- vide insights into challenges they see around the corner for the community or organization. Competitive Analysis Local governments are increasingly fac- ing competition. Typically, when we think of competition in the public sector, we think of competitive pressure from the private sector. While this kind of competitive pressure is important, local governments also are competing with each other. More and more community, comparisons are being done, usually comparing some measure of quality, of life. Just as private businesses compare themselves with and learn from their competitors, local governments can compare and learn from each other. This is being accomplished cooperatively through efforts such as ICMA's Compar- ative Performance Measure Consortium. When conducting a competitive analysis, it is important to consider competitive position from both a cost and a quality perspective. Often, com- petitive analyses focus primarily on cost issues and may miss equally important factors related to quality. Internal Analysis A community's internal analysis should consider its resources, strengths, and weaknesses. An internal analysis for an organization should additionally con- sider current workload and employee attitudes. Resources to be identified and ana- lyzed include financial capadty, facilities, human resources, and technological ad- vantages. Strengths might comprise dis- tinctive competencies, areas in which the community or organization is seen as a market leader, and unique external rela- tionships. Weaknesses might involve defi- ciencies in resources, skills, or capabilities. PUBLIC MANAGEMENT 29 Figure 2. Customer Priority/Satisfaction A C D E F G H I J K High A. B. C. I D. m E. P F. r G. t a H. n I. c j. e K. Low Emergency Calls Illegal Gang Activity Violent Crimes Illegal Drugs Neighborhood Security, Injury Traffic Accidents Property Crimes Non-Emergency Calls Prostitution/Lewd Behavior Non-Injury Traffic Accidents Traffic Safety Entbrcement Low Degree of Satisfaction High Source: Adapted with permission from an IBM Leadership Institute chart. For an organization, the workload, in terms of current demands and projected future demand, should be identified and analyzed. Additionally, employees' atti- tudes about their work environment, communication, management support, and fairness--together with their moti- vation and morale levels--are impor- tant to understand. Once information in these areas has been collected and analyzed, it must be developed into a manageable set of strategic issues, which should become fairly obvious from the information col- lected and analyzed. With a good work- ing knowledge of current issues and challenges, it is time to move to Step 2, which involves determining priorities and developing strategies. Step 2: Make Decisions and Develop Strategies Two types of decisions must be made: What is the community's or organiza- tion's vision? And what are its priorities? A vision establishes a community's or organization's view of the future. It often is described as a destination point, "a place to be" in the future. A vision should be clear, concise, and easily un- derstandable. It should be memorable and should easily generate commitment and enthusiasm. For a community, developing a vision that accurately reflects common values and issues can be a substantial challenge. All members of the community, includ- ing residents, businesses, community groups and organizations, and the media, must be engaged to some extent. Here are three approaches to devel- oping a community vision: Council/Board Approach. The city or county, council or board establishes the community's vision, based on survey re- sults and community meetings. This ap- proach often is difficult because coun- cilmembers are busy wi~h day-to-day issues, and they may find it hard to focus on strategic issues and future visions. Vision Task Force. A task force or working group is appointed with the specific assignment of developing the community's vision, again based on sur- vey results and community meetings. This approach adds needed focus to the vision effort, but it establishes one more decision-making body. Community Vision-Setting Sessions. All members of the community are in- vited to participate in vision setting ses- sions, each examining an important as- pect of community ]ifc. Participants arc asked to share their visions for the com- munity and to reach some consensus. This approach often generates the most enthusiasm among community mem- bers. Developing a vision for an organiza- tion, while difficult, is less challenging than developing a vision for a commu- nity. There are three approaches to de- veloping a vision for an organization: Executive Officer/Leader Approach. The CEO or leader of the organization establishes the organization's view of the future. Executive/Senior Management Team Approach. A team of the organization's senior managers is selected to develop the organization's view of the future. Bottom-Up Team Approach. Line em- ployees and lower-level employees are involved in the vision development process. The second type of decision to be made is that of determining relative pri- orities, as reflected in specific goals and objectives. These goals and objectives must be dearly related to the vision. In a sense, they are milestones on the route to realizing the vision, and as such they must be explicit, precise, and measurable. Once a vision, goals, and objectives have been determined, strategies for ac- complishing them should be developed. Strategies establish the basic or specific approaches to achieving the defined vi- sion, goals, and objectives. There are several types of strategies: Technical change strategies involves changing the way in which services are provided and an organization's output is produced. These changes occur through process reengineering or similar ap- proaches. Structural change strategies focus on altering the structure of specific jobs or modifying organizational roles or rela- tionships. Examples of this type of change strategy are: combining similar 30 OCTOBER 1997 or dependent functions, changing the number or reporting relationship of de- partments or divisions, or otherwise changing organizational structure. Managerial change strategies involve changing management policies or prac- tices, such as reward systems or the rela- tionship between management and labor. Examples include broad-banding a personnel classification system, imple- menting results-based reward systems, and involving employees in decision making. People change strategies involve ac- tiveiy engaging the people in the com- munity or employees working within an organization, through changing their at- titudes or beliefs, or upgrading their skills and capabilities. With a clear and concise vision, goals and objectives to move toward the vi- sion, and specific strategies, it is time to move to Step 3, that of implementation. Step 3: Implement the Strategies Implementation is the most difficult step, and it is the point at which most strategic planning or management ef- forts fail. To ensure success, implemen- tation strategies must be specifically as- signed, ~4th time frames clearly defined. Oversight to ensure accountability also is important. There are several keys to successful implementation: Leadership Commitment. Community and political leaders, the CEO, and top managers must be clearly committed to the established vision and plan for suc- cessful implementation. Leaders must be catalysts for implementation, both symbolically and in substance, or the vi- sion has little hope of being realized. Linkage to Budget Decisions. The budget is the most effective driver of change. For strategies to be imple- mented, goals and objectives achieved, and a vision realized, these must be clearly and specifically tied to the bud- get and to the budget decision-making process. Organizational Structure. Structure also is a powerful driver of implemen- tation and change, as the structure identifies and communicates key activi- ties and the manner in which they will be coordinated to achieve the commu- nity's or organization's vision. The vi- sion, goals, and objectives should be clearly reflected in the structure of the organization. Community or Orgsani,ational Culture. 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CORPORATE iNTERVIEWING ~NETWORK, INC. 800o476-7588 Corporate Headqu~tees in Sa~ Diego, C~lifomi~ Or. es in Princip~ C~es N~,Jonwide PUBLIC MANAGEMENT 31 These shared characteristics can best be understood and described through widespread involvement in developing the vision. An organization in which the vision, goals, and objectives are aligned from the top to the bottom will be much more successful at implementation. Step 4: Measure Progress Progress made in achieving your commu- nity's or organization's vision, goals, and obiectives can be measured in several ways: by changes in market or commu- nity characteristics or trends, by changes in customer perspectives, by changes in competitive position, and by changes in the effectiveness or efficiency of ser- vice delivery. Progress can be measured by identi- fying changes in the characteristics or trends named as strategic issues in Step 1. Examples might include reductions in crime rates, improvements in such eco- nomic indicators as unemployment rates or income levels, and improvement in such social or other indicators as the teen pregnancy rate or high school dropout rate. Another way to measure progress is through changes in the perspectives of your customers, for instance, improve- ments in levels of customer satisfaction, in perception of quality, or in perceived value received for taxes paid. Changes in competitive position also can be used as measures of progress. Be- coming more competitive with private sector providers, either in quality or in price, is an indication of progress. Also, moving up in one of the many rankings of communities by quality of life, or by some other factor, may be an effective way of measuring progress. Changes in the effectiveness or effi- ciency of services provided can be used to measure progress, e.g., a specific re- duction in the cost per unit provided, or a quantitative improvement in the in- tended outcome of a service. Conclusion Communities and organizations that have committed themselves to using strategic management or similar pro- cesses have realized substantial success. This success can be measured in terms of real progress in addressing commu- nity or organization issues and of spe- cific increases in customer satisfaction. Strategic management, like any other change process, requires a long-term commitment from the top and much energy and effort. There is, however, a potential for rich dividends for any community or organization willing to undertake such a change effort. ~ Scott Bryant is principal of Scott Bryant Associates, Frederick, Maryland. New for Public Administrators, a 3-part video series... 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Produced by The University of Vermont · In sponsorship with APWA, ASPA, GFOA, and ICMA. 32 OCTOBER 1997 Reducing Conflict By Setting Priorities By Aden Hogan,Jr. roject completion, or the lack of it, is a common source of conflict between elected officials and staff. Elected officials often have differ- ent perspectives and motivations than those of staJT members. While councilmembers may strive to respond to their constituents quickly, staff often is focused on main- taining daily operations and ongoing major projects. People will have their own expectations based on their own perspectives. Add to this fact the inevi- table special projects that arise, and you have a recipe for frustration. One tried and tree way to set priori- ties has been to distribute a list of proposed projects and ask everyone to rate them from 1 to 5, with 1 being the most important. In light of the demands felt in most localities today, this approach might yield a list with all l's and 2's, and an occasional 3. Nearly everything is rated as "important." In an environ- ment of limited resources--money, staff, equipment, time, and so on--if all tasks are a priority, all are equal, and nothing is a true priority. "Perception is reality." Nowhere is this statement more important to under- stand than in setting organizational priorities. Consider the old 1-through- 5 rating system. Each member of a goals-setting team may have a different perception of what a 2 is. Without common definitions, the seeds of frus- tration are planted before you begin. So the first order of business should be to write a set of definitions for the rating scale that everyone can agree upon. Once this task is completed, an impor- tant component of the priority-setting process still is missing: evaluative criteria. Why has something been rated a 1, 2, 3, 4 or 5? What has made one item more or less important than another? This is the role evaluative criteria play in the priority-setting process. A set of relevant criteria used as a filter to assign a priority rating to a project, task or goal will make the result more effective. Of course, these cntem will differ with the political, economic, and cultur,xl makeup of the community,. Determining the criteria to use is difficult, but these standards are critical to successful prioritization. Without them, there will be less discussion and evaluation and, in the end, a less stable set of priorities. If good criteria aren't used to set the priorities, there will be inevitable pressure to change the poor ones being used, thus destroying the prioritization effort and wasting the resources used in this process. To maximize a system's effectiveness, use at least three and no more than five priority ratings and no more than five or six criteria. Using more of either tool tends to dilute the value of each rating or criterion. The criteria can be weighted if desired. It is essential that the group setting the priorities agrees on the criteria, the ratings, and their definitions. With these tools in hand, setting priorities becomes tkirly simple. To develop a set of priorities for a specific timeframe, each team member considers each proposed project, task or goal on its own merit. Individually, each group member evaluates each item against the criteria established by the group and assigns it a priority rating according to the criterion. The criteria ratings for each item are then averaged to arrive at a composite rating for this item. Finally, all the ratings from each group member are averaged together for each item, coming up with an overall, prioritized list of projects. The decision-making group should come back together one more time to go over the results of the process and to reach an agreement on the final list of prioritized projects. From here, it be- comes an issue of matching resources to the top priorities. Outside of a true emergency, it is critical to operational success to stick to this list of priorities. Making changes during the term of the priorities list will raise the chance that one or more pti- orities won't be met. An organization is more effective if it keeps the list of major projects for any given year to no more than 10, if possible. A number between five and eight is even better. Remember, the more projects you give a high priority, the less important each item in the list becomes. The objective is to finish major projects. If you get some task done early, you can always move up the next project in the queue. Using this type of quantitative approach is more easily defended against claims of favoritism or pet projects. Importantly, it generates a priority list that is a project of the entire elected body. It also helps remove some of the emotion from the mix, making it easier for us all to get along. ~r Aden Hogan, Jr., is town administrator of Parker, Colorado. This article is reprinted by permission from the December 2000 issue of Colorado Municipalities magazine, a publication of the Colorado Municipal League. SEPTEMBER 2001 MINNESOTA CITIES 13 COVER STORY Of Highly Effective Councils ocal government operations directly affect our daily exis- tence and experiences and the quality of life that we per- ceive we have within our communities. No local govern- ment deserves, nor should its citizens tolerate, a council or governing body that isn't extraordi- narily effective and competent in leading the community. Thomas Cronin, a recognized authority on public policy, defines leadership as "making things happen that might not otherwise happen and preventing things from happening that ordinarily might happen. It is a process of getting peo- ple together to achieve common goals and aspirations. Lead- ership is a process that helps people transform intentions into positive action, visions into reality." The quality of leadership effectiveness demonstrated by a governing body and its ability to be a highly effective council are not attributes bestowed upon it by a swearing-in cere- mony. They are the results of disciplined adherence to a set of fundamental principles and skills that characterize highly effective governing bodies. Here, then, are 10 "habits" of highly effective councils, based upon the author's observa- tions of hundreds of governing bodies over the past 20 years. 4 NOVEMBER 1997 IThink and Act Strategically · A council's primary re- sponsibility is not just to make policy or to do its "Roman emperor" routine (thumbs down or thumbs up) on agenda items at public meetings. It is to determine and achieve the citizens' desires for the community's future. Councils and their administrative tearns must accept responsibility for shaping the future of their communi- ties by expanding their mental hori- zons to identifi/ and meet the chal- lenges that must be addressed through decisive leadership and through shared goals for the attainment of that future. A strategic leader always comes from the future and takes you ~back to the future" from the present. This leadership adventure starts with a vi- sion and evolves into a definition of the strategic issues that must be mas- tared to achieve the vision. The next ~ is the development of long-range goals that address these strategic is- sues and that provide a decision-mak- ing and budgetary basis for the suc- cessful implementation of these goals. Living from one annual budget to an- other and from one council meeting to the next condemns your commu- nity and its future to happenstance and to the type of thinking that often befuddles national governance and policy. For this reason, polls show that an overwhelming majority of citizens want important issues affecting their lives to be decided at the local, home town level. Here, they expect leader- ship, sound thinking, and decisive ac- tion. In spite of this citizen expecta- tion, a 1996 survey conducted by the International City/County Manage- ment Association (ICMA), "Survey of Current Practice in Council-Manager Governments," indicates that fewer than 40 percent of all councils set ~-term strategic goals to guide their - .aimonthly forays into decision making. Understand and Demonstrate the Elements of Teams and Teamwork By law, councils exist and have authority only when their members convene as bodies to do business. They also are components of corporate beings that must speak, act, and fulfill their commit- ments with one voice and in a mature, effective, and reliable manner. Councils are collections of diverse individuals who come together to constitute and act as an entity, and only when operating as an entity can they exercise authority and perform in fulfillment of their purpose. This is a classic definition of "team." Carl Larson and Frank LaFasto, two pre- eminent authorities on teams and team- work, define a team as an entity com- prising two or more people working together to accomplish a specific pur- pose that can be attained only through coordinated activity among the team members. In short, a team exists to ful- fill a specific function or purpose and is made up of disparate, interdependent people who collectively achieve a capac- ity that none of its members could demonstrate individually. Teams always have two components that we might call their S components: systemicness and synergy. All teams are systemic by definition, being made up of interdependent parts (people) who af- fect each other's performance and that of the team. Synergy is the ability to achieve an effect, when working to- gether as a team, that is more than the sum of the team members' individual ef- forts. While all teams are systemic, rela- tively few are genuinely synergistic un- less their members understand, master, and demonstrate the fundamentals of teamwork, which are: · A clear sense of purpose. · A dear definition of the roles and re- lationships that unite individual tal- ents and capacities to achieve team performance. Integration of members who have basic technical, interpersonal, and decision-making competence. · A commitment to team success and performance excellence. · A climate of trust, openness, and mu- tual respect. · Clear standards of success and per- formance excellence. · The support, resources, and recogni- tion to achieve success. · Principled and disciplined leader- ship. Highly effective councils spend time building their sense of being a team and enhancing their skills in productive teamwork. Master Small- Group Decision · Making Most councils are classic small groups, with fewer than a dozen people. Small groups demonstrate certain skills and behaviors that link their members to- gether. They also have knowledge of the processes they must follow to make de- cisions in fulfillment of their purpose. Figure 1 summarizes the skill sets essen- tial to small-group effectiveness. Clearly Define Roles and · Relationships Each team member, whether mayor or councilmember, makes a contribution to and has a relationship with the team. Contributions and relationships must be defined in terms of the role to be as- sumed and how that role is to be carried out through the behavior of the person in the role. A role has two elements: function, the specific responsibilities of that role, re- gardless of incumbency; and perfor- mance, the behavior of the person occu- pying the role in fulfilling his or her responsibilities. Councils, through char- ter, statute, or ordinance, have a clear definition of their function. The perfor- PUBLIC MANAGEMENT Figure 1. Effective Small-Group Decision Making Interpersonal Skills The ability to work with others I · Listening to and understanding the views of others · Constructively confronting and resolving differences · Supporting others and showing respect for their ideas · Participating actively in discussions · Taking "time outs" to discuss how well group members interact An EFFECTIVE Small Group Task Skills Knowledge to do a job I · Knowing the form and role of the organization · Knowing law, policies, and procedures · Showing civility and good manners · Using professional and technical knowledge Rational Skills Ability to deal with issues and problems rationally · Selecting and prioritizing the issues to be addressed · Analyzing issues and related facts · Identifying obiectives and outcomes · Considering alternative strategies and courses of action · Assessing obstacles and consequences · Reaching consensus decisions · Evaluating and following up mance component must be defined within the team through discussion and mutual definition of those behaviors and practices expected of the mayor and councilmembers in the conduct of their duties and interactions. Vince Lombardi, when asked what made a winning team, replied, "Start with the fundamentals. A player's got to know the basics of the game and how to play his [her] position. The players have to play as a team, not a bunch of indi- viduals. The difference between medi- ocrity and greatness is the feeling the players have for each other;' that is, their relationships. Teams talk about and de- fine expected roles and relationships and give constructive feedback to their members on the degree to which they are fulfilling these expectations. Establish and Abide by a Council-Staff [] Partnership We have all heard the saying "Council makes policy, staff implements policy." Well, this is a total misconception of re- ality. Policy making and policy imple- mentation are not distinct and separate functions. Policy ma'ldng/implementa- tion is a continuum of thought and rela- tions that transforms ideas and abstrac- tions (visions, policies, goals, and plans) into defined, observable ends or out- comes (results, programs, buildings, streets, deliverable services). Council and staff share this continuum as part- ners ensuring each other's success. Each person plays an important role in mak- ing sound policies and in ensuring their effective implementation through reli- able administrative practices and perfor- mance. Figure 2 depicts this partnership and continuum. John Carver, a widely acclaimed au- thor who writes about boards that make a difference, discusses this partnership as one in which councils define the needs to be met and the outcomes to be achieved. He believes that councils should allow staff, within council-estab- lished limits, to define the means for achieving these ends. He sees a council- staff linkage that empowers staff to do its tasks and to be evaluated on the re- sults produced. Councils that accept and abide by this partnership focus their energy on estab- lishing vision, goals, and good policy and on empowering effective staff perfor- mance. Councils that do not do this will frequently fall into micromanaging, that is, they will perceive a need to become involved in, or retain approval over, even minor staff activity and plans. A critical element and important council task in this partnership is evalu- ation of the manager or administrator, based upon clearly defined goals, poli- cies, and established guidelines on exec- utive performance. According to the 1996 ICMA survey, only about 45 per- cent of all councils formally evaluate their managers' performance. Make a Systematic Evaluation of Policy [] Implementation Councils, like most legislative bodies, frequently exhibit the Jean Luc Picard syndrome (Star Trek ID and simply tell their staffs: "Make it so." They assume that council action equates to policy and program implementation. The next time the council hears about policy is when a problem or crisis arises. In contrast, highly effective councils 6 NOVEMBER 1997 Figure 2. Council.Staff Partnership - (To What Degree Is This Partnership Understood, Discussed, and Respected by Councilmembers?) COUNCIL'S SPHERE P 0 L I C Y 0 U N C I L · Community · Political factors) · Values xGratificati°n / / / GOVERNANCE/POLICY PROCESS A continuum/interaction , A M M ',.M L I A ~ ..... -S' -" P N N /s // Ia /s /R /L'I,s /o /I /E /x /",T / 0 / S / C / '.--..l /~/u / Y It, A D M I N A D M I N [ S T R A T I 0 N ADMINISTRATOR/ MANAGER'S SPHERE entation · Performance issues I · Values and expertise// expect periodic feedback on policy re- sults and on possible policy amend- ments that may be required. This feed- back can be provided through progress reports, status memos or newsletters, and policy reviews. Allocate Council Time and Energy · Appropriately Councils, like other teams, play in a number of settings or arenas to achieve overall, peak performance. There are four council-staff arenas, and each must be appreciated for its purpose and for its contribution to a council's effectiveness: · Goal setting (retreats or "advances"). · Exploration and analysis (study sessions). · Disposition/legislation (regular pub- lic meetings). · Community relations (interactions ~th constituents and with other agencies). Figure 3 shows the purpose, typical setting, focus, and key characteristics of each arena. All four arenas are essential to highly effective councils' fulfillment of their leadership, policy-making, goal- setting, and empowering responsibilities. A highly effective council will hold at least one goal-setting retreat or "ad- vance" annually. It also will hold two study sessions monthly, usually between regularly scheduled public hearings. Here, councilmembers will confer with staff and other experts on significant items under consideration that will eventually require official actions. While these meetings should be open to the public as observers, the public should not participate in the council- staff dialogue. Many councils short- change this arena, pushing the opportu- nity for learning into the formal public hearing, which is not designed to pro- mote much in-depth analysis of complex issues. The arena of disposition/legislation is designed to get to a vote, not to pro- mote careful analysis of complex issues. The fourth arena, community rela- tions, is becoming more important. It is rapidly transforming the role of the council and how it spends its time. Communities today are more dependent upon sophisticated alliances and part- nerships among groups, both public and private entities. Jurisdictions are subject to multiple, profound changes in how public officials operate. Today, the com- munity arena requires more time spent in interactions outside city hall and puts greater time pressure on mayors and councilmembers. Set Clear Rules and Procedures for Council · Meetings Council meetings exist for the purpose of doing the council's business. Litera- ture on how to conduct effective and productive meetings specifies the need for an adherence to clearly defined rules and procedures. PUBLIC MANAGEMENT Figure 3. Arenas for Governing Body and Staff Performance Exploration and Disposition/ Arena Goal Setting Analysis Legislation Community Relations Purposes · Establish vision · Understanding the · Taking official action · Explore potentials issue(s) · Voting on items · Set goals · Problem -Resolutions · Set direction/ identification -Ordinances priorities · Selecting "best · Gathering public -Community. options" input -Services · Building · Mobilizing support -Staff action commitment -Budgets · Interacting with constituents/citizens · Building alliances · Doing outreach and liaison · Coordinating with other entities Typical Setting Retreat or advance-- informal off-site workshop Study session~ conference room Public--formal council meeting in chambers Numerous-- diverse formats Focuses · Future of community · Evaluation of -Needs -Trends -Strategic issues · Community desires and values · Leadership · Developing knowl- edge for decision making · Sorting of options · Examining consequences · Setting strategies · Making competent and informed decisions · Going through the agenda (formality) · Showing authority · Ratifiying/adopting · Dealing with political pressures · Identifying psychological needs · Communicating · Problem solving · Collaborating and coordinating · Forming partnership(s) · Acting as a community Key Characteristics · Informality · Sharing of options · Open dialogue · Creative thinking · Humor and adventure · Face-to-face/group interaction · Starting council-staff dialogue · Questioning and test- ing ideas · Exchanging information · Negotiating and consensus building · No voting · Face-to-face/group interaction · Meeting formally · Setting and following rules and procedures · Encouraging public input and involvement · Gaining high visibility · Dealing with pressure/advocacy from groups · Voting · Interacting as groups · Being "outside" city hall · Responding to requests · Starting joint ventures · Facilitating interagency activity · Using multiple inter- action modes and communication techniques Many councils, however, drift from these rules and procedures in pursuit of informality, collegiality, and "just being nice." They let their meetings drone on with a lack of focus, redundant com- ments, and endless discussion. Rules and procedures do not pre- clude citizen input, courtesy, or sensi- tivity to public concerns and view- points. They respect all these elements and the necessity to conduct business in an orderly, disciplined, and productive manner. Get a Valid Assessment of the Public's Concerns and an Evaluation of the Council's Performance Elections are contests among individuals vying to become members of the coun- cil. They are not valid, objective assess- ments of the public's feeling about the quality of the council's performance as a governing body and about whether or not it is addressing issues effectively. Highly effective councils seek feedback through a number of market research tools such as focus groups, surveys, and questionnaires. Typically, the phone calls a councilmember receives or the com- ments made in public hearings are not valid or accurate reflections of the entire community's sentiments about issues and about the council's performance. "Market research feedback" should be ongoing and should be included in the annual goal-setting retreat or advance. 8 NOVEMBER 1997 lOPractice Continuous Perso.nal [] Learn,ng and Development as a Leader Leaders read, attend workshops, and constantly seek information, under- standing, and insight. Highly effective councils are composed of members who honestly know they don't know it all. They take advantage of the myriad of opportunities to learn and to perfect their skills by reading, going to state and national municipal league workshops, and attending every forum that can ex- pand their skills to lead and govern well. A highly effective council -also learns as a council. It works closely with the manager to improve its leadership skills and the council-manager relationship, assessing objectively its performance on each of the 10 habits. This assessment should include the observations of coun- tilmembers, manager, department heads, id selected members of the community who have occasion to work and interact with councilmembers. The effective council should decide where gains can be made, then set up the opportunity through council workshops to learn the skills needed to make these gains. In 1990, Mayor Margaret Carpenter and City Manager Jack Ethredge of Thornton, Colorado, began a process with Thornton's council to increase the council's leadership skills and effective- ness that incorporated the 10 habits de- scribed in this article. First, the council conducted a careful reexamination of the city's mission and the role that it had to assume to ensure fulfillment of that mission. Then, in dis- cussions with the city manager, coun- cilmembers made a commitment to lead- ership innovation and excellence that focused on long-term and strategic issues vital to the community's future. The pro- cess involved advances, close attention to community feedback through focus ups and surveys, and frequent self- ~.aluation of both council's and staff's PUBLIC MANAGEMENT The Manager's Role in Building a Highly Effective Council · Focus the council on leadership and achieving a quality future for the community. · Select a time and place to conduct a facilitated discussion about t~ac- tots affecting the council's effec- tiveness. It is recommended that the manager be involved in this discussion. · Invite the council to assess can- didly and objectively its perfor- mance relative to the 10 habits of highly effective councils included in this article and other effective- ness indicators that councilmem- bers feel are appropriate. Have the council identify where significant gains in effectiveness are desired. Develop specific strategies and op- portunities with the council to achieve desired goals. Schedule specific skill-building workshops for the council. Include key staff members when the focus is on council-staff relationship issues. Establish a process with the coun- cil to evaluate gains that have been made and to target new opportu- nities for improvement. Remember: peak performers con- stantly seek to improve their Per- formance. They know they are on an endless journey of growth, performance effectiveness, and achievement. performance and sense of partnership. Now, the council holds multiple ad- vances each year to define and validate its strategic perspective and policy leader- ship. Skill development workshops ac- company these advances and focus on defined needs that are identified by coun- cilmembers. Specific "time-outs" are taken to evaluate how the council is func- tioning as a team, as well as how it func- tions with staff and with the community. The continuous quest for effectiveness al- ways begins with the question "Is there more we should be doing to improve our leadership performance and to ensure a quality future for our community?" As Jack Ethredge observes: "The entire process has helped Thornton's council to identify the issues that are essential to achieving our community's goals and to building collaborative relationships with citizens and with staff to agree about the goals. Thornton now is a community of partnerships, all focusing on a vision and using our combined resources to become the city we want to be in the future. There has been a real breakthrough in the amount of creative energy that is moving Thornton forward." The last, and probably most impor- tant, point: Keep your sense of humor. Governance is a serious business dealing with the vital issues affecting our com- munities and the quality of life we expe- rience within them. But humor reduces friction and stress, lets others know that we and they are human, and brings a pause that refreshes our insight and commitment. It is essential to forging and maintaining good relationships. Every community deserves nothing less than a highly effective council that embraces accountability for the commu- nity's performance in creating its future and in effectively addressing, in the pre- sent, those challenges vital to attaining that future. That is what is at stake: our communities' future. With few excep- tions, every council can be highly effec- tive and can provide strong leadership, but to become effective will require a good governance model and disciplined adherence to the fundamental habits of effectiveness, flIT1 Carl Neu, Jr., is executive vice president of Neu and Company, Lakewood, Colorado. All rights are reserved to Neu and Com- pany and the Center for the Future of Local Governance, 1997. Contribute to the ICMA Endowment Fund Call 202/962-3648 Highly Effective Councils By Carl Neu ffective leadership results from adhering to a set of fundamental principles. This article outlines 10 habits of highly effective city councils. Think and act strategically. A council's primary responsibility is determining and achieving citi- zens' desires. Council and administrative teams must help shape the future of the community by expanding their mental horizons to identify and meet the chal- lenges to be addressed through decisive leadership. Understand and demonstrate team- work. Councils are a collection of diverse individuals who come together as one entity. O~ily when operating as one, can they exercise authority and fulfill their purpose. This is the classic definition of a team. Some fundamen- tals of teamwork include a sense of purpose; clearly defined roles and rela- tionships that unite individual talents and capacities; a commmnent to team success; and, a climate of trust, open- ness, integrity, consistency, and mutual respect. Mastery of small group decision- making. Most councils are classic small groups composed of less than a dozen people. Small groups demonstrate cer- tain skills and behaviors that link their members together, as well as processes they follow to make decisions to fulfill the group's purpose. Clearly defined roles and responsibili- ties. Each team member's contribution to and relationship with the team must be defined in terms of role. A role has two dements: .function, what the specific responsibilities of that role are, irrespec- tive of incumbency; and pe(onnance, how one is expected to behave and his or her responsibilities. Councils-- through charter, statute, or ordinance-- have clear definition of function. The performance component must be defined through discussion and mutual definition of the behaviors, duties, and interactions expected of the mayor and councilmembers in conducting their duties and interactions. Establish and abide by council-staff partnership. Policy-mak_ing and imple- mentation are not distinct functions. They are a continuum of thought, transforming abstractions (visions, policies, goals, plans) into outcomes (results, programs, buildings, streets, deliverable services). Council and staff share this continuum as partners, ensuring each other's success. Systematic evaluation of policy implementation. Councils frequently assume council action equates to policy and program implementation. The next time the council hears about the policy is when a problem or crisis arises. Highly effective councils expect pea-iodic feed- back on policy results and possible amendments. This feedback can be provided through progress reports, newsletters, and policy reviews. Allocate time and energy appropri- ately. Councils operate in four arenas to achieve overall peak performance, including goal setting (retreats); explo- ration and analysis (study sessions); disposition/legislation (regular public meetings); and community (interactions with constituencies and other agencies). Effective councils have at least one goal-setting retreat annually. They also have two study sessions monthly, usu- ally in the weeks between regularly- scheduled public hearings. Here, they confer with staff and other experts about significant items under consider- ation requiring eventual action. Many councils short-change this arena, push- ing the opportunity for learning into the formal public hearing, which is not designed for facilitating in-depth analy- sis of complex issues. The arena of disposition/legislation is designed to get to a vote, not to analyze complex issues. The fourth arena of cmmnunity is rapidly transforming the council's role and how it spends its me. Communi- ties today depend upon sophisticated alliances and partnerships among pubhc and private groups and multiple govern- ment agencies to deal with complex, multi-jurisdictional issues. Have clear rules and procedures. Literature on conducting effective and productive meetings specifies the need for and adherence to clearly-defined rules and procedures. Many councils drift from these rules and procedures in pursuit of informality and collegiality. Rules and procedures don't preclude citizen input, courtesy, or sensitivity to public concerns and viewpoints. They respect all these elements and the neces- sity to conduct business in an orderly, disciplined, and productive manner. Get valid assessment of public's concerns and evaluation of council's peoeormance. Elections are not valid, objective assessments of the public's feeling about the quality of a council's peffornaance as a governing body and whether it is addressing issues effec- tively. Highly effective councils seek feedback through a number of market research tools such as focus groups, sur- veys, and questionnaires. This feedback should be ongoing and included in the annual goal-setting retreat. Continuous learning and development. Leaders read, attend workshops, and constantly seek information and insight. Highly effective councils are made up of members who know they don't know it all. Assess your council's performance and decide where gains can be made. ~- Carl Neu, Jr. is executive vice president and general manager qf NEU & Company, pro- riding resources and sewices for govemment. Telephone: (303) 986-8487. Mr. Neu will be a presenter at the upcoming LMC Newly Elected Officials and Leadership Conferences (see pages 26 and 28for details or visit the LMC web site: www.lmnc.org). 34 MINNESOTA CITIES DECEMBER. 2000 V I 5 I 0 N r L ..O U, PARK A special report about our community's future V ISIO N St. Louis Park Committee Published by City of St. Louis Park St. Louis Park School District October 1995 Special thanks to Robert Ramsey for reworking many pages of task force reports into a manageable form which allowed us to share our findings with the entire community. All the volunteers who served on the Vision St. Louis Park Steering Committee and Task Forces. Vision St. Louis Park Project Coordinator: Wally V~sopal Editor: Lynn Schwartz Design: Freelancing Unlimited Cynthia Ahrens Christine Anderson Jim Brimeyer, Chair Barry Cytron Gall Dorfman Larry Dowell William Dressen Lyle Fetch Susan Freivalds Rosalie Goldstein Bridget Gothberg Lyle Hanks Jennifer Hearon Carl Holmstrom Steve HurteRs Carol Johnson Sharon Johnson Jane Khalifa Val Kosky Bruce Larson Darcel Lewis William MacMillan Steve McCulloch Charlie Meyer Dan Motzko Fred Mutchier Debbie Okerlund Allen OleiSky Mary Jean Overend Tim Rauk Karen Reeves* Dottle Rietow Grif Sadow Lynn Schwartz A! Silver John Smith Sue Spannaus Beverly Stofferahn Mickey Tibbits Jon Weber Bill Wilkening *We are indebted to Ms. Reeves who died midway through this project but contributed greatly to this effort. N St. Louis Park Dear Neighbor, Ready or not, the future is coming to St. Louis Park, and we have only two choices: 1. Wait for things to happen ~ 2. Make thi~ngs happen. . Because St. Louis.Park has decided to act rather than walt, We want you to know about "Vision St. Louis Park;?"This report is a deScription of our community's destination and a road map. '. Our destination--the vision statement--appears on page three'. When we achieve our vision, we will have created a community so special that people will make a conscious decision to make St. Louis Park their lifetime home. · Are we there yet? No, but we have a road map: the recommendations described on pages four through eleven. Please, take a few minutes to read this report and consider the kind of community we can create. Then help us ensure a bright.future for St. Louis Park by working with us to make our vision a reality. 'You can begin now: mail us your comments (see back cover), call 924-2519. or fax your comments to 924-2170. It's time to begin the journey. Vision St. Louis Park Committee The Vision Statement was adopted in 1994 by the members of "Vision St. Louis Park," a committee representing government, schools, businesses, community organizations, religious institutions, and St. Louis Park residents. After adopting this vision statement, task forces were formed to suggest actions to make this vision a reality. Our Vi 5 I0 N for the Future St. Louis Park: our community of choice for a lifetime... ... Diversity is a natural part of everyday life that enriches the entire community. Community leaders are as diverse as St. Louis Park's population. Community decisions are made within a caring framework of mutual understanding and respect. ... Responsive service is a hallmark of city government. City government provides valued service by continuously assessing the community's current needs and anticipating future needs. City government is enriched by citizen participation, positive community leadership, and. active collaborations and partnerships. ... It is a safe environment in which to Hve, work and learn. Safety is the result of an active partnership among citizens, businesses, community organizations and law enforcement agencies working together to solve problems and prevent crime. ... Educational opportunities for all ages abound because a high value is placed on Hfelong learing. Quality lifelong learning results from collaboration among schools--both public and private--and families, neighborhoods, businesses, city government, and community institutions. ... Children are a top priority for the entire community. Families, schools, city government, community institutions and businesses are actively involved in creating an environment that enables children to build the assets they need to succeed. ... A wide spectrum of quality housing is available to meet residents' housing needs through ali stages of life. City government, businesses and local institutions work together to ensure there is a range of financial and structural choices in housing. ... Business provides a solid base for the community and benefits from strong support from residents, schools and government. Residents' retail and service needs are met within the community. Businesses, community organizations, schools and city government work together to create household supporting jobs, spur desirable business growth and address environmental challenges. ... Residents have strong connections to the community thanks to community pride, civic commitment, mutual respect, and neighborliness. Individuals, neighborhoods, and community institutions work to enhance the community, solve problems, prepare future leaders, and market the community's assets. Achieving Our V] S I © 1'4 - D IV I: R5 I TY' As an inner ring suburb, St. Louis Park is experiencing changing demographics. Although diversity can sometimes be divisive, we advocate using St. Louis Park's increasingly diverse population as a source of strength. We examined multicuitural issues to find ways to increase community participation by all groups and involve diverse populations in community leadership. We also sought to address real and perceived human relations problems and foster a community-wide attitude of acceptance and understanding. Our key recommendations: · Provide diversity training for school staffs · Foster diversity among city a~d school district employees · Encourage diverse role models · Expand involvement of religious institutions · Create mentoring programs in multicultural leadership · Offer multicultural expos · Create crisis response groups · Foster open selection for advisory groups · Expand participation in community celebrations. When carried out, these measures will help St. Louis Park celebrate and use its diversity to enrich everyday life. Diversity Task Force members: Sharon Anderson Susan Bioyer Dawn Conner Mark Felton Marsha Finkelstein Michael Garelick Steven Hansen Ruth Kirshner Josine Peters Jerry Rotman, Chair Jeff Roy Rosie Turner Susan Wiseman This is only a summary of the Diversity Task Force Report for Vision St. Louis Park. For a copy of the complete report, call 924-2519. Achieving Our VISION - RESPONSIVE C, OVERN/V ENT We were asked to identify ways to promote responsive government and civic involvement. The primary issues facing our community include how to develop a continuous pool of new community leaders, nurture partnerships and collaborations, expand organizational commitment to the broader community, and encourage responsible and responsive city services. Our general suggestions cover the need to provide a school curriculum on civic affairs, community-wide leadership training, and an orientation for new commission members. We also looked for ways to offer incentives for neighborhood involvement and recognize the contributions made to the community's quality of life. We also recommend these steps to personalize city government: · Expand office hours at City Hall · Require customer service training for city employees · Conduct customer satisfaction surveys · Have city employees wear name tags · Provide ombudsperson services · Improve signage in city buildings · Use volunteer greeters · Create open call-in lines · Decentralize City Council meetings. Implementing these and other measures can help assure that the best government remains the government closest to home. Responsive Government Task Force members: Cindy Ahrens Barbara Bearman Chuck Ellis Marie Hartrnann Marilyn Hoeft Bob Larson Bill MacMillan, Chair Phyllis McQuaid Laurie Powell Kenneth Schlenker Virginia Schlenker Don Turkington This is only a summary of the Responsive Government Task Force Report for Vision .St. Louis Park. For a copy of the complete report, call 924-2519. Achieving Our VISION - A SAFE COMMUNITY Like citizens everywhere, St. Louis Park residents are concerned about crime and safety. Although St. Louis Park is a relatively safe community, our task force looked for new ways to prevent crime in homes, schools, businesses and neighborhoods. We also looked for ways to deal with the fear of crime and provide help to crime victims. Our key recommendations: · Create a greater sense of community · Remove barriers to involvement · Increase neighborhood watch groups · Get citizens to take ownership and responsibility · Strengthen consequences · Establish zero-tolerance school policies · Educate citizens about law enforcement needs · Implement the Crime Free Multihousing Program · Decentralize policing · Build assets in children · Develop local resources for victims. Our report further emphasizes the need to focus on prevention and youth intervention, reinforce community values, foster supportive partnerships, and concentrate on education as well as law enforcement. Safe Community Task Force members: Jeff Chanen, Chair John Herbert Colleen Johnson Sharon Johnson Michael Kadesky Patrick Kruegel Jim Lanenberg John Luse Gene Murphy Steve Platisha Gregg Reed Linda Trummer This is 0nly a summary of the Safe Community Task Force Report for Vision St. Louis Park. For a copy of the complete report, call 924-2519. Achieving Our VISION - LIFELONG LEARNING Although St. Louis Park is already--more than most--a lifelong learning community, we can build on existing programs to create an environment where learning never stops. Our report spells out what's hot and what's not in community education. It pinpoints populations that are currently underserved. It also identifies the community's three greatest learning needs: 1) family learning opportunities, 2) intergenerational programs, and 3) neighborhood educational activities. Our recommendations for fostering lifelong learning and supporting local public and private schools: · Establish apprenticeship programs · Develop a summer Junioi,-Achievement program · Teach parents to use the "information highway" · Create intergenerational linkages · Offer parenting classes to teens · Form a local alumni association · Try new time slots for community education programs · Decentralize community education offerings into neighborhoods · Reinvent community education as a broker of learning resources. If the community has the will to act, these measures can bring the dream of a fully activated, lifelong learning community to fruition in St. Louis Park Lifelong Learning Task Force members: Debra Bohn Bridget Gothberg Eileen Hansen Torn O'Meara Mary Jean Overend Bob Ramsey, Chair Nell Robie Jerry Rotman Wayne Smith Bob Tilt Lynette Waldenberger This is only a summary of the Lifelong Learning Task Force Report for Vision St. Louis Park. For a copy of the complete report, call 924-2519. Achieving Our VISION - CHILDREN FI RST Although the Children First initiative was underway before the Vision St. Louis Park process began, it is such an important component of community life that it was incorporated into our vision statement. This unique citywide initiative now employs a full-time coordinator and is guided by a team of citizens, students and representatives of the city, education, business, health and religious communities. Children First focuses on involving everyone in the community in building the 30 assets children need to become caring, productive and responsible adults. These assets are building blocks for healthy development and include internal assets such as educational commitment, positive values and social competence and external assets such as family and community support, parental control and structured time use. The mission of Children First is to create a community that gives children our top priority so all youngsters can benefit from strong families, positive relationships with adults, and positive peer influence. Among the Children First recommendations: · Launch a public awareness campaign to inform each citizen about Children First to encourage their active participation in developing assets in youth · Help all types of organizations in St. Louis Park determine how they can put children first · Encourage parents to spend at least 22 minutes a day with their child · Find ways to connect youth with caring adults · Focus on neighborhood involvement as a means to connect youth with adults · Work on ways to provide year-round structured activities for youth of all ages · Provide volunteer opportunities for all youth. By creating a caring community for youth today, we build a better tomorrow for everyone. Children First Vision Team members: Karen Atkinson Brandon Gailagher Charlene Barghini Cris Gears Peter Benson Bill Gleeson Jack Chaffee Bridget Gothberg Cari DeWall Eileen Hansen Ed Egermeier Ben Hershey Carl Holmstrom Mick Johnson, Chair Nancy Lapakko Mancel Mitchell Alex Ngo For more information about Children First, call 928-6075. Dennis Ormseth Travis Pearson Josine Peters Bob Ramsey James Sanderson Mary Jacobs Spaulding Ann Stokes Ashley Tornoson Gail Toatley Linda Trummer Jei'ry Waldman Sue Wolfe Achieving Our VlflON - HOUSING Any residential community can only be as good as its housing stock. For this reason, we addressed issues that are critical to maintaining quality housing in St. Louis Park: how to provide a fair share of low-income housing while enhancing neighborhoods, how to create more "move-up" housing, how to ensure safe and well-maintained homes, and how to support quality multifamily housing. Among our recommendations for preserving and improving St. Louis Park's housing stock: · Limit additional low-income housing · Publicize existing housing-related services · Strengthen existing inspection, licensing and zoning · Encourage remodeling of homes and multifamily dwellings · Encourage maintenance of homes and muitifamily dwellings · Increase city rehabilitation loan funds · Pursue funding for first-time mortgage programs. St. Louis Park has always been a leader in providing quality, affordable housing. These recommendations will only enhance our community's "livability quotient" well into the future. Housing Task Force members: Sally Berdt Ardyce Eckdahl Wallace Eckdahl Judie Erickson Cynthia Guddai Bruce Larson Dudley Moyan John Palmatier Rick Person Tom Powers Sue Sanger, Chair Cindy $tromberg Lisa Thorson Jack Trump Tonya Walls This is only a summary of the Housing Task Force Report for Vision St. Louis Park. For a copy of the complete report, call 924-2519. Achieving Our VI 5 IO N - B LJ 51 N !: 5 5 St. Louis Park is both a residential and a business community. Business growth and land development are essential for increasing job opportunities, providing easy access to goods and services, and expanding the community's economic base. To achieve these goals, we formulated proposals for supporting and encouraging business growth and renewal, and creating a positive climate for business and developers. Our recommendations: · Adopt a proactive marketing plan to attract business and development · Create a strategic plan to support existing businesses · Create a strategic plan to attract new businesses and develop vacant property · Develop a more user-friendly permit process · Provide public relations training for city staff · Reactivate the Board of Appeals. The result of these recommendations should foster healthy growth and development for years to come. Business Task Force members: Mark Anthony Kristen Berbas Douglas Black Amie Bloomquist Matthew Burton Carol Bush Bonnie Crouch, Chair Teresa Fogarty Sharon Hanson Cathy Harrington Denfly Haugesag Jennifer Hearon Sherry Martin Steve McCulloch Mark Merchlewitz John Miller Linda Ross Laurie Trach Jon Weber Judith Weeks John Woodhead This is only a summary of the Business Task Force Report for Vision St. Louis Park. For a copy of the complete report, call 924-2519. 10 Achieving Our VISION - COMMUNITY CONNECTIONS An integral part of our community's health is ensuring that residents strongly identify with St. Louis Park and develop long-term ties to its people, neighborhoods and community institutions. To accomplish this, the Community Connections Task Force proposes a three-prong approach: 1) physical improvements to bolster community identity and foster interaction, 2) efforts to increase the social links between people and 3) marketing efforts to differentiate St. Louis Park from other communities. Among our recommendations: · Create a "community focal point" in the area bounded by Excelsior Boulevard, West 36th Street, Highway 100 and Monterey Drive · Create an environment that is friendly to walkers · Expand our trail system · Provide distinctive city entrance signs · Promote public art work · Rename some city streets · Personalize outreach efforts to new residents · Expand participation in community-wide festivals and events · Promote volunteer opportunities · Publicize community assets and resources. Adopting these suggestions can go a long way toward promoting strong community connections through civic pride and commitment, mutual respect and old-fashioned neighborliness. Community Connections Task Force members: Jules Beck Gary Carlson, Chair Suzanne Carson Beth Corin Jerry Croxdale Barry Dunayer Max Ellis Kris Kniefel Martin Lee Mindy London Peggy Newell Darcy Prochnow Lynn Schwartz Arnold Seltzer Bill Weber This is only a summary of the Community Connections Task Force Report for Vision St. Louis Park. For a copy of the complete report, call 924-2519. il CON / O N (_,ROUND Although each citizen task force dealt with a distinct area of community life, a number of common themes emerged: · Individual citizens need to be educated to effectively use existing institutions to improve the community · All public and private community service agencies should strive to become more user-friendly · Non-traditional outreach measures are needed to encourage all citizens to become involved · A comprehensive database of available community resources and contacts is needed · Collaboration is the key to success · A successful community is as much a matter of attitude and perception as a specific set of services and amenities. 12 About V! 510 N St. Louis Park Community improvement does not come about by executive edict: it grows out of grassroots involvement. Involvement is what Vision St. Louis Park is all about. Our visioning process began with a 37-member steering committee composed of individual residents and people representing government, schools, businesses, community organizations and religious institutions. Aided by strategic planning professionals, this group began the process by first learning what St. Louis Park is concerned about. This was accomplished by resident surveys and focus group interviews. This and other information became the basis for community-wide goal setting which resulted in the vision statement that appears in this report. With this vision in hand, citizen task forces were formed to address each element of the vision statement. The task forces were asked to formulate specific suggestions that will help us achieve the goals outlined in our vision statement. In other words, turn our vision into reality. Ail of this has been preliminary to the main event: the action phase. We have now reached the action phase. That's why these recommendations are being submitted to you: the residents of St. Louis Park. Although these recommendations are also being submitted to the St. Louis Park City Council, St. Louis Park School Board and the TwinWest Chamber of Commerce, our vision will not be achieved by government or community institutions. Ultimately, all 44,000 St. Louis Park residents must share responsibility for making this a healthy and thriving community in the years to come. The test of our community will lie in our capacity to act on these themes and implement the task forces' recommendations. We have the opportunity to design our community of choice for the future or resign ourselves to live with whatever happens. You are invited to participate in living the vision: please call us at 924-2519. We are the community and the vision is ours.t Yes, I'd like to help St. Louis Park achieve its vision. NfllTle' Street Address: City, State & Zip: Day time phone: Evening phone: I am especially interested in working on: My suggestions for St. Louis Park's future: Can you or your organization help us implement any recommendations? Did we overlook a crucial goal? Do you agree or disagree with our goals? We'd like to hear from you. Please cut out this section, place it in an envelope and mall it to: Vision St. Louis Park, 5005 Minnetonka Boulevard, St. Louis Park, MN 55416. Thank you! Vision St. Louis Park c/o St. Louis Park School District 283 6425 West 33rd Street St. Louis Park, MN 55426 Non Profit Org. Bulk Rate U.S. Postage PAID Permit No. 1113 Minneapolis, MN Carrier Route Presort Postal Customer c. PLYMOU ~%f 3400 PLYMOUTH BLVD PLYMOUTH, MN 55447-1482 Laurie Ahrens Assistant City Manager (763) 509-5052 FAX: (763) 509-5060 lab rens @ ci .plymouth .mn .us Plymouth Employees Mission and Goals Our mission is to make Plymouth a vibrant community in which to live and work. We are an innovative, professional team working to provide outstanding service which creates confidence and trust. Our goals are FOR Plymouth: ull partners with citizens in building a vital community for today and tomorrow~ pen communicators who respond to each person with dignity and respect; and esponsible stewards of community resources. CITY OF PLYMOUTH RESOLUTION 2003-130 AFFIRMING CITY COUNCIL GOALS AND PRIORITIES FOR 2003 AND 2004 BE IT RESOLVED by the Plymouth City Council that the following goals and priorities established at the February 18 special meeting are hereby affirmed: · Implement Public Safety Initiatives c> Staffing o Building c> Equipment o Training o Homeland security issues · Prepare for Financial Independence c> Implement measures to mitigate state budget cutbacks c> Review staffing needs · Consider funding for roads and infrastructure · Review City Center Plan and explore opportunities for additional housing or mixed use projects in the area · Continue and evaluate Traffic Calming Program · Increase water supply capacity and consider drinking water taste/quality improvements · Consider acquisition options for 10th Playfield site and open space BE IT FURTHER RESOLVED that the following items are established as priorities for continued emphasis: · Consider conducting Citizen Survey · Partner with HRA on housing initiatives · Review finishing lower level of Plymouth Creek Center · Continue e-government initiatives · Consider new environmental initiatives · Continue to support opt-out transit and transit opportunities Adopted by the Plymouth City Council on March 11, 2003. 3.1 PURPOSE OF CHAPTER The purpose of the Policy Plan is to set forth the vision statements, goals and policies on which the entire Comprehensive Plan is based. A vision statement is a statement that reflects what is valued by the community. The vision statements are the basis for the development of the goals and policies. A goal is a general statement of overall community aspirations, which highlights a community value, establishes a vision and indicates a broad physical or social state that the community desires to achieve. A policy is a statement that refines the goals by outlining a specific course of action. The Community Vision Statements were developed from information obtained during a work session with the City's decision-makers, advisors and the public in March 1999. The goals and policies found in this chapter are for all elements of the plan, and include goals and policies for land use, housing, water resource management, transportation, parks, open space and trails, water supply and distribution, sanitary sewers and public facilities. None of the vision statements will be realized through a single chapter of the plan. For example, the vision to protect and enhance the natural environment must be supported by all plan elements, not just those chapters that deal directly with the environment, such as surface water management. Similarly, the goals and policies should not be interpreted to apply to only one chapter of the plan. This means, for example, that the goals and policies listed under surface water management will also be applied when making decisions about facilities described in the transportation chapter. 3.2 COMMUNITY VISION STATEMENTS Maintain a safe and secure community. Plymouth values the safe and secure environment currently found in the community. There is a very low crime rate in the community, which leads to a sense of security among residents. People value the superior police protection provided by the City and the involvement of individuals, families and neighborhoods in creating a safe environment. 2. Protect and enhance the natural environment. Plymouth values the natural resources in the community, including lakes, streams, wetlands and the rolling and wooded terrain. A clean environment is important to people and the existing natural resources contribute to the livability of the community. w Support high quality education. Plymouth values education, supports the school districts in the community and places an emphasis on educating the youth of the community. There is pride in the quality of school facilities, the safety of school buildings and grounds and the quality of school programs. Plymouth Policy Plan - August 8, 2000 3-1 o ge Maintain and enhance housing quality and diversity. Plymouth values diverse housing opportunities in neighborhoods throughout the community, including affordable housing, senior housing and life-cycle housing. A wide variety of well-constructed and attractive housing for all income levels, both owner- occupied and rental, is available in the community. The housing within the community is well-maintained and meets the physical needs of residents. Protect and enhance convenience and mobility. Plymouth values the convenience and mobility provided by the community's strategic geographic location in the metropolitan area. Several key highways run through the community and provide direct access to the regional transportation system. The layout of the community affords convenient access to goods and services within the community. The trail system and public transportation provide usable alternative modes of transportation. The mix of housing and business within the community allows residents to live near their place of employment. Promote and strengthen economic vitality. Plymouth values the strong economy and diverse tax base within the community, which includes high quality commercial and industrial development to complement the residential development. The diversity of development within the community results in a balanced tax base, maintenance of high property values and a wide variety of employment opportunities. Provide high quality City services and facilities. Plymouth values both the facilities and services provided by the City. The park and trail systems contribute to the quality of life and sense of open space within the community. Other City facilities and services, such as public safety, public works, recycling and long- term planning also contribute to a high quality of life. The City is well-governed and well-managed, and both residents and businesses look forward to a continued high level of community-based services. The community will continue to be responsive to the emerging trends and changing needs of its residents and businesses. Enhance and strengthen the sense of community. Plymouth values the sense of community in Plymouth. People are connected to the community, want to continue to strengthen this sense of place, are involved in community life (government, religious institutions, schools, recreation, arts and volunteer efforts) and are able to bridge physical barriers to come together. There is a pride in the community that will be made stronger as the community matures. Plymouth Policy Plan - August 8, 2000 3 - 2 CITY OF MINNETONKA 14600 Minne~onka Boulevard Minnetonka, MN 55345 (612) 93%8200 · Fax (612) 939-8244 www. cl, minnetonka.mn.us STRATEGIC A healt'O, and vibrant fi~mrefbr Minnetonka depends on today to iden0 and ckarO, ~fine the Ci~l'puqmse and direction. The~ff~vingpag~ presort the v~ion, mhsion a~ goah composing F~d o~k~h, Ci~ re{fraM inwl~d in 3,nuk~ng thh comgmd the.3&wing ~es~om: · What wi~ our communi~ beome? · Who am ~ man o~an~on? · How wi~ u~pu~ our m~ion vt3ion? Their am'wers to these questiom will be med to guide and n~asure our aaiom as a community in the ?ursuit of this vision. COMMUNI~ VISION "Mim~etonl~t where quality com~ nammll?' P/:TJat will our communi7 become? Minnetonka will b<~ fl~e communiU, of choice where pcx~ple come together to live, work and play in a namrflly beaufifid envimnment~ As we work to presen, e our quality neighN)rhoo& and provide exceptional City sowict~s, we will always be aware of d~e delicate bfla.nce t~veen &e need for urban ~T¢iccs and the importance of protecting and managing our natural surroundings, ORGANIZATIONAL M~SSION "Excepfion~ services proxqded by exceptional people" ¥¥qJo are we as an o~ganization? We exist as a m~icc o~anization to provide effective, e~cient and innovative servic~ m our community residents and businesses. We recruit, train, and support the highest quality staff membem, We pn,,wide a hculthy and supportive work cnvironmm~t with dcntrty defined goals and operating principks. '~(c work as members of the Minnetonki team. listening and appropriately responding to die and concerns of both our internal extem~ cusmme~s~ We strive to be the standard od~ers will look to emulate. STI TEGIC GOALS How will we pu~.., om:' vision aml mission? We will vigorously protect and rmmage our natur~ surroundings. \~'~: will work hard to maintain a fbeling of safety and securi We will suppor~ well-plann~t, reamnable d~'elopment of the community We will foster open communk:~dons. We '.~qll be cardhl stewards of our financial .:sourc~. We will be ~wonsibte metropolitan citizens, X% will emN~y a proud p:~t and a promising future. ~,% wilt encourage ~mmuniD* involvement to strengd~en our s~kd thbric We will provide appropriate, el}bctivc and ~ception~ G~' serviccs. & COMPANY CITY OF BECKER, MINNESOTA CITY COUNCIL-STAFF LEADERSHIP WORKSHOP Conducted on February 27, 2002 SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS MADE BY THE PARTICIPANTS Submitted by Carl H. Neu, Jr. March 6, 2002 © Neu and Company and the Center for the Furore of Local GovernanceTM, 2002 CITY OF BECKER, MINNESOTA CITY COUNCIL-STAFF LEADERSHIP WORKSHOP Conducted on February 27, 2002 SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS MADE BY THE PARTICIPANTS Submitted by Carl H. Neu, Jr. March 6, 2002 II. INTRODUCTION On February 27, 2002, the council and management team conducted a one-day City Council-Staff Leadership Workshop. The objectives and agenda for this workshop are enclosed as Appendix A to this report. KEY OBSERVATIONS AND CONCLUSIONS MADE BY THE PARTICIPANTS A. Review of Goals and Action Plans 2000 and 2001 On October 15-16, 1999, city council developed a set of goals and action plans for 2000 and 2001. The city council, city administrator, and management team members discussed progress made on the primary and lower-priority goals and identified those which may be carried forward into 2002 and 2003. B. Growth or No Growth The key issue before the council was whether or not it, as a governing body, was going to approach growth from a proactive perspective in terms of the following: growth is occurring · the city must plan, manage, and deal with growth factors · the city can, to the fullest extent possible, attempt to assure orderly growth · the city can establish appropriate management strategies and procedures for dealing with growth-related issues. The other alternative is to assume essentially a reactive no-growth stance. Council members after discussion, concluded that the only real option to the city and the council was to approach growth from a proactive and deliberate perspective. This framing of council's posture relative to growth then carded over into the items discussed below. Strategic Challenges and Issues the City Must Address and Resolve to Position the City of Becker for the Future. The strategic issues listed below are seen as ones that are of critical, strategic, and predominant proportions in shaping the future of the City of Becker. These items, commonly referred to as "destiny shapers" must be addressed and managed by the governing body and administration because of their extreme importance and in disproportionate contribution toward shaping the future of the community. Participants identified the following strategic issues: · Growth · Regional Transportation · Northstar Corridor · Environmental Issues with particular emphasis on water, storm water, and wastewater/septic issues · Preserving and expanding city's tax base. · Commercial and industrial development · Vision for Pebble Creek · Addressing present and future service needs of Becker citizens. D. Leadership Direction and Goals for each Strategic Issue The participants, working in subgroups, were asked to identify for issues assigned to the subgroups, the following: · The desired long-term (10 years+) outcome the city wishes to achieve relative to the issue · Factors working FOR and AGAINST achieving the desired long-term outcome Identification of specific goals for the city to pursue relative to the issues during the years 2002 and 2003. 1. Issue: Growth ao Desired Long-Term Outcome: manage growth while preserving quality of life for an anticipated population of 7,000. bo Factors working FOR and AGAINST achieving desired outcome: FOR Annexation agreement · Developers · Current surrounding land uses · Ability to handle infrastructure and public service costs Location/demand/amenities (forces for growth) AGAINST · Lack of coordination with other governmental entities · Developers' pressure · County zoning · Utility costs up front · Transportation system Discharge limits/ environmental issues · School capacity · Cost of services Co Issue: ao Specific Goals for the City of Becker: 2002-2003 (1) Adopt an orderly annexation plan in coordination with other governmental units that supports our growth objectives. (2) Implement ghost platting requirements with the county. (3) Coordinate school planning to account for projected growth. (4) Establish a transportation plan for future collectors, arteries, etc. (5) Establish Xcel buffer property trail system. (6) Establish city's trail system and provide for regional connectors. (7) Keeps crime rates within acceptable community standards. (8) Improve traffic flow on First Street. Regional Transportation Desired Long-Term Outcomes: (1) Upgrade of Highway 10 (2) Promote construction of a river crossing from Highway 1-94 to Highway 10 Factors working FOR and AGAINST achieving desired outcomes: (1) Upgrade of Highway 10 FOR Agreement with MnDOT, county, and city AGAINST Disagreement with MnDOT, county, and city (2) Bridge connection from Highway 1-94 to Highway 10 o co Issue: Co Issue: ao FOR · Talk with county board · Political pressures · Heating the bridge with steam AGAINST · Political pressure from St. Cloud · Fog/ice from power plant Specific goals for the City of Becker 2002-2003: (1) Continue to work toward achievement of the upgrade of Highway 10 (2) Promote construction of a river crossing (bridge) from Highway 1-94 to Highway 10. NOTE: The goals for 2002 and 2003 may prove to be longer term because of the dependency of Becker on MnDOT and other agencies to contribute to the desired long-term outcomes. Northstar Corridor Desired long-term outcome: Get a commuter rail station. Factors working FOR and AGAINST achieving desired long-term outcome: FOR AGAINST · State legislature · State legislature Specific goal for the City of Becker for 2002-2003: Continue pursuit of construction of a Northstar Corridor commuter rail station in the City of Becker. Environmental Issues Desired long-term outcomes: (1) Ensure adequate capacity at the wastewater treatment plant (2) Ensure adequate/clean water supply for the City of Becker. Factors working FOR and AGAINST achieving desired long-term outcomes: (1) Ensuring adequate capacity at wastewater treatment plant. FOR Continued growth Eliminating septic tanks/systems Eliminating/decreasing odor issue AGAINST · Discharge permit from MPGA · Funding Co Issue: (2) Ensuring adequate/clean water supply for the City of Becker FOR Deeper wells or surface water treatment; i.e., draining water from the Mississippi River AGAINST · Continued growth · Shallow aquifer Specific goals for the City of Becker 2002-2003: Finalize well-head protection area plan (to include elimination of resident septic systems in the well- head area) (2) Guarantee permanent/adequate supply of clean water for the City of Becker. (3) Adopt a plan on how to deal with septic systems brought into the City of Becker through annexation. (4) Minimize storm water pollution in developments. Preserving and expanding city's tax base. Desired long-term outcome: preservation and enhancement of the city's tax base to include maintaining as high a tax base as possible. b0 Factors working FOR and AGAINST achieving desired outcome: Issue: FOR Promoting industrial development · Land availability · Workforce availability · Geographic location · Economic Development Authority (EDA) efforts · Development corridor. AGAINST · XCEL reduction of personal property tax · Depreciation of power plant · Legislative actions · Competing cities · Annexation for commercial and industrial Specific goals for the City of Becker 202-2003. (1) Continue to protect personal property tax. (2) Increase industrial and commercial development within the City of Becker. Commercial and Industrial Development Desired long-term outcome: expansion, enhancement, and retention of commercial and industrial growth. Factors working FOR and AGAINST achieving desired outcomes. FOR Industrial development south of Highway 10 River crossing at Highways 94 and 10 · Low tax rates · EDA activities AGAINST Linear growth along Highway 10 for commercial (limited space) Limited rooftops (a condition for commercial development) Co Issue: ao bo · Land available within industrial park that is served with utilities · Land available for future development · Rail access · Good soil conditions · Proactive city council · Desirable place to live · Good schools · Workforce availability · DTED · Development corridor Competition for commercial and industrial growth Regional shopping areas · Annexation C/I Minnesota tax environment Specific goals for the City of Becker 2002-2003: expand and enhance industrial and commercial development within the City of Becker. Vision for Pebble Creek Desired long-term outcome: Establish and implement a vision for the future of Pebble Creek. Factors working FOR and AGAINST achieving desired outcome: FOR Established reputation of Pebble Creek · Economies of scale Growing market in terms of increased demand for sports activity and increased AGAINST · Land acquisition · Crossing river · Wetland issues · Available funding o population growth · Affordability of golf · Facilities currently are profitable · Residential development in the area · Utilities requirements · Resident misconceptions c. Specific goals for the City of Becker 2002-03: (1) Sustain Pebble Creek as a profitable, top-quality, and full-service facility. (2) Determine the short-term viability of clubhouse expansion/renovation. Issue: Addressing present and future service needs of Becker citizens. a. Desired long-term outcome: Meeting the needs of City residents. b. Factors working FOR and AGAINST achieving desired outcomes. FOR AGAINST Community center · Staff-council openness · · Golf course · · Parks and trails · Recreation programs · Recognizing committees/council public forums Specific goals for the City of Becker 2002-2003. Available funds Staff time Space 10 (1) Determine future service needs of the citizens of Becker. NOTE: It was decided to defer this issue to Cindy so that further definition and clarification could be brought to the goal and the means by which it could be achieved so the city can define and anticipate projected future service needs of its citizens as the basis for planning how the city might address the provision of these services in the future. E. Discussion Pertaining to Clubhouse Issues The participants discussed an approach for addressing, analyzing, and resolving the short-term clubhouse expansion/renovation issues before the council. Specific direction was established on how the council wishes to proceed with addressing this issue. F. LCD Message Sign Along Highway 10 Council discussed this issue and provided specific direction to the administration on how it wishes to proceed relative to this matter. III. REQUIRED FOLLOW-UP ACTIVITIES The city administration will provide a review of the issues and goals to ensure accuracy and clarity of their wording. Also to be provided will be specific action plans to be used in pursuit of each goal during 2002 and 2003. The goals should be adopted by the council as an official policy statement of council priorities for the City of Becker. Co The goals and supporting action plans need to be communicated widely throughout the community as evidence of the council's proactive leadership stance relative to the growth issue. 11 APPENDIX A 12 CITY OF BECKER, MINNESOTA CITY COUNCIL-STAFF LEADERSHIP WORKSHOP February 27, 2002 TM © Neu and Company and the Center for the Furore of Local Governance ,2002 13 CITY OF BECKER, MINNESOTA CITY COUNCIL-STAFF LEADERSHIP WORKSHOP February 27, 2002 Objectives Upon completion of this workshop, the participants will have: a. reviewed briefly the policy governance leadership model and habits of highly-effective councils and council-staff teams. clarified the respective roles of, and working relationships among, the mayor, council, council members, city administrator and management staff. c. identified, and developed strategies for dealing with, significant challenges and issues the city must address and resolve definitively. established new leadership priorities and goals for the city. identified preliminary key performance objectives for 2002 and 03. do Agenda 8:00 a.m. 8:20 a.m. 9:00 a.m. 10:00 a.m. 10:15 a.m. 12:00 Noon 1:00 p.m. Welcome and review of workshop objectives. Review of key elements of the governance-policy making- leadership processes used by highly-effective councils. Challenges and issues the city must address and resolve to prepare for the city's future. Break Leadership vision, priorities and goals. Lunch Goals and performance objectives for 2002 and 03. 14 2:45 p.m. 3:00 p.m. 4:30 p.m. 5:00 p.m. Break Roles and working relationships for achieving the city's goals, and priorities. Summarize key conclusions developed during the workshop and define any required follow-up activities by council and the administrator. Conclusion 15 City of Becker Goals and Action Plans 2002 and 2003 A goals setting session was held February 27, 2002 a number of goals were developed and prioritized for action of the city council. Goals were determined for the city with a number of strategic challenges and issues being defined. In reviewing these "destiny shapers" factors for and against them were also defined. Some specific goals were identified in each category. Finally, the department heads developed an action plan for council consideration. The action plans are considered guides in developing goals. Adjustments to the plan will be needed to deal with changing circumstances or outcomes of previous actions. The action steps do however represent concrete actions, which can be taken, to move goals forward. It is also hoped that action planning will create the most efficiency in staff effort so that goals can be achieved as soon as possible. These goals might shift as opportunities present themselves. Staff has also expressed the need to provide for other work-related goals, which are important to the continuing process of improvement. These other goals were felt to be significant enough to include within this document and the action plans associated with them. This gives council a better idea of staff goals that will be pursued in addition to council goals. Primary Goals Growth A. Desired long-term outcome: Manage growth while preserving quality of life for an anticipated population of 7,000. 1) Objective: To take proactive steps to anticipate, plan and manage growth. 2) Key Action Steps: 2002 a. Enter into an annexation agreement with Becker Township. b. Implement Trunk Facilities Plan and Charge system. c. Work with the county and township to establish ghost platting. d. Resolve NPDES permit issues Key Action Steps: 2003 a. Establish Transportation plan for annexation area 3) Budgetary Requirements/Implications a. Staff Time b. Budget for Transportation Consultant 4) Primary Responsibility a. Kelli Neu b. Joe Rudberg c. Karla Eggink 5) Other Considerations: Bonding and Cash Flow for Trunk Facilities Regional Transportation A. Desired long-term outcome: To get upgrades to Highway 10 and to promote construction of a river crossing and connection of 1-94 to Highway 10. 2002-2003 1) Objective: To improve and develop the city's connection to regional transportation systems. 2) Key action Steps a. Promote construction of the river crossing "option D" from Highway 10 to 1-94. b. Establish a city trail system and provide for linkages to other areas. c. Establish Xcel buffer property trail system. d. Work with MnDOT to achieve Highway 10 improvements identified by Local Access Task Force. e. Plan for and design concept for the 2nd Avenue "backage" road in the commercial area. f. Request of MnDOT to consider a means for deicing or heating the 1-94 to Highway 10 bridge in their EIS. g. Construct railroad spur(s) to enhance shipping opportunities to local and perspective industries. 3) Budgetary Requirements/Implications a. Staff Time b. Budget for trail system construction c. Seek grant funding d. Seek County funds for trail construction/development e. Budget for design of 2nd Street backage road. 4) Responsible Parties a. Kelli Neu b. Cindy Forsell c. Council designate d. Joe Rudberg 5) Other Considerations: State funding, political issues, and responsible parties outside of city control o Northstar Corridor A. Desired long-term outcome: Get Commuter rail B. Continue to pursue the construction of the Northstar Corridor commuter rail station in the City of Becker 2002-2003 l) 2) 3) Objective: Seek Commuter Rail Key Action Steps: a. Continue to encourage support for commuter rail with the state legislators and federal political leaders b. Seek funding for commuter rail from the state and federal levels Budgetary Requirements/Implications 4) 5) a. StaffTime b. Maintain the designation for a commuter rail station and secure site for future use. Primary Responsibility a. Kelli Neu b. Council designate Other Considerations Responsibility at this point lies largely with the state legislature Environmental Issues A. Desired long-term outcome: Ensure adequate capacity of wastewater treatment plant and adequate and clean water supply for the inhabitants of the city. 1) Objective: Ensuring Environmental Quality while providing for resident and industry needs. 2) Key Action Steps: 2002 a. Explore additional water capacity using existing wells. b. Continue the process to establish the Wellhead Protection Plan c. Accomplish additional testing to determine if gray water from the industrial side of the WWTF can be used as irrigation water on the golf course. d. Change the SAC charge to be used solely for the WWTF expansion. e. Implement odor elimination systems with the Biosolids project. Key Action Steps: 2003 a. Develop a plan to eliminate resident septic systems in Wellhead areas. b. Develop a long-range plan to provide for adequate drinking water for the users of the City water system. c. Open dialog with MPCA about the future discharges to the Elk River. d. Develop and adopt a plan to deal with septic systems brought into the city through annexation. e. Develop standards for storm water runoff to minimize pollution. 3) Budgetary Requirements/Implications a. Staff Time b. Trunk Facilities and WAC and SAC Charges c. Consultant fees d. Biosolids Bond 4) Primary Responsibility a. Karla Eggink b. Joe Rudberg 5) Other Considerations: MPCA and other rules may pose obstacles in obtainment of some goals. Preserving and Expanding city's tax base. A. Desired Long Term outcome: preservation and enhancement of the city's tax base to include maintaining as high a tax base as possible B. Continue to protect personal property tax. C. Increase industrial and commercial development within the City of Becker 2002-2003 1) Objective: Sustain and enhance the quality of services and amenities to residents 2) Key Action Steps: a. Retain and encourage taxable property values. b. Continue to lobby to retain personal property tax revenues. c. Proactively approach new construction. d. Reevaluate incentives for development. 3) Budget Requirements/Implications a. Staff Time b. Fund Lobbying activities annually 4) Primary Responsibility a. Dave Graning b. Kelli Neu c. Joe Rudberg 5) Other Considerations: Political issues, Township and Land availability Commercial and Industrial Development A. Desired long term outcome: Expansion, Enhancement, and retention of commercial and industrial growth. 2002-2003 1) Objective: To provide for expansion, enhancement and retention of commercial and industrial growth. 2) Key Action Steps: a. Maintain and Improve the attractiveness of the City b. Ensure the availability of adequate infrastructure to support commercial and industrial growth. c. Ensure adequate work force d. Maintain stable tax rates e. Ensure adequate land for commercial and industrial growth. f. Plan for commercial re-development g. Proactively seek commercial development h. Seek rail spur extensions. i. Provide accurate and detailed information to council for decision making. j. Aggressively market the City 3) Budget Requirements/Implications f. Staff time g. EDA levy and incentives h. Land acquisitions as needed i. Utility installation 4) Primary Responsibility a. Dave Graning b. Kelli Neu c. EDA d. City Council 5) Other Considerations: Annexation for industrial Development, 1-94 to Hwy 10 River Crossing 7. Vision for Pebble Creek 2002-2003 GOAL #1 Build an additional 9-holes for the golf course, subject to developer availability of land. 1) Objective: Build an additional 9 holes of golf to make Pebble Creek more profitable, accessible, and flexible in terms of two distinct 18 hole championship courses. 2) Key Action Steps. a. Develop cooperative relationship with developer to gain use of land for a golf course. b. If option a doesn't materialize, investigate other options for land acquisition. c. Negotiate and work with developer on routing and site plans to meet mutual needs to acquire land use. d. Determine budget for and funding mechanisms to finance additional 9 holes of golf. e. Develop golf course plans and specifications for the additional 9 holes. f. Develop final cost estimates for the project. g. Develop construction time lines to build the project. h. Bid for the construction of the additional 9-holes of golf. i. Award bids. j. Complete construction 3) Budget requirements/Implications a. Clearly define what funds are available for construction. b. Work with bond consultants to accomplish a debt structure for remaining portion of project budget. 4) Primary Responsibility a. Jeff Johnson b. Garret Gill - Golf Architect c. Joe Rudberg d. Developer e. City Council 5) Other Considerations a. Demographics b. Competition c. Developer negotiations d. Quality of land to work with e. Quality of course concerns f. Costs/business pro forma/marketing g. Consideration of in house efforts GOAL//2 Determine the viability of an addition to the clubhouse. 1) Objective: To study the cost benefit and community benefit of the expansion of the clubhouse with or without a golf course expansion. 2) Key Action Steps a. Accomplish a council workshop to consider the issues with an expansion to the clubhouse b. Review existing operational issues of building layout and facilities provided. c. Do a market analysis of restaurant operations and growth opportunities for facility. d. Do a market analysis of proshop and golf operations and growth opportunities for facility. e. Design and conduct survey to inquire from residents and customers what needs and wants exist for the clubhouse facility. f. Incorporate food and beverage consultant findings and remarks for improvements g. Determine what impact tournaments will have by expansion of facility. h. Accomplish business plan which addresses revenues, expenditures and fiscal needs to accomplish an expansion i. Weigh a list of pros and cons (for restaurant, proshop operations, and community needs) for the expansion. 3) Budget requirements Budget for consultant fees for studies Establish a policy for cost sharing of expansion space of leaseholder. Bonding for expansion of facility d. Debt retirement 4) Primary Responsibility a. Jeff Johnson b. Consultant(s) c. Lessee d. Brenda Weller e. City Council 5) Other Considerations a. Undefined role of community needs for facility b. Parking lot expansion c. Lessee reluctance to assume costs for added space d. Needs for golf management space e. Food and beverage operational issues f. Potential for higher proshop sales with larger space g. Improved services to residents and the golfing community GOAL//3 To improve golf instruction services. 1) Objective: To develop at least 50 new players annually and maintain a regional reputation for teaching, to enhance the image of Pebble Creek. 2) Key Action Steps: a. Inventory existing programs, services, pricing and equipment to determine if all needs are being met. b. Identify opportunities for improvement in the teaching arena. c. Survey existing and potential customers to determine if all needs have been met and identify which ones need to be considered. d. Develop a business plan with timelines to facilitate identified areas for improvement. e. Implement business plan. 3) Budget Requirements: a. Golf staff time b. Budget for teaching aids/needs 4) Primary Responsibility a. Jeff Johnson b. Jeremy Lupinek 5) Other Considerations a. Member and resident input o 2002 Community Center/Park and Recreation Goals A. Desired long-term outcome: Addressing present and future service needs of the Becker citizen, Meeting the needs of City residents GOAL #1 Provide the City of Becker residents a consistent and fair opportunity to participate in city youth sports 1) Objective: Establish a policy for youth sport advisory committees 2) Key action Steps: a. Contact all youth sport committees b. Have Park and Recreation Committee review by-laws, board member rules and guidelines for approval c. Get council to approve and recognize each sports advisory committee. Only one committee will be recognized for participation with the city. 3) Budgetary Requirements/Implications: a. Staff Time 4) Primary Responsibility a. Cindy Forsell b. Sports Director c. Park and Recreation Committee d. City Council 5) Other considerations: Community Center Staff and Park and Recreation Committee are dealing with angry parents and too many groups providing similar services. GOAL//2 Purchase a membership program and computers to better serve both the customers and staff. 1) Objective: Get membership program operating for record report creation and future planning of activities at the community center. 2) Key Action Steps a. Purchase necessary equipment b. Train in staff c. Educate customers d. Use information to justify future programming 3) Budget Requirements/Implications: a. Staff Time b. Budget for software and hardware 4) Primary Responsibility a. Cindy Forsell b. Cindy Kazeck c. Receptionists GOAL//3 Provide customers with a discount pass for use at Community Center and Golf Course 1) Objective: Establish a discounted facility pass to market each facility. 2) Key Action Steps a. Community Center and Golf Course personnel work together to design a pass to benefit the customer and the facilities. b. Market to customers 3) Budget Requirements/Implications a. Staff Time 4) Primary Responsibility a. Jeff Johnson b. Cindy Forsell 2003 GOAL #1 Resolve paint delaminating problem on the pool floor. 1) Objective: Resurface pool bottom 2) Key Action Steps a. Research options available b. Get estimates of viable options c. Plan for shut down of pool d. Educate customers and staff to get the word out e. Get the work accomplished on a timely basis 3) Budget Requirements/Implications: a. Budget for the resurfacing b. Staff time c. Pool shutdown for an extended period 4) Primary Responsibility a. Cindy Forsell b. Park and Recreation Committee c. City Council 5) Other Considerations: Given an extended period of pool shut down other programs will need to be planned, pass holders may need additional consideration. GOAL #2 Community Center Expansion 1) Objective: Find out what are the needs and wants of the community 2) Key Action Steps a. Conduct various surveys to determine needs b. Evaluate Survey requests/information c. Establish a facility expansion plan to meet needs of community d. Have an estimate prepared to determine costs for expansion e. Develop financing plan for expansion 3) Budget Requirements/Implications: a. Staff time b. Consultant time c. Budget and/or bond for construction 4) Primary Responsibility a. Cindy Forsell b. Park and Recreation Committee c. City Council d. Other Considerations: Expansion financing may be tied to annual budgeting, referendum for a bond or other means. GOAL #3 Continue to develop trail system in community. 1) Objective: Establish Trail to City Park through Nature's Edge Subdivision 2) Key Action Steps a. Develop plans for a trail from Natures Edge to City Park b. Get cost estimates for construction c. Bid project of trail d. Accomplish construction 3) Budgetary Considerations/Implications a. Staff time b. Seek grant funding c. Budget for consultant/design d. Budget for project 4) Primary Responsibility a. Cindy Forsell b. Kelli Neu c. Karla Eggink d. Park and Recreation Committee e. City Council 9. Sign along Highway 10 GOAL #1 Establish a sign along Highway 10 to promote the Becker Community Center 1) Objective: To provide a physical presence in promoting the Becker Community Center on an ongoing basis, as it can't be seen from the highway. 2) Key Action Steps a. Determine what sign(s) are available presently to determine if any of these can be used for another purpose. b. Determine what sign(s) are to be established. EDA, Xcel. Etc. c. Decide what is to be promoted, language on the sign d. Determine sign size and location. e. Develop plans and specifications for the sign. f. Bid/Quote for construction g. Build the sign 3) Budget Requirements a. Staff time b. Budget for construction or use available funds 4) Primary Responsibilities a. Cindy Forsell b. Park and Recreation Committee c. Joe Rudberg d. City Council 5) Other Considerations a. Pebble Creek sign could be part of city owned sign. b. Message sign may be considered now or for the future. Staff goals for 2002 Administration 1. Capital Improvement Program was accomplished in Draft form last year. We hope to finalize this for 2003. 2. GASB 34, accounting change, significant progress needs to be made with the infrastructure component of this new form of accounting. 4. Finish the accounting procedures manual. 5. Money Handling Policy for the Community Center. 6. Convert Utility Billing system to windows based if program becomes available. 7. Rewrite Business Subsidy Policy 8. Establish a Tax Abatement Policy 9. Incorporate staff files into Central Filing System 10. Office maintenance, painting and carpet cleaning 11. Review and revise a number of administrative policies 12. Revise safety manual 13. Revise supervisors manual. 14. Look into automated personnel software, consider our options. 15. Explore performance based pay systems 16. Negotiate the Police Union contract 17. Negotiate the Public Works Union contract 18. Data Practices Training Pebble Creek Golf Course 1. Intemet bookings of tee times 2. Revision to Red 4-5 to improve pond situation and play. 3. Market the course in terms of enhanced professional services 4. Develop additional 9-hole course if opportunity presents itself 5. Improve qualities of course, enhanced tees, quality maintenance 6. Encourage smaller tournament play Public Works 1. Assist in the GSAB 34 inventory of infrastructure 2. Work towards establishment of water tower and utility connection for Autumn Ridge. 3. Get Biosolids project underway. 4. Finish Wellhead Protection project. 5. Get a draft right-of-way ordinance accomplished and adopted, if possible. 6. Complete the NPDES permit for the WWTF. 7. Get a better handle on an infrastructure plan for the city. 8. Develop operational procedures for the public works supervisors. 10. Establish benchmark levels of performance for department Police 1. Develop more fully a neighborhood watch program 2. Work with business to assist them with a "disaster" plan for their business. 3. Work on a terrorism plan. 4. Work with SALT council to provide for National Night Out. Community Center 1. Complete the Ball Fields 2. Complete the concession stand lease with BYSA. 3. Accomplish the construction of the Park Trails for this year 4. Create a policy for Ball Field use 5. Accomplish signs/maps for park in accordance with budget 6. Develop a general parks improvement plan that can be implemented over a number of years. 7. Plan and design a park trail from Natures Edge to the City Park 8. Develop a plan for expansion of community center for submittal to council 9. Research and propose plan to deal effectively with the pool paint problems. 10. Continue monthly Customer Service Staff Training 11. Establish Point of Sale computer system and become well versed in its features. 12. Develop a marketing plan for facility. 13. Conduct annual staff reviews 14. Get Freedom Days events planned and accomplished. City of Becker Mission Statement Becker is a growing city ideally located between the Twin Cities metrol~olitan area and the northern Minnesota lake region. Through the efforts of the City, our schools, and involved citizens, we strive to meet the educational and social needs of all residents with special consideration to the development of our young people. We prudently manage our resources and provide the highest quality of service to our residents. The community is proud to have maintained the character of a small town but continues to look towards the future. We believe these qualities provide the perfect environment for continued growth and future diversity oft he City's commercial, industrial, and residential tax base. We are determined to promote development and enhance basic services to benefit all age groups. We intend to provide a variety of desirable scenarios to meet the physical, educational, and recreational needs of present and future generations. COMPONENTS BECKER MISSION VALUES * Maintain small town environment * Nurture the education and social needs of all residents -- with emphasis on youth * Provide the highest quality of services and prudently manage the city's resources VISION * Diversity city's commercial, industrial and residential tax base * Aggressively develop and promote basic services and amenities for all age groups * Provide a variety of desirable scenarios related to the physical, educational and recreational needs of furore generations FOCUS 2OOO Implementatio Plan 1999 ~0 "A ROAD IVIAP TO THE FUTURE" INTRODUCTION Last year, the City published and distributed to the residents and businesses in Mounds View a booklet entitled: "The 1993 City Council/Staff Five Year Goal Program - Foundation for the Future, Prelude to a Community Vision" The publication listed the 10 Goals that had been developed at the 1993 Council/Staff Strategic Planning Session and invited the Community to participate in the upcoming FOCUS 2000 Forums and subsequent activities where the following actions would take place: · A Vision of the City - The "Where". The action to establish the direction of the City in the next century. · The City's Mission - The "Why". The determination of the purpose of the City. · Goals for the future - The "What and When" of our expectations for the future. · Strategies - The "How". Specific Action Steps that will make it possible to reach our destina- tion. The Five Year Goal Plan, with its 10 goals, was intended to act as a starting point from which the FOCUS 2000 Issue Project Teams would inject new ideas and fuel for thought that would help move the City along the super highway to the future. The FOCUS 2000 Final Report, completed in March of 1994, included the proposed Vision Statement and Mission Statement and a wealth of recommendations for public policy actions that could be translated into policy goals and action steps. The following month, the City Council and City Staff met in a two day Strategic Planning Session to incorporate the FOCUS 2000 recommendations and an updated Five Year Goal Program into a comprehensive implementation plan to set the wheels in motion for a journey to the Vision of Mounds View that had been described by the participants of the FOCUS 2000 Forums. The 1993 Goals were reviewed, revised and the result is this "Roadmap to the Future". The 12 goals and action steps listed in this booklet represent yet another important stop on the way to the future. The goals and action steps will serve as the City's roadmap to the year 2000 and a Mounds View that represents all that was envisioned on two very warm days in July, 1993 when over 100 Mounds View residents and business representatives came together to shape their collective destiny and the future of their community. FOCUS 2000 FOCUS 2000 represented the beginning of the City's journey to the future. The process that began in July, 1993 and continued on into 1994 will be on-going. The FOCUS 2000 Steering Committee composed of Dan Nelson (City Government Team), Bill Wilson (City Government Team), Stefan Benson (Housing and Neighborhoods Team), Bob Easton (Housing and Neighborhoods Team), and Brian Sjoberg (Growth, Development and Business Team), has been charged by the City Council to remain active in overseeing the implementation process. The Steering Committee was also given the responsibility of creating the Vision and Mission Statements of the Community. Following are the statements which will be considered by the City Council in September, 1994, for approval. VISION STATEPIENT Wt e see. Mound. s View as a community hat ~s receptive toward the diverse interests of its citizens and businesses. Mounds View will be seen as a progressive community that takes pride in being a leader. A cooperative spirit exists between the govern- ment and citizens. As a result, our community thrives and prospers. 4 IISSION STATEI ENT M ounds Vie~, throu.gh the. prom.otion of cooperative relations w~th all ~ts stake- holders, will develop a dynamic climate that recognizes the ever changing needs of the com- munity. Working together, we will take steps to meet these needs and facilitate positive changes that allow us to shape the future of our City. 15 1994 GOALS GOAL NO. I GOAL NO. 2 GOAL NO. 3 GOAL NO. 4 Promote leisure recreation facilities/activities which will provide recre-~ ation opportunities that are financially self reliant. Establish a marketing program to enhance the positive image of the City. Develop a plan for the improvement and expansion of t~e City's infra- structure, parks and open spaces. Begin the rehabilitation of the City's housing stock. GOAL NO. 5 Facilitate the delivery of community social services. GOAL N O. 6 Expand the City's financial self sufficiency. GOAL NO. 7 GOAL NO. 8 GOAL NO. 9 GOAL NO. I 0 Create a plan to redevelop Highway 10 into a community oriented boule- vard. Continue to participate in cooperative efforts with both public and private organizations to ensure quality and efficient delivery of City services. Develop a program for nuisance abatement and code enforcement to improve neighborhood appearance. Continue effective communication with all City customers. GOAL NO. I I Create and implement an economic development program. GOAL NO. 12 Develop and nurture neighborhoods which contribute to a spirit of com- munity. GOAL NO. I Promote leisure recreation facilities/activities which will provide recre- ation opportunities that are financially self reliant. Recreational opportunities are beneficial in that they provide the Stake- holders with a sense of community, offer social opportunities, leisure activities, and physical and mental exercise. Continuing to offer excel- lent recreational services in the future will depend upon each activity's ability to support itself. In the past, the City has been able to offer reasonably priced recreational services with the help of subsidies from the General Fund. Considering the economic condition and the trend by the State to reduce aids to cities, continuing this practice will be difficult. To continue to provide these services at an affordable rate, other revenue sources will be needed. 1994 ACTION STEPS: · Facilitate golf course construction and maturation. · Study possibilities of recreational opportunities which are not only financially self sufficient, but are also revenue producers. · Utilize the City's Parks and Recreation Commission and Golf Course Task Force to explore innovative ideas for use of park land adjacent to The Bridges. 1995 - 1999 ACTION STEPS: · Continue to look into the possibilities for revenue producing recreation activities including reviewing the feasibility report from the Maxfield Research Group, Inc. · Develop long term strategy for implementation of innovative recreational concepts focus- ing on revenue generation and community needs. · Survey residents to identify community recreational needs and desires. GOAL NO. 2 Establish a marketing program to enhance the positive im- age of the City. Some of the most consistent feedback that was received from the Focus 2000 project was the urgency to enhance the City's image. Ideas that were shared included the creation of a citizen task force on marketing, cleaning up the junk and debris in the city through an aggressive enforcement program, improving the housing stock in the city, establishing an identity for the city by capitalizing on a unique feature, and/or offer celebrations and festivals (like Festival in the Park) that draw from a larger area. To assist with the marketing of the City, the 1994 approved budget funded the Economic Development Coordinator position. This position has 7 been charged with the establishment of a formal marketing program for the City which will not only market the benefits of the City of Mounds View to businesses, but will also deliver a more broad marketing approach and image enhancement program to the general public. The implementation of these ideas will successfully carry the City into the next century with a reputation as a cooperative, progressive community. Creating and enhancing strategic alli- ances with other communities and organizations is key to a successful marketing/communica- tions plan. 1994 ACTION STEPS: · Prepare and publish a Community Profile for Mounds View. Initiate a direct mail campaign to businesses and residents of the community expressing the importance of generating "good news" for the City and its image. Establish a Good 17]~r[~R!l! ~lle i~im¢~ I:XTRA!!! News Network with Mounds View residents .... and businesses, through active participation in trade shows, conferences, meeting, and forums. Aggressively pursue positive alliances with Metro area media to include the produc- tion of press releases on a monthly basis highlighting positive developments in the community celebrating the successes. THE CITY OF MOUNDS VIEW A GREAT PLACETO LIVE!! Establish a Marketing Task Force to develop a comprehensive Marketing Plan for the City that will include a City slogan, communication stra~tegies, expanded publications and infor- mation dissemination methods and strategies for creating and maintaining City, regional and State-wide awareness of our activities, accomplishments and community lifestyle. · Identify marketing tools, such as press releases, trade journals, Festival in the Park and brochures to capitalize on a new City image. · Prepare and mail a special flyer to local, county, regional and state-wide organizations regarding the proper spelling of Mounds View. Promote on-going membership by Council, Staff and Advisory Commission Members in community, civic, business, regional and state-wide organizations which can promote the City's positive image. 1995 -1999 ACTION STEPS: · Begin and complete implementation of the City's comprehensive marketing program. · Explore opportunities for community identification, i.e. entrance monuments and updated "Welcome to Mounds View" signs. · Continually seek out community membership, participation and input in Commissions/Task Forces and community activities which promote the positive image of the City. · Develop and initiate an annual review process for measuring the effectiveness of the City's marketing program. · Periodically survey the community, through the newsletter and other sources, as to the effectiveness of the marketing program. GOAL NO. 3. Develop a plan for the improvement and expansion of the City's infra- structure, parks and open spaces. There are many aspects to a City's infrastructure, including streets, water systems, storm and sanitary sewer systems, parks, pathways and open space, and public buildings. These basic services are those that define city government and that people expect to receive from their city. For this reason, it is imperative that these services are delivered in the most efficient and effective manner possible. Planning for the future of infrastructure systems is essential to the contin- ued success of a city. For the City of Mounds View, planning for the future funding of parks and roads is critical. The year 1996 will mark the depletion of the dedicated fund previously used for the construction im- provement of City streets. The following year, 1997, will be the last year the City will have park dedication fee monies available for park projects and improve- ments. Establishing a funding source for these activities is essential for the contin- ued upkeep and upgrading of the City's parks and infrastructure. It is the desire of the City to establish a dedicated source of revenue for both road and park im- provements. 199~ ACTION STEPS: Streets · Continue review of Highway and County Road turnback proposals, and establish policies and procedures for acceptance. · Develop and adopt street reconstruction standards and a 5 year reconstruction program. · Establish policy, based on pavement management inventory and life cycle graph, to deter- mine reconstruction schedule of City streets. ·Review and enhance street maintenance program and establish street standards. · Determine impacts of providing County road maintenance and reimbursement levels. 1995 - 1999 ACTION STEPS: · Determine funding source (i.e. assessments, Minnesota State Aid, transportation utility, ISTEA) for the establishment of a dedicated road improvement fund. · Promote and encourage the reconstruction and reconfiguration of Highway 10/County Road H/Old County Road 8, by cooperatively working with Ramsey County and taking an active role in design.  /~fSutudy possibilities of revenue generating sources to ~stablish dedicated road improvement - ~ nd. ~ .. _ ~' Evaluate ci__W's, pavement conditio~ · Reconstruct Bronson Drive from Edgewood Drive to Quincy Street. · Reconstruct Groveland Road south of Highway 10 to County Road I. Sanitary. Sewer/Water/Surface Water: 1994 ACTION STEPS: · Review policies on residential water/sewer hookups. · Complete computerized database of sewer mains, condi- tions and repair needs. · Begin the development of sanitary sewer maintenance and in- spection program. · Conduct operating audit of all wells. · Review the water meter reading program, determine needs, equipment requirements and costs for automated reading system. · Establish and monitor water quality testing program. · Develop a plan and funding mechanism for ditch maintenance. · Examine feasibility of assuming Water Conservation Act permitting authority. · Install valves in the City's water distribution system. l0 1995 - 1999 ACTION STEPS: · Complete catalogue of infrastructure on Geographic Information System. · Address problem of high water table/local water pump usage. · Clean the Arden and Woodcrest storm sewer systems. · Conduct flow monitoring test of the City's sanitary sewer system. · Begin to develop rehabilitation program for the City's sanitary sewer system. Parks: City parks are an asset to the community, providing a place for residents to meet, offering facilities to pursue leisure recreation activities, providing events for social fellowship, offering avenues for competition, indi- vidual physical fitness and exercise and encouraging a special spirit and bond between residents with similar interests. Parks are places for all residents to enjoy, whether playing or spectating. Parks provide open space to neighborhood areas, provide facilities for children to participate in recreation activities in their own neighborhoods, provide places for group gatherings and special events. Parks offer green space, open space, nature areas, active and passive areas facilitating a variety of activities for residents to participate and enjoy. Parks serve all ages of the community. While neighborhood parks cater to youth activity, community parks encourage family activity offering something for everyone from tiny tots to senior citizens. The gathering of people together to enjoy nature and recreation activity is a goal of parks. Focus 2000 Housing and Neighborhood team identified neighborhood parks as neighborhood focal points, drawing the residents of neighborhoods together. Community parks facilitate a spirit of community through activity pursued at parks by individuals, groups and organizations. Mounds View offers 11 parks (3 community and 8 neighborhood parks) with facilities ranging from playgrounds, athletic fields, trails, sliding hills, skating rinks, picnic areas, meeting facili- ties, tennis courts, basketball courts, athletic fields, grassy areas and nature areas. Approxi- mately 110 acres of parkland provides approximately 55 acres of active recreation facilities and approximately 55 acres of passive nature areas. Parks are maintained by two full time parks crew members and additional seasonal employees during the summer months. Park improve- ments occur on an on-going basis to preserve the investment of the people and to provide for safe and functional facilities. Replacement of old equipment and necessary improvements to parks are identified by the Parks and Recreation Commission in park planning processes and annual review. Grants are prepared and submitted whenever possible to provide for continued upgrade and replacement of recreation facilities. 1997 will be the last year the City will receive park dedication fees from a dedicated develop- ment source. Establishing a funding source for the purpose of continued upgrade and im- provement to the parks is essential for the future. It is the desire of the City to establish a dedicated source of revenue for future park improvements. 1994 ACTION STEPS: Research and examine feasibility of financially self-reliant and rev- enue generating recreational options for purposes of creating a long term park improvement fund. Contract for park building improvements with CDBG funding, to make park restroom facilities accessible, and make miscella- neous improvements in all parks such as repairing and installing new items to comply with ADA. (Two grants have been received for the addition of 2 Americans with Disabilities Act compliant bathrooms in City Parks.) · Determine the future of the compost site at Ardan Park. · Complete and submit two outdoor recreation grants, one for acquisition of property in Southwest corner of City and another for the development of a Golf Course Park. 1995 - 1999 ACTION STEPS: · Establish dedicated fund for park improvements. · Explore options for de-watering area surrounding Woodcrest Park. · Continue to pursue grants to subsidize funding for building, facility and equipment im- provements in all City parks. · Continue to pursue grants for the improvement of landscaping in all public areas. · Continue to pursue matching fund grants for the acquisition and development of park system. · Determine Long Term Development Plan for Ardan Park. · Complete park and playground equipment installation that is handicapped accessible. Trailways and Waikways: 1994 ACTION STEPS: · Pursue grant for the construction of a pedestrian bridge over Highway 10 near Long Lake Road. 1995-1999 ACTION STEPS: · Continue the maintenance and upgrade of City trailway system, re-establish TAG and long range trailway plans. · Expand the paving of multi-use trails and walkways in the parks. · Continue to pursue matching fund grants for paving of trails and walkways. GOAL NO. 4 Begin the rehabilitation of the City's housing stock A quality and solid housing stock can benefit a city in numerous ways. Some of the benefits of improving the housing stock in the City of Mounds View, as identified by participants of Focus 2000, include enhanced community and neighborhood aesthetics, increased housing values and an improved tax base. The 1994 budget provided funding for a Housing Intern to con- duct a year-long analysis of the City's housing stock. This analy- sis will become the basis for a housing and "point of sale" inspec- tion program. The program will provide funding mechanisms for home rehabilitation and will signal the first step toward improve- ment of the overall quality of the housing stock in Mounds View. 1994 ACTION STEPS: · Hire Housing Intern. · Initiate a comprehensive housing inventory and analysis including review of possible hous- ing rehabilitation programs and possible funding sources. · Establish information to be included on a data base and criteria for measurement of the data. · Gather data through in-house research and field work/survey. · Compile data into a usable data base. · Begin gathering data from federal, state and local governments to determine funding sources for housing rehabilitation. · Increase support to owners of manufactured home parks to encourage upgrades and improvements. 1995 - 1999 ACTION STEPS: · Create position of Housing Inspector to interpret survey data and implement housing program of inspections and rehabilitation. Establish point-of-sale inspection program by researching current programs in other cities, reviewing findings with Staff, Commissions and Council and gaining approval for implemen- tation of the program. Enhance the rental housing inspection program by increasing the number of inspections provided annually based on available funding resources. Begin and sustain housing rehabilitation programs to property owners in Mounds View to improve quality of housing stock in City. Secure and coordinate state and/or federal funding for successful completion of housing rehabilitation programs. GOAL Iq O. 5. Facilitate the delivery of community social services. Over the past couple of years, the City has seen an increase in the demand for social services from a variety of demographic groups, including teens and seniors. Although these are typically services the County and other organizations provide (both non-profit and for- profit), the City's role in delivering these services has been more and more involved. Due to the fact that funding for these services is beyond the financial abilities of the City, one way that the City can assist is to facilitate the delivery of these services by helping people in need locate the proper agency and encour- age agencies to provide services locally. 1994 ACTION STEPS: · Provide information in City newsletter and Cable TV (radio) regarding social services already available. · Develop data base for available services and refer requests for information to appropriate agency/agencies. · Consider budget increase for newsletter, Cable TV and radio to include social service information. · Fund grant to Northwest Youth and Family Services Bureau. · Determine City's participation in construction and operation of the proposed Regional Senior Center. 1995 - 1999 ACTION STEPS: · Continue to subsidize Northwest Youth and Family Services. · Explore City programs for youth and seniors that would be financially self-reliant or subsi- dized by non-City revenues. 14 · Pursue the possibility of using empty retail spaces in the City for community use. GOAL NO. 6. Expand the City's financial self sufficiency. As a product of the State, cities are very dependent on and vulnerable to actions taken each year during the Legislative Session. A particularly sensitive area is that of funding. One-third of the General Fund for the City of Mounds View is subsidized by the State through Local Government Aid and Homestead and Agriculture Credit Aid. If these aids are reduced at all, which in the last few years has hap- pened with regularity, the City is greatly impacted. With the State being clear about their intentions for the future of state aids, it has become imperative that cities find alternative ways to fund the services they deliver. 1994 ACTION STEPS: · Develop and implement a Program Performance Budget for the 1995 budget which corre- lates cost to service and provides evaluative performance measures. · Explore feasibility of low-risk revenue generating ventures. · Research literature and contact other cities to study user and other service fees. · Develop revenue sources that are independent of property taxes and state aids. · Reevaluate financial policies and procedures and implement cost-saving practices which streamline operations but retain the service/program integrity. · Conduct an informational budget meeting on the 1995 budget prior to the budget hearing to provide an opportunity for public comment prior to the budget adoption. · Conduct cost-benefit analysis on existing and proposed City programs and services to determine criteria for funding. · Communicate City's financial status and proposed budget through the City newsletter. 1995 - 1999 ACTION STEPS: · Continue to explore non-property tax revenue sources to establish a greater degree of independence from State Aid. · Revisit Franchise Fee to determine applicability as a continuing funding source. · Explore consolidation, collaboration and cooperation efforts with surrounding communities for improved and cost effective service delivery. GOAL NO. 7 Create a redevelopment plan for Highway 10 as a community ori- ented boulevard. One of the many ideas that came out of the Focus 2000 project was the creation of a Highway 10 Task Force to study the feasibility of turning this highway into a more user friendly, community-oriented boulevard. One major barrier to any alteration from the existing situation is lack of local control. Currently the State has jurisdiction over this Highway, but it is expected to be turned back to the local units of govern- ment in the next decade. Local control would afford the City the opportunity to take the necessary action to create the type of boulevard desired by the commu- nity. It is in the City's best interests to plan for the time when Highway 10 will be within the City's jurisdiction and take a pro-active role in deciding the future of Highway 10. 1994 ACTION STEPS: Create a Highway 10 Redevelopment Task Force or related task force under the Economic Development Authority to develop a long range strategic plan for the redevelopment of Highway 10. · Complete an inventory of properties on Highway 10, noting zoning, use, activity and prop- erty condition. · Evaluate long and short term uses and recommend changes. · Evaluate use of professional redevelopment consultant for Highway 10 Corridor Study and Plan Development. 1995 - 1999 ACTION STEPS: · Develop Highway 10 Redevelopment Plan as per Highway 10 Task Force proposal and Economic Development Authority directive. · Examine infrastructure compatibility with proposed plan and determine costs associated with design concepts. · Seek grant money for implementation of plans. · Determine implementation timeframe and funding source for Highway 10 Redevelopment Plan. Communicate to stakeholders via printed and cable media, public meetings, and special mailings, the process by which the Redevelopment Plan is developed and implemented. Complete inventory of all non-conforming land uses along the Highway 10 Corridor for potential amortization. Examine streetscape trends and "downtown" rehabilitation plans implemented in other cities. 1 s · Complete input of all relevant land use data on Geographic Information System. · Develop timeframe for the total amortization of all non-conforming land uses along High- way 10 Corridor. GOAL NO. 8 Continue to participate in cooperative efforts with both public and pri- vate organizations to ensure quality and efficient delivery of City services. The City of Mounds View has a rich history of participating in all forms of cooperative arrangements with other public jurisdictions as well as private entities. This is done in an effort to improve the quality of services offered to members of the community, but also to do so in the most cost effective manner possible. 1994 ACTION STEPS: · Update and publicize the current list of cooperative arrangements with all units of govern- ment and private sector enterprises. · Develop a targeted list of current and potential partnership efforts. ~en ~nship with school"d~strict~ churches, civic organizations and all other eom- munity partners. · Expand leadership roles of Council, Staff and Advisory Commissions in Metro area organi- zations. · Continue to pursue joint power opportunities with other communities. · Initiate bi-annual meetings with Commissions and Task Forces. · Circulate Commission and Task Force meeting minutes to other Commissions and Task Forces. · Amend agenda to provide for formal acceptance of Commissions/Task Forces meeting minutes. · Explore membership with North Metro Mayors. Regularly review procedures and practices with an eye toward streamlining, simplifying and lowering the cost of the delivery of each service while maintaining quality and level of service. 1995-1999 ACTION STEPS: · Continue to pursue cost-effective partnerships with surrounding communities, governing bodies and community groups to provide desired services and learning opportunities. 17 · Continue to explore privatization and contract services where applicable and cost-effective. · Investigate merging and sharing additional services with surrounding communities. · Develop legislative agenda to present to Mounds View legislators to proactively lobby for the City's interests. GOAL NO. 9 Develop a program for nuisance abatement and code enforcement to improve neighborhood appearance. Another of the outcomes of the Focus 2000 project was a clear mandate from the community that they want stronger enforce- ment of the City codes in order to improve the aesthetic appearance of the City. As a result, a commitment was made by the City Council to proactively enforce the municipal code by expanding an existing position whose primary responsibili- ties would be that of code enforcement. 'l 1994 ACTION STEPS: · Restructure Recycling Coordinator position to include duties that will be primarily code enforcement. · Solicit input from other communities regarding codes already being utilized. · Conduct a survey on existing nuisance problems to gauge receptiveness of the community regarding stronger codes. · Draft and adopt a strong, enforceable nuisance ordinance. · Coordinate enactment of new nuisance ordinance with City subsidized Clean-up Day. · Develop an integrated (Police/Public Works/Parks and Recreation) program for nuisance abatement and code enforcement to improve City appearance. · Involve businesses and residents in a cooperative approach to a community-wide clean-up program. 1995 - 1999 ACTION STEPS: · Establish computer tracking system for code violations. · Provide for future Clean-up Day activities. · Provide coordination for volunteer groups and activities within the City such as adopt-a- highway, adopt-a-park, and clean-up day. 18 · Pursue grants and matching funds for improvements to public areas such as parks and trailways. · Create incentive award programs for neighborhood appearance and improvements. GOAL NO. I 0 Continue effective communication with all City customers. Regular, accurate information from the City to its Stakeholders is mandatory to insure good government. Another clear message that was received from the participants of Focus 2000 was that they want more information from the City. There are many communication vehicles used to disseminate information. One of the most far reaching methods is the City newsletter. It is the primary vehicle of communication from the City to the Stakeholders with over 85% readership rate. The City newsletter has taken great strides in the past couple of years, becoming a valuable information source to all Stakeholders in the City. Other methods of disseminating information are Cable TV, utilizing different programming features, City , Council and other meetings, the local newspapers and the City Hall sign board. 1994 ACTION STEPS: · Provide information in newsletter and Cable TV regarding social services currently avail- able. · Expand use of cable broadcasting by adding more features to the "View from the Mound." · Broadcast Commission agendas on Cable TV. · Direct Editorial Board to solicit articles from various groups such as renters and seniors. Expand newsletter content to address issues in greater depth, continue to announce long term issues in newsletter, and continue doing supplemental newsletters for timely commu- nication of issues. 1995 - 1999 ACTION STEPS: · Increase budget for improved communication coverage. · Explore possibility of operating City-owned radio station to broadcast agendas, park pro- grams, and sewer/watermain breaks. · Explore idea of town informational meetings or traveling City Council meetings. · Establish community bulletin boards. · Study the feasibility of electronic information kiosks. Pursue implementation of electronic and telecommunications vehicles that are reasonable, beneficial and affordable. 19 GOAL NO. I I Create and implement an Economic Development Program. The Business Climate Action Statements of the Focus 2000 Report placed a high emphasis on improving the business climate both to retain existing businesses and attract new companies to the City. Included in these action statements is the creation of the Economic Development Commis- sion, development of incentives, review of current regulations, and facilitation of strategic alliances between businesses. To coordinate these efforts, an Eco- nomic Development Coordinator was hired in April, 1994, to implement the program. As part of the program, an Economic Development Authority was created with the City Council serving as the governing board. The rehabilitation of housing stock and redevelopment of the City's main thoroughfares will be the focus of the plan. These actions will enhance the competitiveness of the area and successfully retain and attract businesses and job opportunities. 1994 ACTION STEPS: · Establish Economic Development Commission under the Economic Development Author- ity. · Pool all Tax Increment Finance Districts into a project area. · Develop a business recruitment and retention program. · Develop incentives for business development. · Develop a Mounds View demographic profile. · Develop a business directory. · Identify targeted industries for each use: retail, commercial/industrial. · Work with Marketing Task Force to develop materials to support economic development program. · Develop direct mail/door to door campaign for the retention and attraction of quality businesses. · Conduct an extensive survey of Mounds View businesses and participate in company inter- views. 1995 - 1999 ACTION STEPS: · Evaluate and implement recommendations gathered from the business retention and development survey of businesses. 2O · Implement development proposals to attract and retain quality businesses with the guid- ance and approval of the EDA. · Coordinate and complete the development of existing projects including Silver Lake Point Housing Project, Multi-Tech, C.G. Hill, and completion of Mounds View Business Park. · Develop landscape and design standards for future commercial/industrial developments. · Coordinate and complete the development of existing commercial/industrial space and undeveloped land in Mounds View. GOAL NO. 12. Develop and nurture neighborhoods which contribute to a spirit of community. Offering clean, safe and affordable housing promotes desirable neighborhoods that are an invaluable asset to a community. Cities with these kind of neighborhoods draw people to live and recreate in them. Achieving these results is accomplished by fostering a positive environment to motivate people to care for their property and to encourage others to do the same. This can be done by creating a sense of pride in the history of a City and acknowledgment and support that a neighborhood is a collection of people who share experiences, goals, value systems and a common belief that being part of a community has value. 1994 ACTION STEPS: · Create a Mounds View Historical Society to begin the historical review of the City. · Reestablish Mounds View Welcome Wagon program. 1995 - 1999 ACTION STEPS: · Work on development of program for the amortization of non-conforming land uses. · Write, publish, and distribute a History of Mounds View to be unveiled at a Festival in the Park celebration. · Identify the unique qualities of our neighborhoods and develop strategies for promoting neighborhood pride through celebrations and special activities. · Pursue the purchase or coordination of Holiday Celebration decorations throughout the City. · Reactivate a Neighborhood Watch Program. · Continue to make each neighborhood a unique, quality and safe place to live. REVIEWAND UPDATE OF 1993 GOALS GOAL NO. I Develop and implement a Community-Driven Visioning Process to actively involve community stakeholders, of all ages, in the City's Long Range Planning Process. STATUS At the March 1993 Council/Staff Strategic Planning Session, the Mounds View City Council and staff expressed a desire to determine if their vision of the future of the City is consistent with what the community envisions for the future of the City. To better evaluate this, four questions were asked: · Are the City Council and Staff effective in anticipating issues that affect the community? · Are the City Council and Staff effectively and efficiently solving these problems? · Are the City Council and Staff effective in setting community direction and goals? · Is the vision that City Council and Staff hold the same as the vision held by the community? As a result of this introspection and a desire to know the feelings of the community, Focus 2000 was created. This project was designed as a City-wide, community-driven visioning pro- cess to provide stakeholders with an opportunity to help shape the future of the City. The sequence of events that took place in 1993 and early 1994 are: · In April, Children from area schools participated in a name the process contest, creating the FOCUS 2000 name. · Two public forums were held in July where over 100 people participated by sharing their views, ideas and concerns for the future of the City. In August, three Issue Project Teams were created to study the list of issues identified at the forums. The three Issue Project Teams that were formed were: City Government; Housing and Neighborhoods; and Business, Growth and Development. · These Issue Groups met from September to December. · By the end of 1993, each Issue Project Team had completed the draft report of recom- mended action steps which were submitted to the City Council for consideration. · Each Study Group presented their report to the public at a third forum held in January. · The final report, which incorporated feedback from the public forums, was presented to the Council in March, 1994. · The final report was reviewed at the annual Council/Staff Strategic Planning Session in April. Since then, staff has been implementing those action steps for 1994 as directed by the Council. Some examples of action already taken include the creation of an economic development authority, hire of an economic development coordinator, reestablishment of a Spring cleanup day, improved communications of issues by better utilizing Cable TV and the City newsletter, and hire a Housing Intern to perform a housing stock analysis. GOAL NO. 2 Pursue the development and implementation of Municipal Golf Course and Leisure Recre- ational Operations and Facilities which will provide recreational opportunities that promote and maintain financial self-reliance. STATUS After being a dream for a number of years, 1993 saw the City finalize plans for the construction of a municipal golf course. Actions taken in 1993 by the Golf Course Task Force and the City Council include: · Market analysis was proposed to determine the feasibility of the Golf Course. · Concept designs were presented by various architecture firms. · Market analysis was completed and presented for consideration. · Land for golf course site was pursued and acquired. · Volunteer clean up of golf course site was completed. · William, Gill & Associates were selected as golf course architects. This goal has been revised as Goal No. 1 in the Focus 2000 Implementation Plan. GOAL NO. 3 Rehabilitate City Hall as a functional, attractive visual focus for the entire community. STATUS In the Fall of 1993, ground breaking for the long awaited Mounds View City Hall expansion and remodeling project took place. Some of the work on this project that was completed in 1993 includes: · Clearing and grubbing of site for addition. · Footings dug and foundation poured. · Exterior block walls were erected. · Roofing was completed. Entire new area was enclosed. · Construction of interior walls started. As an end result of this construction, the City Hall building is in compliance with the Americans with Disabilities Act, visually pleasing, and more efficient and functional for daily business. GOAL NO. 4 Develop a system of operations to improve, expand and enhance the City's infrastructure, parks and City-owned open space. STATUS The following actions were taken in 1993: Completed computerized inventory of City infrastructure such as streets, and water and sewer mains. · Improved surface water management through the implementation of the Surface Water Management Utility. · Identified maintenance project for 1994 surface water drainage system. · Purchased jet rodder to more efficiently clean sanitary sewers. · Initiated construction of water treatment plants to improve water quality. · Reconstructed and upgraded utilities for the Long Lake Road project. · Implemented pavement management program to more effectively provide preventative maintenance on City streets. · Completed reports for recovery of Minnesota State Aid (MSA) street construction funds. · Worked jointly with other local units of government on the reconstruction of Pleasant View Drive. Paved trailway at Silver View Park. 24 · Installed a nine hole disc golf course at Silver View Park. · Paved the rink at Hillview Park for rollerblading activity. · Installed a new playground installation at Lambert Park. · Paved parking lot at Random Park. The future of this goal can be found in the Focus 2000 Implementation Plan under Goal No. 3. GOAL NO. $ Explore mechanisms to provide for the rehabilitation of existing housing stock. STATUS The 1993 budget process approved the hire of a Housing Intern in 1994 to perform a year long study of the housing stock in the City. The analysis will provide the City with an inventory of the current housing conditions in the City. Actions taken in 1993 to achieve this goal were: · Approved funding for the hire of a Housing Intern. · Began to research Housing Inspection and Rehabilitation Programs of other cities. This goal is revisited in the Focus 2000 Implementation Plan as Goal No. 4. GOAL NO. 6 Establish and Maintain marketing program to create and promote an enhanced image for Mounds View. STATUS The Focus 2000 project participants expressed the need to improve the City's image and to do this through a marketing program. Some of the actions taken in 1993 to achieve this goal were: · Provided funding for the hire of an Economic Development Coordinator to pursue pro- grams of business retention, recruitment, and expansion of the City's tax base. These activities will be partly achieved by aggressively marketing the City as an excellent commu- nity in which to work and live. · Enhanced the appearance and content of the City Newsletter. The future action steps for this goal can be found in Focus 2000 Implementation Plan Goal No. 2. GOAL NO. 7 Pursue the feasibility of establishing community center services. STATUS The City has recognized residents of Mounds View have a need for social services. To address this need, the following actions were taken in 1993: · Established a Senior Center Task Force to study and explore the possibility of a Regional Senior Center. · Provided funding the Northwest Youth and Family Services Center. The future of this goal is addressed in Focus 2000 Implementation Plan Goal No. 5. GOAL NO. 8 Development of a plan for financial self-sufficiency in the development and management of the City. STATUS Over the past couple of years, the City of Mounds View has been pursuing alternative methods of funding city services that are consistent with what is needed and used. Basing fees on how much one uses is more fair and equitable to all users of that service. In 1993, the City Council took action in support of this philosophy by: · Initiating the Surface Water Management Utility. · Reestablishing the Street Light Utility. This goal is revisited in Focus 2000 Implementation Plan Goal No. 6. GOAL NO. 9 Develop a strategic plan to create a total community multi-modal transportation network incorporating Highway 10 into a community-oriented boulevard. STATUS The development and aesthetics of Highway 10 has been discussed for several years. To begin taking action to assure a pleasing, usable corridor in 1993, the following steps were taken: · Application was submitted to partially pay for a pedestrian bridge over Highway 10. · Discussion of the future of Highway 10 took place during Focus 2000 study group meetings resulting in the recognition to study the development of Highway 10 as evidenced by Focus 2000 Implementation Plan Goal No. 7. GOAL NO. I 0 Participate in continued cooperative and intergovernmental organizations, when appropriate, to ensure quality and efficient service delivery. STATUS In 1993, as in past years, the City of Mounds View participated in numerous cooperative arrangements with other public bodies and private organizations. This effort, as described in Focus 2000 Implementation Plan Goal No. 8, will continue into the future to maintain the highest quality of services in the most cost effective manner possible. 27 '- Page 2 Willmar Community Vision 2020 Letter to the Willmar Community participants in the Willmar Community Vision 2020 process desired a plan to follow in order :to meet the challenges of the future for the Greater Willmar Area. A steering committee invited representatives from the Willmar City Council and administration, Kandiyohi County Commissioners and administration, Willmar School Board and administration, Willmar Area Chamber of Commerce, and the Willmar Community at large to begin establishing the Vision . 2020 project. Recognizing that the Willmar Area Community is a progressive and thriving community, these ~articipants gathered to develop a twenty-year vision and leadership plan for the Greater Willmar Pa'ea. The project was designed to provide guidance to key governmental, educational, less and community leadership entities in identifying the critical/strategic issues that must be :addressed through decisive leadership goals, strategies and action items. In order to attain a col- ~ve vision for moving forward, the group established proposed long-range goals, crafted ideas ~porting management action plans, and defined desired post-workshop activities. vision statement was created to provide a direction to identify a view of what the future can be the Greater Willmar Area. The vision statement is such that any government entity, business, · ~,ation can connect with its essence. To be sure, it will take the combined efforts of tany for the Willmar Area Community to be a premier Regional Center in Greater Minnesota. project also contains long-range goals that are designed as a framework to provide ample : Opportunity to which organizations can connect. Each individual organization can look to these -range goals and then determine how best to contribute to their accomplishment. ~e steering committee for this project will remain intact in order to coordinate and facilitate ::ii efforts to keep the visioning process alive. Hopefully, interested participants will continue the ::;! dialogue in each goal area and communicate their thoughts to the community at large. The "';Steering committee and interested participants will work to sponsor presentations that will pro- :Vide additional information and insight that should enable the goals to move forward and the vision to be realized. '.::Participants in the Willmar Community Vision 2020 project traveled twenty years into the future in order to visualize what the community might look like. Returning to the present, the group ifocused on goals and strategies needed to accomplish the collective vision. Now, people are encouraged to become a part of the community team working to indeed make the Willmar Area Community the premier regional center in Greater Minnesota. We invite everyone to join us on this exciting journey! Willmar Community Vision 2020 Steering Committee: Chair Ken Warner, Willmar Area Chamber of Commerce Kathy Leedom, Willmar Public Schools Greg Hilding, Bremer Bank/Government Action Committee Jeff Danielson, Kandiyohi Abstract Company/Government Action Committee Darrold Williams, Willmar Public Schools Schmit, City of Willmar ~ne Thompson, Kandiyohi County :hard Larson, Kandiyohi County Bob Dols, Northern States Supply ~,uth Newman, West Central Tribune .:i :Gar), McDowell, Family Practice Medical Center Mayor Les Heitke Willmar Community Vision 2020 7he vision of the Willmar Area Community is to be a premier regional center in greater dinnesota. Our Challenge .'he roadmap leading' to the future recognizes the need for aligning community energies and resources in order to ~reserve and enhance quality of life issues. The Willmar Area Community is a fluid concept that refers to geograph- cal areas which are brought together in order to accomplish common goals and address shared interests. Our !uture is predicated on continuously developing new and improved standards of excellence that position our commu- fity to respond to the challenges ahead. Vision Elements Fhe vision elements represent the critical or strategic factors that must be addressed by decisive leadership perspec- tive and a community-wide effort if we are to achieve the future it desires in the year 2020. The ten vision elements are: 1. 2. 3. Infrastructure Transportation Healthcare 4. Telecommunications 5. Population Growth 6. Integrated (Government) Services 7. Economic Strength 8. Multicultural Population 9. Education Systems 10. Positive (Community) Image ....... ............. ~. ~ ~ i, :~!~.~.~!~ ' ~SION STATEMENT: 2020 The Willmar Area Communi~ will plan for, construct, and mainta~ qualiff inpas~ucture that is safe, agordable, environ mentally sound, aesthetically pleasing, and allows for managed growth. Long Range Goals 1. ~oal: Ensure the maintenance and reconstruction of the Community's current infrastructure. a. Rationale: The Willmar Community and its various jurisdictions have a major investment in their current infra- structure systems, which must be maintained and reconstructed to preserve its benefit to all citizens and users. b. Strategy: Investigate alternative methods and procedures for achieving required maintenance and reconstruction. c. Five-Year Objectives: Evaluate current infrastructure conditions and make specific recommendations to ensure the infrastructure maintenance and reconstruction. Seek to develop methods for reconstruction and maintenance, which will reduce future expenditures for maintenance and can guarantee uninterrupted services. Engage the users and various tax jurisdictions within the Willmar Community in creating appropriate solutions for maintenance and reconstruction of the Community% current infrastructure. d. Key Action/Implementation Steps: Establish a planning process that can be used to identify and prioritize infrastructure needs that need to be met by the Year 2005. e. Critical Players: Willmar City Council Kandiyohi County Commissioners Utilities School Board Il. 6oal: Anticipate future infrastructure needs so that. projected growth of the Willmar Community can be supported effectively. Page 3 Page 4 Willmar Community Vision 2020 a. Rationale: Without adequate infrastructure, community growth will be limited and the potential for economic vitality will be reduced. It is essential to the community to plan for meeting the future infrastructure needs of the commercial, residential, and industrial users so that opportunities for community, growth can be realized and supported. b. Strategy: Define the communi~'s infrastructure needs and create a multi-jurisdictional plan for fulfilling those needs. c. Five-Year Objective: Identify the commercial, residential, and industrial land users that are likely to be in the Willmar Community by the Year 2005 and their required infrastructure needs. d. Key Action/Implementation Steps: Involve all taxing jurisdictions within the Willmar Community in the process. Establish a planning process that can be used to identify and prioritize infrastructure needs that need to be met by the Year 2005. Eliminate anticipated legal barriers and other constraints to interjurisdictional planning. Complete a five-year multi-jurisdictional plan by the Year 2002 for implementation by Year 2005. e. Critical Players: All taxing jurisdictions Key users Payers To sign up to serve on the Vision Element Committee or to get involved in this process, please call (320) 235-0300 or email info@seeyouinwillmar.com VISION STATEMENT: 2020 The Willmar ~ea Communi~ will have a transportation system that hcilitates and strengthens its economic vitality and effectively moves people to and ~om required destinations. Long Range Goals 1. Goal: Develop four-lane access to Interstate 94. a. Rationale: Reduce the transportation time between Willmar and the Twin-Cities area. b. Strategy: The effective resolution of all local issues and concerns related to developing the four-lane access to 1-94. c. Five-Year Objective: Obtain the legislative funding necessa~ to construct the four-lane access. d. eo Key Action/Implementation Steps: Lobby the State Legislature and other appropriate agencies fo'r transportation funding. Education of the communi~ as to the need for and benefits derived from the four-lane access. Critical Players: Local government entities The Minnesota Department of Transportation (MnDOT) Business community Goal: Relocate and upgrade the current airport so it can accommodate the Community's needs for general aviation. a. Rationale: It is essential to expand the existing airport to accommodate general aviation needs so that it provides up-to-date transportation and Corporate, Commuter, Air Freight and Just-in-Time Services. Additionally, the increased usage of the airport will contribute to the Community's economic vitality in addition to providing additional safety and increased usage. b. Strategy: Obtain necessary funding through Federal and State agencies. c. Five-Year Objective: Complete relocation of the airport. d. Key Action/Implementation Steps: Complete final planning for the airport. Obtain necessary funding from Federal and State agencies. Construct the airport. Critical Players: ' The City of Willmar Airport Commission Minnesota Department of Transportation (MnDOT) Federal Aviation Administration (FAA) Willmar Community Vision 2020 3.Goal: Completion of Local Bypass a. Rational: The Bypass will address community safety concerns and issues by diverting local traffic. b. Strategies: Monitor MnDOT% activity to ensure that the Bypass is completed on schedule. c. Five-Year Objective: Complete the 71-23 Bypass (North and South). d. Key Action/Implementation Steps: Continue City and County. working with MnDOT to ensure completion of this Bypass. e. Critical Players: City of Willmar Kandiyohi County Minnesota Department of Transportation (MnDOT) 4. Goal: a. b. C. do Ensure the availability of an efficient local transit system. Rationale: It is necessary to provide mobility for all citizens in the Willmar community. Strategy: Develop creative approaches to encouraging the use of local transit throughout the Community. Five-Year Objective: Evaluate the efficiency and benefits of a local transit system and market the concept to the community to gain its support and the usage of the system once constructed. Key Action/Implementation Step: Monitor usage of KAT Critical Players: Transportation users Community and governmental agencies Minnesota Department of Transportation (MnDOT) Joint powers 5. Goal: Implement additional transportation systems in include people movers, light rail, commuter rail and a four- lane access to 1-90. a. Rationale: The Willmar Community must have increased choice in efficient transportation systems. b. Strategy: Sponsor a forum, which would include Santa Fe Railroad and commuter rail representatives to up-date the community, on their transportation progress. Develop four-lane access from 1-90 to Willmar. sign up to serve on the Vision Element Committee or to gel involved in this process, please call (320) 235-0300 or email info@seeyouinwillmar.com Page 5 - VISION STATEMENT: 2020 The Willmar Area Community will be the hub for a coordinated regional healthcare system of choice serving West Central Minnesota. Long Range Goals 1. Goal: Provide quality services that users need and expect, and are willing and able to pay for. 2. Goal: Ensure access through: a. Availability of: Services (expanding) Providers Trained Staff (technical, non-technical and support) b. Transportation c. Technology d. Payment for services 'Page 6 Willmar Community Vision 2020 e. Facilities and Infrastructure 3. Goal: Affect legislative change to: Define expectations of care Achieve equity in reimbursement for ~ervices Affordable medications Atate-to-state parity in Medicare and Medicaid a. Five-Year Plan for Achieving Above Goals: Develop an active healthcare task force for the Willmar Cornmunity. Improve community education on healthcare issues. Develop a collaborative effort for improving the community's healthy environment. Achieve increased involvement in health legislation affecting the provision of health services to the Willmar Community. Expand personal education and responsibility for care-provided, needed, lifestyle issues Expand KAT b. Key Action/Implementation Steps: (1)Establish healthcare task force. (2)Increase programs at Ridgewater for healthcare employment education. (3)Continue user services surveys. (4)Support and encourage expansion of technology services/KandiLink. (5)Develop access for medical wellness/preventative education for community. (6)Become more involved in appropriate government action to achieve community's healthcare related goals. c. Critical Players: Users of services Government (local, state, federal) 14 Counties in the West Central Minnesota area Business and industry Insurance industry To sign up to serve on the Vision Element Committee or to get involved in this process, please call (320) 235-0300 or emaiI infoCwseeyouinwillmar.con VISION STATEMENT: 2020 The Willmar Area Community will encourage the development and maintenance of state-of-the-art telecotnmunications services that meet our citizens needs and keeps our businesses competitive. Long Range Goals: 1. Goal: Appoint KandiLink to be the telecommunication overseer for the Willmar Area Community. a. Website b. Advocacy c. Lobbying d. Funding mechanism 2. Goal: Educate the community relative to its telecommunication needs and options. a. WRAC - 8 b. Community education c. Website d. Video e. Identify available resources f. Establish regional alliances for education purposes 3. Goal: Identify needs of community telecommunication users including 911, and redundant long distance, high speed data and video, and other services. a. Business b. Private c. Schools d. Government Willmar Community Vision 2020 4. Go~li: Establish reasonable public policy to encourage competitive telecommunications services. '~. Right-of-way policies b. Local ownership c. Revise the Willmar City Charter and City codes d. Maintain relationships with elected officials and regulatory agencies Note: Time constraints precluded expanding the elements listed above into the appropriate format for the strategic plan. This will need to be done as a follow-up action. 5. Goal: Maintain working relationships with all telecommunication providers. a. Providers to include but not limited to: Local and long distance providers Networ ~king service providers Internet Cable Broad band Any other service providers that come to be in the future b. To encourage two way communication between users and providers. Page 7 To sign up to serve on the Vision Element Committee or to get involved in this process, please call (320) 235-0300 or email info@seeyouinwillmar.com ~SION STATEMENT: 2020 The Willmar ~ea Communi~ will strive for steady growth in population while maintaining a unique quality of life. Long Range Goals Goal: Implement a collaboratively sponsored Comprehensive Land Use Plan for the Willmar area. A. Key Action/Implementation Steps: Create a task force of stakeholders. Develop and adopt a Comprehensive Plan. Implement the Comprehensive Plan. B. Critical Players: Cities Kandiyohi County Townships Citizens Goal: Retain, create and enhance recreational and leisure opportunities, including preservation and promotion of the communig"s natural environment. A. Key Action/Implementation Steps: Build the YMCA. Ensure parks and greenspace in Comprehensive Plan. Maintain nature areas. Extend Glacial Lakes Trail to downtown Willmar, Ridgewater, Sauk Trail and Sibley Park. Promote Willmar lakes area. Promote area golf courses. Ensure a "pedestrian friendly" approach to Comprehensive Land Use Plan. B. Critical Players: City County DNR Convention & Visitors Bureau Gosl: Promote a variety of housing to support the needs and desires of diverse socioeconomic groups, and leverage a spirit of community. Willmar Community Vision 2020 A. Key Actions/Implementation Steps: Survey of what's available for housing. Encourage collaboration between public and private initiatives and developers. Coordinate with Comprehensive Land Use Plan. B. Critical Players: City County HRA Contractors/Developers Landlords To sign up to serve on the Vision Element Committee or to get involved in this process, please call (320) 235-0300 or email info@seeyouinwillmar.co: VISION STATEMENT: 2020 The Willrnar Area Community governmental iurisdictions will provide integrated services in the most efficient and cost-effective manner possible. Long Range Goals: 1. Goal: Combine government services to leverage available resources. Goal: Pursue opportunities for public and private partnerships. 3. Goal: Eliminate duplication of services wherever possible. Goal: Reduce cost of government while providing efficient services. 5. Goal: Increase opportunity for citizen participation in the government process. a. Rationale: Goals 1 through 4 assure increased efficiency while Goal 5 provides an opportunity for greater citizen understanding of how government services are provided. b. Strategy: Use joint power agreements. Adopt the Willmar Community Strategic Plan by Resolution. Conduct annual strategic plan meetings to insure collaboration among governmental entities. Conduct joint meetings of financial (City, Count3,, school//HRA HEC development) officers to investigate cost effectiveness. Increase use of electronic services in addressing citizen needs. Develop local group of political strategists (coordinate with local legislative officials). Maximize existing resources, public and private, by providing information through various avenues including churches, schools, community groups, etc. c. Five-Year Objectives: Conduct an annual review of the adopted Plan. Annual review of the Wilhnar Community Strategic Plan. Conduct joint meetings among governmental entities within months after the Plan's adoption and at least tri-annually thereafter. d. Critical Players: All governmental entities involved in the Strategic Plan as represented by two designated representatives from each entity will participate in the coordination effort. , .qB. sign up, to serve on, t,he. Vision Element Commit.tee or .to get involved in this .process, pi, ease call (320), 235.-0300 or email info@seeyouinwillmar.cc Willmar Community Vision 2020 VISION STATEMENT: 2020 The Willmar Area Community will be an economically sound and business~friendly community emphasizfl~g the need to retain and expand current and new businesses as the base for economic strength and employment growth. Page9 - Long Range Goals: Goal: Recruit new industries to diversify the community's economic base. ao Rationale: A strong economic base is absolutely essential to make the Willmar Community vibrant and to provide high-quality job opportunities. b. Strategy: Establish a unified Economic Development Plan and Agency for the Willmar Community. Five-Year Objective: Have a single, coordinated Willmar Community Economic Development Plan in place. Key Action/Implementation Steps: Combine City and County economic development activities. Provide for high-speed telecommunications within the community through public and private partnerships. Create a framework plan for new business development. Create a Marketing Plan to attract new businesses to the Willmar Community. ~ Sponsor State Demographer (Tom Gillaspy) forum. Critical Players: Kandiyohi County Economic Development Program City of Willmar Chamber of Commerce Financial Institutions 2. Goal: Recruit, develop, and maintain a productive labor force. a. Key Action/Implementation Steps: Ensure local students know what opportunities are here for employment ("grow your own"). Conduct showcase employment opportunities, job fairs, school and work partnerships, internships, and Internet sites. Implement Marketing Plan (see Vision element No. 10). Goal: Create an attitude of support in government and the community for development and expansion. Key Action/Implementation Steps: Educate elected and staff officials on business expansion issues. Implement semi-annual business and government round table discussions. Develop communications tools for greater public understanding of business impact on the community's future. 4. Goal: Streamline the community business expansion process. a. Rationale: Provide an easier way to expand business. b. Strategy: Create a one-stop process for new and expanding business. To sign up to serve on the Vision Element Committee or to get involved in this process, please call (320) 235-0300 or email info@seeyouinwi]imar.com Page l0 Willmar CommunitY Vision 2020 VISION STATEMENT: 2020 The Willmar Area Community represents a multicultural population that will aspire to live and work together in harmony through public awareness and appreciation of cultural differences. Long Range Goals: 1. Goal: Achieve a community where all its members can reach their full potential. a. Rationale: The ¥itality of our community depends on the maximum participation of all its members. b. Five-Year Objective: The City of Willmar will develop a complete community resource library housed at the Public Library building. c. Key Action/Implementation Steps: Contact groups providing all type of services i.e., volunteer groups, businesses, Chamber of Commerce, yellow pages, public services, recreational and park service, family services, school, etc. Invite them to participate and commit to providing updated information and replenishing pamphlets, maps, etc., describing their services. Develop database with all the information and make it available at a website. A resource person, possibly bilingual, will be hired to facilitate database information and provide help. ~. Goal: Promote interaction between diverse community members (different age groups, people with disabilities, various cultures, etc.). a. Rationale: It is necessary Ko promote understanding and inclusion of all the community's members. b. Key Action/Implementation Steps: Formation of a diverse community action committee, sponsored by the City to promote innovative methods of interaction. Community Action Committee, working with the City Council, will assess and prioritize "interaction" needs. 3. Goal: Build upon existing cultural activities and groups. a. Key Action/Implementation Steps: Celebration of cultural activities. b. Critical Players: Community leaders within the various cultural groups Pact 4 First Call Businesses Churches Schools Service Providers: Family Services. Park and Recreational Services Steering Committee Ultimate all of the communit~ To sign up to serve on the Vision Element Commmee or to get involved in this process, please call (320) 235-0300 or email info@seeyouinwillmar.com VISION STATEMENT: 2020 The Willmar Area Community will continue to strive for and support world-class education systems that emphasize the importance of life-long learning. Long Range Goals: 1. GOal: Create a Pre K-12 educational program that is based on. a.dyancing ,all,students tow, ar, ds their m~_a~i~'vmi.~nc~)~ce~iaa~d Provide opportunities for all students to be well-groundecl in accepted, core vmowleoge areas, fro options that allow all students to build on gifts, talents, and interests. ~. ~o~1~: Provide quality college transfer, technical and customized educational opportunities that prepare students for future academic and professional success. Provide student life activities and student services that maximize student success. Cultivate and enhance partnerships that leverage resources for student success. Page 11 3. Goal: 4. -Goal: 5. Goal: Research, identify, and implement best practices and benchmarking. Willmar Community Vision 2020 Continue, identify, and implement partnerships between schools and other levels of government and private institutions. Continue current and seek opportunities for new partnerships. Create a system of customized training and continuing education to meet the needs of the existing and prospective work force. a. Key Action/Implementation Steps: Identify needs Work with G.O.I.N.G. Places 6. Goal: Continue.e. xpansion of technology in delivering education and training opportumt~es. Internet Interactive TV Help Desk Access four-year degree options. Goal: Institute Marketing Plan to attract students, public and private at alllevels. Develop materials Communicate Cooperate aG Key Action/Implementation ideas pertaining to the above listed Goals. Recruit new teachers, including teachers of color, to address teacher shortage: Part-time, retirees, and community members "Grow our own" Marketing Plan Improve starting salaries Consider alternative school calendar year Parent task force Review existing models To sign up to serve on the Vision Element Committee or to get invo'lved in this process, please call (320) 235-0300 or email info@seeyouinwillmar.com 'VISION STATEMENT: 2020 The Willmar Area Community will portray a strong positive image as a place to live, work, play, and do business. Long Range Goals 1. Goal: 2. Goal: Encourage the Community Marketing Coalition to develop and carry out the Marketing Plan - visit communities that are successful. Encourage the Willmar local newspaper and radio stations to have continuous positive stories and photos. Complete week]), community calendars of events Encourage the Chamber of Commerce to: Goal: a. Provide customer service training through college, chamber and to employees or through employers. b. Enhance community amenities such as YMCA, Aquatic Center track to walk c. Develop events that emphasize a positive image theme d. Complete weekly community calendars of events Goal: Encourage the development and maintenance of willmar.com as a community information center. ~ a. Community linkage to the site. Goal: Expand community support of, and involvement in, crime prevention programs. a. Rationale: Effective public safety and crime prevention involving community of law e~fforcement agencies, appropriate judicial accountability and rehabilitation programs, and active citizen involvement in contributing to the safety of their own community and neighborhoods. b. Five-Year Objective: Support current programs that actively encourage people becoming involved in crime prevention programs. c. Critical Players: POW Leadership Crimestoppers Leadership PACT 4 To sign up to serve on the Vision Element Commitlee or to get involved in this process, please call (320) 235~0300 or email info@seeyouinwillmar.com Page12 Community Vision 2020 Vision Elements: The vision elements represent the critical or strategic factors that must be addressed by decisive leadership perspective and a community-wide effort if we are to achieve the future it desires in the year 2020. The ten vision elements are: 1. Infrastructure 6. Integrated {Government) Services 2. Transportation 7. Economic Strength 3. Healthcare 8. Multicultural Population 4. Telecommunications 9. Education Systems 5. Population Growth 10. Positive (Community) Image Infrastructure VISION STATEMENT: 2020 The Willmar Area Community will plan for, constn~ct and main- tain quality infrastructure that is safe, affordable, environmentally sound, aesthetically pleasing and allows for managed growth. Transportation VISION STATEMENT: 2020 The Willmar Area Community will have a transportation system that facilitates and strengthens its economic vitality and effectively moves people to and from required destinations. Healthcare VISION STATEMENT: 2020 The Willmar Area Community will be the hub for a coordinated regional healthcare system of choice serving West Central Minnesota. Telecommunications VISION STATEMENT: 2020 The Willmar Area Community will encourage the development and maintenance of state-of-the-art telecommunications services that meet our citizens needs and keeps our businesses competitive. Population Growth VISION STATEMENT: 2020 The Willmar Area Community will strive for stead), growth in population while maintaining a unique quality of life. Integrated Services VIS1ON STATEMENT: 2020 The Willmar Area Community governmental jurisdictions will provide integrated services in the most efficient and cost-effective manner possible. Economic Strength VISION STATEMENT: 2020 The Willmar Area Community will be an economically sound and business-friendly community emphasizing the need to retain and expand current and new businesses as the base for economic strength and employ- ment growth. Multicultural Population VISION STATEMENT: 2020 The Willmar ~Area Community represents a multicultural popula- tion that will aspire to live and work together in harmony through public awareness and appreciation of cultural differences. Education Systems VISION STATEMENT: 2020 The Willmar Area Community will continue to strive for and sup- port world-class edocation systems that emphasize the importance of life- long learning. Positive Image VISION STATEMENT: 2020 The Willmar .Area Community' will portray a strong positive image as a place to live, work, play and do business. To sign up to serve on the Vision Element Committee or to get im,olved in this process, please call (320) 235-0300 or email info(.~'setzyouinwillmar.com Working Definitions - Vision to Action Steps The basis of planning strategically: There has never been an instance in the history of hmnanity when the future did not come. Because the future always comes, there are only two choices: 1. Wait for things to happen. 2. Work strategically to make desired things happen Organizational Strategic Vision: desired furore for co~mnunity; agreement as to the destination/make-up ~.~~ of the City of Elk River as viewed by the City Council. The Vision answers two questions: (1) What will be different in Elk River over the next (state number of years) because of actiOns/plans taken by the City Council and staff? and (2) What role will the City Council and staff play in creating that difference? The Vision is the basis for goal setting and performance planning. The vision contained in the pending Comprehensive Plan is certainly a credible starting point for a city vision, or the Council may wish to create its own vision. Two examples of vision elements: "A wide spectrum of quality housing is available to meet resident's housing needs through all stages of life. City govermnent, businesses and local institutions work together to ensure there is a range of financial and structural choices in housing". St Louis Park Vision Statement 2020: The Willmar Area Community will have a transportation system that facilitates and strengthens its economic vitality and effectively moves people to and from required destinations. Community Visioning Process: is a process by which community members envision the COlmnunity's desired future. It is a process of actively exploring and anticipating the future and the challenges to be addressed. It also is a means of developing consensus witlfin the cmmnunity as to where the cormnunity is heading. Community Strategic Vision: desired future for co~mmmity; agreement as to the desired destination/make-up of Elk River as viewed by COlmnumty stakeholders. Also answers the two questions listed above. Community Mission Statement: a brief statement that defines who we are by stating who we serve, and how. City of Becker: "Becker is a growing city ideally located between the Twin Cities metropolitan area and the northern Minnesota lake region. Through the efforts of the City, our schools, and involved citizens, we strive to meet the educational and social needs of all residents with special consideration to the development of our young people. We prudently manage our resources and provide the highest quality of services to our residents. The community is proud to have maintained the character of a small town but continues to look towards the future." City of Plymouth Employees: "Our mission is to make Plymouth a vibrant co~mmmity in wlfich to live and work. We are an innovative, professional team working to provide outstanding service that inspires confidence and trust." Core Values: statements of belief by wlfich the vision, missions, plans, strategies, outcomes are judged. Are these the best outcomes etc when viewed in light of the values of the City Council? Examples: stewardslfip, fiscal responsibility, honesty, efficiency, respect. Critical Issue Identification: problems/challenges that must be resolved if the City is to be successful (aclfieve its vision) in the future. Although many issues often surface, it is important to take the time to narrow the list to a few key issues Where successful resolution is critical. Goals and Action Steps: Goals (sometimes called outcomes) are specific changes required to make a difference per a specific critical issue. A goal might be to reduce juvenile crime statistics by a5% in 2004. Action Steps are the specific actions needed to aclfieve the goal. Implementation Plan: is a written plan grounded in the core values and vision, which addresses key and critical issues, by setting goals, outlining action steps, allocating resources, assigning responsibility and thnelines. It may be a product of the City Council, come from a commumty planning process, or be a combination of both.