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HRSR INFORMATION 01-27-2003 STAFF MEETING AGENDA ' Tuesday,January 28, 2003 --PU • 8:30 a.m. — 12:00 Noon Conference Room A I. CITY VEHICLES AND FLEET...I would like a half hour discussion to take place on changes in city vehicles that are scheduled in 2003 for each department. If your department does not use a city vehicle feel free to come to the staff meeting at 9:00 a.m. 2. SAFETY PROGRAM UPDATE 3. DISCUSSION ON 2003 BUDGET AND STATE BUDGET DEFICIT...AII department heads are requested to come to the staff meeting with some possible budget cuts for their department. At this point, we still do not know how deep the cuts will go, but they certainly could go into the 10% range. If the cuts are deep, then personnel will be impacted. Use of city reserves will not be sufficient for what lies ahead in 2004 and beyond. Everyone needs to evaluate the services that their department is providing, if the services can be provided differently or more economically, and whether or not the services are a necessity or a convenience for our citizens. Individual meetings with the • department heads will be set up in the near future to "fine tune"your departmental adjustments for 2003. 4. ANNUAL REPORTS 5. CITYWIDE GOALS AND VISION...Please see the attached memo and background material. 6. DEPARTMENT HEAD DISCUSSION ITEMS 7. HOWARD R. GREEN PRESENTATION ON "COMPLAINT TRACKING" SOFTWARE 8. ADJOURNMENT • City of Elk -�-� River MEMORANDUM TO: Department Heads • FROM: Pat Klaers, City Admit DATE: January 28, 2003 SUBJECT: City Council Goals, Priorities, and Vision Statements At the last staff meeting on December 17, 2002, discussion took place regarding citywide goals a oals and establishing City Council vision for the future of Elk River. Discussion on this �' topic needs to continue at the 1-28-03 staff meeting. This topic was one of the issues raised during my performance review and the establishment of citywide vision statements and goals need to be worked on in 2003. The department heads raised this issue in filling out the • review forms and,in turn, the City Council has asked for some additional feedback and clarification from the department heads. The last department head staff meeting took place shortly after my performance review and things were not very clear (in my own mind) as to what the City Council wanted from the staff in terms of additional feedback. After talking about this issue with some of my peers, consultants, and department heads and after reading some articles on the topic it has become more clear that the City Council is not asking the staff what the citywide goals or vision should be;but rather the City Council is asking the department heads what you meant by saying you wanted and needed citywide goals...what are the benefits for you and your department to having a Council approved vision for Elk River and citywide goals? In general, I believe that you, as department heads, and your staff want to know "how you fit into the big picture" and that the City Council decisions are consistent with citywide goals/priorities/vision statements. I think everyone agrees that the citywide goals/priorities/vision statements need to be established by the City Council so that there is Council"buy in" and they are easier to use as a basis for Council decisions. Written and approved citywide vision statements,goals, and priorities are especially nice to have and use as a basis for decisions when the city is faced with budget cuts or an unexpected capital opportunity (such as funding for the Little Theatre). Attached for your review are some short articles from the League of Minnesota Cities Magazine on creating a city vision and establishing city goals.Also attached is some information from Michele McPherson regarding the Comprehensive Plan vision statement. The final • attachment is the back page of the Guardian Angels recent newsletter that identifies its 0 mission statement, core values, and vision statement. Please read this material prior to our staff meeting. As I understand the subject, "visioning" can be a very long and involved process. Visioning would involve the public and would require the assistance of a professional consultant. Even goal setting and priority setting can be complicated and time consuming. Visioning, goal setting, and priority setting would involve both the City Council and city staff. I am not really sure, and I will ask the City Council,but I do not believe that the Council wants to go through a full visioning process that could take 18 months and involve numerous segments (and citizens) of the community. This is especially true with the Comp Plan process still ongoing. Also, I don't think the City Council wants to spend a lot of money on consultants. On the other hand, I think that the City Council would like to accomplish the establishment of some citywide goals, priorities, and vision statements in no more than two separate special meetings. Whether a consultant is necessary for this work is uncertain at this time. In trying to organize this topic into a logical format, I believe that as a starting point, the City Council needs four to six general and broad vision statements. Then the goals from the annual reports from each department head, along with the steps to accomplish the goals, helps us achieve the vision statements that the Council has endorsed. I also think that you want the Council to be involved in the establishment of the departmental goals—either add to, delete, or change the goals. The Council then needs to establish priorities for the goals S based on both a department and a citywide point of view. With regards to Council priorities for department goals and activities, I'm not sure about the level of detail that is desired by the staff. For example,with Streets/Parks, do we want the Council to prioritize composting expenditures versus park mowing or snow plowing expenditures versus sealcoating?Also, do you want the Council to prioritize a Street goal as compared to a Police goal? Possible vision statement categories include the following: A public safety vision statement should cover police, fire, ambulance, emergency preparedness,building/zoning...deals with providing a safe community. A culture/recreation vision statement should cover the parks,recreation activities, senior citizen activities,ice arena,library, and relate to city leisure time programs and services. A public works vision statement should relate to streets and storm sewer,utilities (electric,water, sewer), transportation system, and general infrastructure to service all segments of the community from residential to commercial to industrial. A general government vision statement should relate to public information, customer service, taxes, economic development (live and work within the city), etc. A quality of life vision statement should include such areas as churches and schools; • the small town feeling in Elk River,including the downtown; a healthy environment, including the lake and rivers;residential lifestyle choices; etc. • The above comments are offered as a starting point for our conversation at the staff meeting. Regardless of how the City Council proceeds on this goal/vision issue,it will not be an easy task and the involvement of the department heads will be necessary. The City Council wants and needs some additional feedback from the department heads. Also, I need some feedback from the department heads as to if I'm"going down the right track" on this topic and what comments in this memo that you—as a group—agree with or disagree with. A Council worksession on this topic is tentatively scheduled for February 24, 2003. S I . . . , . . . . . Go"1t E RN`FN G:" Yoi'.0 R c I'T' Y III Municipal Strategic Planning By Carl Neu ocal government operations community and its future to happen- strategies and achieve the goals affect our daily existence, experi- stance and the type of thinking that through informed decision-making ences and the quality of life we befuddles governance and policy. and focused resource allocation. have within our communities. Thinking and acting strategically relates • Maintaining credibility in the vision No local government deserves, to the following four elements: and the people committed to its nor should its citizens tolerate, A powerful vision. Leaders focus on attainment. Powerful visions are a council or governing body that the future. The means by which they achieved in part because leaders are isn't effective and competent in engage a community's commitment to able to maintain people's faith in the leading the community toward a that future is through creating a picture importance of the vision and its better and more productive future. or vision of what they are striving to benefits to the community's future. Thomas Cronin, a recognized author- achieve. This vision captures imagina- • Ensuring the community's leaders ity on public policy, defines leadership Lion and commitment by providing a work in partnership with each other as, "making things happen that might general direction for change, motivat- and the entire community in pursuit not otherwise happen, and preventing ing people to take action to bring of the vision. things from happening that ordinarily about those changes, and coordinating The will and skills to achieve the might happen. It is a process of getting the actions of all sectors of the commu- future. Leadership can be defined as •people together to achieve common nity to work to fulfill that vision. Vision having two essential elements: wish goals and aspirations. Leadership is a is a sensible and appealing picture of bone and backbone. It's relatively easy process that helps people transform the future that rivets the entire corn- create a vision, strategies, and goals, intentions into positive action, visions munity's attention and enables it to put and communicate all of these through- into reality"—a process that begins with the priorities of the future over the out the community. But the backbone a powerful vision, sound strategic think- demands of the present as the basis for comes from creating the will and hav- ing, a solid commitment to the future, decision-making and resource allocation. ing the skills to carry out the strategies and the will and skills to achieve the Sound strategic thinking. Vision is and goals necessary for achieving the future in partnership with the entire not enough. Without a feasible and vision. community. . well thought out approach to achieving Will starts with commitment and is A council's primary responsibility the vision, it is nothing more than a sustained through undaunting courage is not just to make policy or rule on pipe dream or a hollow aspiration. and faith in the power of the vision. agenda items at public meetings. It is to Strategy and related goals provide the The skills required are many, including determine and achieve citizens' desires logic and detail that show how a vision visioning and goal-setting, team build- for the community's future. Municipal will be accomplished over time. One ing and establishing working partner- leaders help to shape the future of the of the most critical strategies that must ships with numerous groups through- community by identifying and meeting be defined is how the vision will be out the community. Leaders must also the challenges that must be addressed communicated throughout the entire be skilled in conflict resolution and through decisive leadership and goals. community so it is understood and willing to take risks. Leaders sometimes A strategic leader always envisions embraced. have to help their community over- the future and takes a community Commitment to the future. Corn- come a sense of scarcity by sharing "back to the future" from the present. mitment arises from communication resources to create abundance. This leadership adventure starts with and understanding. Major change is The process of strategic planning vision, and evolves to defining the stra- difficult to accomplish and results from involves the entire community because tegic issues that must be mastered to strong community-based coalitions and successful communities are the result of achieve the vision. The next step is the teams committed to achieving the people thinking, dreaming, and work- development of long-range goals that vision. The commitment to the future ing together. r address these strategic issues and which is exemplified by four characteristics: provide decision-making and budgetary • Ensuring that key players throughout focus for the successful implementation the community are on board so they f these goals. Living from one annual can propel, rather than block progress. Carl Neu, a former local official, is a budget to another, and from one coun- • Developing the levels of expertise management consultant specializing in cil meeting to the next, condemns your and insight necessary to carry out the strengthening municipal leadership. AUGUST 2000 MINNESOTA CITIES 1 3 r R B U I L D I N G H E A L T H Y C O M M U N I T I E S Creating A Vision Community visioning, or strategic planning, is about the future. It is a process that determines goals, anticipates surprises, addresses uncertainties,plays out the "what ifs," and creates action steps and partnerships for the entire community. By Carl H. Neu ll communities have a It is not a planning tool such as a future. But what will be comprehensive or master land-use the quality of that future? plan; it is not a means for allocating Who bears responsibility for whether the future is resources such as a budget; it is not a public relations plan to stimulate one of fate or one of good feelings. It is fundamentally a intent and leadership? process of dreaming, exploring and Everyone in a community, creating—a means to give shape especially its elected leaders, should and direction to a community's be concerned about its future thinking and view of itself so that because the citizens of the commu- human imagination and creativity nity will have to live some if not can increase the influence of the the rest, of their lives in the future future over the present as the basis they create. for understanding and action. The challenges, opportunities Once the dream is set, all the and uncertainties facing all corn- planning, budgeting and decision- munities are growing in number making tools have purpose and and complexity. They can create application. conflict, confusion, chaos and paralysis. Or, they can create the Why should a community potential for new horizons, tough participate? choices and exciting futures. They The visioning process gives a city can also help recapture a precious and the council a framework for treasure many neighborhoods, goal setting and establishing towns, cities and regions have priorities and setting policy. It "Everyone in a community, lost—a sense of community and involves citizens and helps the city especially its elected caring that binds people together understand what they want and leaders, should be in common purpose and identity; value. It provides an opportunity a new recognition of"we" and to reflect on a community's history concerned about its "we'll" as the basis for relating to and generate ideas for the future. future because the each other and the commitment to And, it offers a long-term perspec- get things done. tive for decision-making and citizens of the community Community visioning, or budgeting. Communities that have will have to live some, strategic planning, is about the seen community visioning as an future. It is a process by which adventure have reaped phenomenal if not the rest,of their lives people envision the community's breakthroughs in how people in the future they create." desired future and develop the come together and in the accom- courage to achieve it. Community plishments they achieve. visioning is the means by which a 0 community of people seek the Questions to consider future they desire and relate with Before embarking on a community each other, personally and corpo- visioning adventure, your city rately, to make that future happen. should consider several questions: AUGUST 1 9 9 8 MINNESOTA CITIES 5 ,. • Do we understand what commu- willing to participate? Communi- pity visioning really is? It is a ties are comprised of many key process of actively exploring and groups—city government, school anticipating the future and the districts, chambers of commerce, challenges to be addressed. It also business and civic organizations, means developing consensus and major employers, neighborhood having the discipline to implement associations—all of whom play a that consensus without caving in to role in creating, supporting and political expediency, one's own achieving the vision. All must be biases, or the pressures of specific willing to embrace the process, or "It is fundamentally a process groups and individuals whose their resistance and non-participa- agendas conflict with community tion can hamper its success. Also, of dreaming, exploring and consensus. are any groups that have been in staff d officials,Are our eecte st conflict with each other willing to creating—a means to give and community leaders comfortable explore the potential futures in a shape and direction to a sharing power with the community spirit of collaboration? Or will they community's thinking and and citizens? Community visioning just seize upon the visioning effort is a form of participatory democ- as another chance for further view of itself so that human racy that harkens back to the polarization and disruption? imagination and creativity original American democratic Is there a sense of stewardship experience. It can at times, be in that will continue the process and can increase the influence conflict with representative commitment to implementation? of the future over the government and its "representa- Community visioning and strategic present as the basis for tives." The key is not to fear planning frequently cover a period popular involvement but to use it of 20 years and must be refined and understanding and action." to forge new citizen-elected official updated regularly. Also, they_ partnerships that expand a transcend the term of office or • community's capacity to perceive tenure of many of the individuals and achieve. involved in their initial creation. Can the community visioning Successful visions require commit- process benefit our community, ment to stewardship and ensuring and do we really understand the successive generations of leaders products and outcomes it will who will continue the process, produce? There must be a clear keep it current, and sustain its expectation among all parties about potential for creating a better the process that will be used, the future. roles of various players, and what The future of our communities the effort will produce; i.e., a requires a barn-raising, rather than vision statement, specific goals, and a vending machine, mentality. strategies and plans for attaining Community visioning identifies "Community visioning these goals. and produces the changes we must identifies and produces Is the community ready to bring about in collaboration with the changes we dedicate the time and resources to others. These changes are essential do this community visioning process to achieving the vision and future must bring about well?A community visioning we want for our community, and in collaboration process can take six to 18 months for those individuals who will live and involves an extensive time some or the rest of their lives with others." commitment from those involved. within it. r The process also requires staff support, an adequate budget, ongoing community publicity and Carl Neu is executive vice president communications, and the services and general manager of NEW& of a professional facilitator. Vision- Company,providing resources and ing is not a casual undertaking. It is services for government. Telephone: intense, disciplined, time-consum- (303) 986-8487. This article • ing, hard work aimed at producing excerpted with permission from the rich rewards for the future. May June 1998 issue of Colorado Are the council and other key Municipalities, a publication of the groups publicly supportive and League of Colorado Cities. 6 MINNESOTA CITIES AUGUST 1 9 9 8 III Creatin g City's Your Future By Kent E.Eklund and Cathy Jacobson eeting after meeting, city these planning processes are part of changes occur as a result of elections, councils make decisions on developing and implementing the each council can at least select the behalf of their city or town. vision that the strategic plan sets in key, three to five goals that will be Often, councilmembers will place. A strategic plan starts with a the hallmark of their council. begin to feel there is no pattern longer-term view of the city and Questions to consider. Councils should start these types of discussions with the following questions: In the or common vision driving the answers key questions about the five various decisions. This lack to ten year vision of what the city of a sense of a larger picture wants to become. history of this city, what do we want often frustrates councils. Strategic plan- This long-term thinking is hard this council to be known for? How ring is a technique to develop a vision work. The time horizon is beyond does this answer fit into the vision for a city and create an understanding the normal, day-to-day thinking and of the previous council? Even in of that bigger picture. Strategic plan- acting. Yet elected and appointed city elections where there seems to be ning offers a city a greater potential to officials have a unique opportunity and little mandate from the voters, this guide and participate in its future. The responsibility to think in the long term question gives the council freedom alternative is to be directed by future about the future of the whole commu- to think about its vision for the city. visions developed elsewhere. nity. A final question councils often ask 0 Importance of strategic planning. A strategic plan is organized into is whether an outside consultant is n fast changing environments, it is yearly, incremental steps or goals that worth the expense. The answer to this often easy to feel a certain loss of start a community down the path of question depends on the availability control. The economy is in the midst making the vision a reality. Most plans of seasoned facilitators in the commu- of a major restructuring, "old" indus- identify only three to five goals for nity. The individual who facilitates the tries are changing, and even newer any one year. This is as much visionary strategic planning discussion cannot companies come and go. The increas- work that any council normally has also participate in the conversation. ing rate of technological innovation time to address. The remainder of the So, whoever is selected to facilitate affects all of us. Social institutions, such annual agenda is devoted to oversight the discussion must be comfortable as the family and religious organiza- of the daily functions of the city and being a non-participant and have skills lions, are undergoing rapid change as responding to the issues that emerge in forging consensus and resolving dif- well. In the midst of all these changes, during the year. ferences, which will inevitably occur. it is often easy to feel helpless and sub- Some of the hurdles. A very difficult An advantage of relying on someone jected to forces over which you can part of strategic planning is finding time from outside the community to guide exercise little control. in the busy operations of the city to the conversation is that they will be Strategic planning helps communi- focus on implementing the plan. This able to ask questions from an entirely ties recognize these forces and deter- is why councils should focus on a lim- objective perspective, with no agendas mine long-term coping strategies for ited number of goals each year, and that obviously come with being a dealing with these changes. In many build those goals into the work plans resident of the city. cases, communities are forced to recog- of city staff. Keeping those goals in Final thought. Of course, there nize that their original purposes for front of staff is a critical responsibility are no guarantees for any community. even being in existence are no longer of the council. What strategic planning enables is a viable and the community needs to A second problem with strategic realistic assessment of a community's re-think its whole position within a planning is elections. With each elec- prospects and the development of larger, regional context. Such thinking tion cycle, new councilmembers arrive longer-term strategies for working helps develop proactive strategies for with potentially little ownership of a towards a more desirable future. r working with the trends to arrive at a plan authored by the previous council. more pleasing future than if communi- This necessitates, usually in December .jes merely respond to outside forces. after each election, the re-opening of What is strategic planning? Strategic the plan and a discussion among all the planning is different than comprehen- councilmembers—newly elected and Kent Eklund and Cathy Jacobson sive planning, land use planning, or veterans—about the vision and compo- are with Cincinnatus, a member of facilities and capital planning. All of nents of the plan. Even if dramatic the LIVIC Business Associate program. J U L Y 1 9 9 9 M I N N E S O T A CITIES 13 4 PLANNING FOR MINNESOTA ' S' S FUTURE U T U R E • 111) C •heckling your Having a clear vision helps us work more effectively, reduces fatigue, prevents us from missing new opportunities, and keeps us out of harm's way. But vision can also refer to a dream or ideal that shapes our actions and decisions. By W Arthur Mehrhoff, Ph.D. ow more than ever, cities for its chosen future and its image have to think, plan, and act of how to integrate the many roles on their futures or they will and functions of citizens into a be left behind in the new purposeful system—making the era of global competition. flight as rewarding as possible for Despite the enormous everyone on board. demographic, economic, Visioning has several advantages and cultural waves of not found in the typical city plan- change washing over cities—re- ning process. Visioning addresses a placing manufacturing with know- wider range of civic concerns and ledge and service industries as the groups. It identifies strategic trends 1. economic base of cities—there still and forces, seeks a clear under- . � r�� ��, remains a place for good places in standing of community values, and modern society. In fact, such offers a big picture to guide imme- �� places may become even more diate decisions. The process also precious in the midst of such rapid creates the appropriate tools and change, as the global village be- techniques for implementing the comes a globe of villages and qual- vision. Visioning assumes that citi- ity of life becomes more than just a zens have both the ability and the slogan. responsibility for shaping their own Since quality of life is important futures. to individuals, businesses, and cit- Cities as diverse as Little Falls, ies, cities must learn to understand Minn., Chattanooga, Tenn., and `Visioning addresses a wider and value their own unique char- Portland, Ore., have discovered acteristics and to chart their own that the visioning process releases range of civic concerns and courses on the rolling seas of post- enormous civic energy and cre- groups.It identifies strategic industrialization. Russell Ackoff of ative forces. In fact, one of the ba- the Wharton School of Business sic ideas of visioning is that due to trends and forces,seeks a suggests the only kind of stability the rapid flow of data, ideas, and clear understanding of in such a complex, unpredictable, capital characterizing post-indus- and interconnected environment is trial society, city government no community values,and similar to that of an airplane flying longer has a monopoly on those re- offers a big picture to guide in a storm. Like Charles Lindbergh sources. The more complex the carefully navigating the Spirit of system, the more insights and in- immediate decisions." Saint Louis across the Atlantic, cit- volvement from different levels are ies need to achieve this precarious needed to make the system work. balance through discipline and a One practical consideration, there- thorough understanding of their fore, is making sure citizens are in- systems, tools, and the forces acting volved in the visioning process. • upon them, along with a clear Since each city has different char- sense of direction. A vision state- acteristics, it is important to use ment becomes a city's flight plan existing institutions like churches OCTOBER 1997 MINNESOTA CITIES - 11 4 I or schools to engage people in And back home in Minnesota, ways that are comfortable to them, dozens of small cities have partici- or to create new organizations to pated in the award-winning MM- involve citizens who typically nesota Design Team visioning pro- . don't participate in the decision- cess. Originally conceived by a making process. small group of architecture and "Since each city has different The National Civic League's landscape architecture students in characteristics,itisimportant Millennium Project is an excellent the early-1980s, the Design Team source for cities considering the is a well-established and respected to use existing institutions like visioning process. The project's group of volunteer professionals as- churches or schools to engage Web site (www.cdinet/Mill/Re- sisting communities in planning source/vision.html)features local and designing a viable, appropriate people in ways that are examples of and references na- future. The Design Team works comfortable to them,or to tional organizations available to not only on design issues like main create new organizations to help your city. street improvements,but also with Several notable city examples the fundamental planning process involve citizens who typically stand out. Portland, Org. has that allows communities to take don't participate in the achieved a much-deserved reputa- initiative and plan a future that re- Lion for its high quality of life flects the community's dreams and decision-making process." through its comprehensive, re- interests. According to the Design gional visioning process. This pro- Team, successful community vi- cess began in the early 1980s and sioning includes: shared ownership has provided clear directions for of the visioning process; a compre- local decision-makers with its fo- hensive community inventory; in- cus on downtown and waterfront terdisciplinary teams; democratic revitalization, support for mass brainstorming and discussion of transit, and political and legal community issues; and finding an `In the final analysis,visioning mandates to maintain an urban individual or agency to spearhead • growth boundary to prevent de- implementation of the vision. is neither a magic wand nor a velopment in the surrounding In the final analysis, visioning is silver bullet for solving the farmlands. neither a magic wand nor a silver Chattanooga, Tenn. has won bullet for solving the problems of problems of cities.It is,at its praise for its community-based cities. It is, at its best, a rebirth of best,a rebirth of citizenship Vision 2000 focusing on citizenship that will create our sustainability. During the past 10 flight plan and guide us safely into that will create our flight plan years, this once maligned city vir- the new millennium.it and guide us safely into tually eliminated its longstanding „ air pollution problem, began the new millennium. cleaning up waste sites located in minority neighborhoods, and built an enormously popular and eco- Dr. W. Arthur Mehrhoff is professor nomically successful fresh water of local and urban affairs at Saint aquarium on its previously aban- Cloud State University in St. Cloud, doned riverfront. Minnesota. KEYS 7 O SUCCESSFUL V IS I0'N IN C •,Assess and inventory the community—including ,ii Outline barriers to identified goals arid Obiecnves Census, .business, and visual data ' -Locate available`-resources ■ identify the important-trends and issues -•:Create a time•frame and assign responsibilities ■ Establish civic goals and objectives : s•'Deterrrine appropriate progress indicators ill ,Reprinted from Taking Charge and Managing Change: Basic Outline'for Developing Community Vision`for the Future, published by the American Planning Association, 1776 Massachusetts Avenue, NW, Washington, DC 20036 w 12 M I N N E S O T A C I T I E S OCTOBER 1 9 9 7 H R. U P D,`A, T"E. : 7 Satisfying Employees' Basic Communication Needs By Kristie Greve A. ccording to communication their work is perceived, they quickly but they are equally aware of what the consultant and author Roger move on to the third communication organization is telling its customers and D'Aprix, every employee has need: individual and team recognition. the community. five basic communication needs Do others know I'm doing a good job, that must be met before an How can I help? With conununica- and if so, how can I tell? tion needs met, employees ask the individual can commit fully to There are a number of employee ultimate question: How can I help? an organization. Much like recognition programs, running the Their energy and enthusiasm is directed Maslow's hierarchy of human gamut from simple to sophisticated, toward the organization and its goals. Is needs, these communication needs must that help fulfill this need. Service anni- it any wonder that dedication, commit- be met in ascending order. As the versary recognition, employee awards, ment, and enhanced productivity follow? communication need at each level is letters of commendation, certificates The concept of satisfying an employ- satisfied, the employee becomes of appreciation, a feature article in an ee's communication needs is fairly increasingly productive and committed employee newsletter, and even a basic. It's a common sense approach to the organization. department pizza party are all tangible that sounds easy to implement. Yet, What's my job?This is an employee's forms of recognition. the execution is often flawed. first, and most fundamental, question. What are we up to?At this juncture, First and foremost, when organiza- What are my job responsibilities? What an employee develops a healthy interest tion and jobs change, employees swiftly am I being asked to do? What is my in his or her broader work group—a revert back and must satisfy their most scope of authority and decision-making? department or a division of an organi- basic communication needs. A seasoned To whom do I report? zation. What are my department's company veteran, for example, may The employee's supervisor, working goals? What are our plans for the year? feel disenfranchised with the larger in close cooperation with the human And, how are we doing? Communica- organization, without recognizing that resources staff,best addresses this commu- tion needs at this level can be met in what he or she really needs is basic nication need.Job descriptions, one-on- many different ways, such as staff meet- clarity about a new job role, personal one meetings with a supervisor, orien- ings, large group meetings, department performance, or recognition. tation, and training also help provide newsletter, and reports. Whether in Second, employees can't leapfrog the answers. person, online, or in print, the employee over one of their communication How am I doing? Once employees needs access to the thinking and perspec- needs. If an organization, for example, understand their role and what's expected tive of department leaders, as well as fails to provide adequate recognition, of them, they are ready to move forward opportunities to ask questions, offer employees cannot skip to the next to the next communication need: suggestions, and interact. level. Even a highly visible program personal performance feedback. Am I How do we fit into the big picture? that describes a company's goals and doing the job right? Is my supervisor At the next critical level, an employee's objectives will fall on deaf ears if satisfied with my work? Should I be communication needs center around employees are wrestling with more doing more? the entire organization and how it fits fundamental communication needs. The supervisor, and sometimes into the community. This is a more Communication must be consistent, co-workers, are in the best position to global view. How does our department credible, and clear. Hit or miss programs satisfy this second communication , or division fit into the organization's won't sustain an employee's needs. In need. Performance feedback comes in overall goals and objectives? What is order to retain top employees, effective many forms. Often it can be informal— our vision and mission? What are our communications must be a value that a verbal pat on the back, kudos from a values? Who are our customers and the entire organization shares. r team member, or a supervisor's specific what are we trying to accomplish? feedback on a particular project. On a What is our plan for the future, and six-month or annual basis, a formal what part do we play? performance appraisal gives an employee Senior leadership best addresses this This article is reprinted with permission from a more comprehensive overview of his communication need. Employees satisfy the Nov-Dec 2000 issue of CFG Update. or her performance. their need for information in many Courtesy of CFG Insurance Incorporated. Does anyone care? Once employees ways. They are interested in what the Telephone: (952) 945-0200. Web site: understand their job and know how organization is telling them internally, www.cfginsurance.com. JANUARY-FEBRUARY 2001 MINNESOTA CITIES 21 Klaers, Pat Strom: Mcpherson, Michele ent: Wednesday, December 18, 2002 9:13 AM To: Bergh, Michele; Czech, Rich; Hals, Phil; Johnson, Lori; Klaers, Pat; Mehelich, Catherine; Peine, Sandy; Potvin, Dave; Rohlf, Steve; Thomas, Kristin; West, Bruce; Zerwas, Tom Subject: Vision Statement Here is the draft vision statement for the current redo of the Comp Plan. It may help with your goal drafting. ■ Vision Statement 9 26 02.doc Michele • ICI • 1 Draft-September 2002 • Vision for Elk River Importance of a Vision? According to an old story, two stonecutters were asked what they were doing. The first said, "I'm cutting this stone into blocks." The second replied, "I'm on a team that is building a cathedral." This story describes the role of a vision on managing the growth and development of a City. Without a vision, development management works much like the first stonecutter. New pieces are added without a clear picture of what is being built. The vision provides the picture of the "cathedral" that Elk River seeks to become. Each development and redevelopment project must help to build the future,not just fit cleanly with the next"stone block". The Comprehensive Planning process has been described as building the future Elk River. The cornerstone of that building is the vision. The Vision Statement provides a broad and enduring view of Elk River. The Vision serves several purposes: • The Vision serves as a tool for evaluating proposals,projects,ideas and new directions. How does this action fit with the Vision? • • Creating a Vision Statement allows a shared understanding of community desires for the future. • The Vision encourages the community to consider the future, even to a future that is twenty years distant. • The Vision provides an anchor in times of conflict and change - a way of fording common ground and shared values. • The Vision encourages imagination, recognizing that the direction it sets will be the reality of the future. • The Vision creates energy and enthusiasm for maintaining the commitment to the Comprehensive Plan. Vision Statement The vision for the future of Elk River consists of several themes. Maintain a distinct identity for Elk River. • Elk River will keep an identity and character all its own. • Natural, cultural and historical resources of the community are essential ingredients of Elk River's identity Ill Building the Future i (\ The Comprehensive Plan for Elk River Draft-September 2002 Vision for Elk River • • Elk River seeks to grow in a manner that p reserves the qualities of its "small town"heritage. Create and maintain strong neighborhoods. • Neighborhoods are the basic building blocks of Elk River and shape our views and attitudes about the community. • Residential development is judged on both aesthetics and function. Keep Elk River a"saf&' place. • Elk River is a place where people feel comfortable and secure. • Traffic safety is an important factor in all aspects of community development. • A system of streets, sidewalks and trails allow safe and convenient movement throughout the city. • Municipal services (police, fire, water treatment) create both the perception and reality of safety. Preserve and maintain the environment. III • Elk River seeks to promote clean air and water in the management of development and the delivery of municipal services. • Development must be served by well maintained and reliable infrastructure. • Development seeks to incorporate and blend the built environment with the natural environment. • Rural,undeveloped areas are part of the Elk River environment. • As Energy City, Elk River seeks to promote sustainable and energy efficient forms of development. Make Elk River a complete place.; • Community and economic development policies will seek to attract employment opportunities and goods and services needed by the community. • The expansion of local employment creates more opportunities for people to live and work in Elk River. • Planning and decision making must recognize that the population of Elk River is not a single commodity. Differences in age, economic 1 III status and ethnicity must be considered in planning for future development, facilities and services. r Building the Future Tehe Comprehensive Plan for Elk River 2 Draft-September 2002 Vision for Elk River • • Recreational and cultural opportunities are important elements of a complete place. • A quality education system attracts and keeps people in Elk River. Work to achieve the vision. • Everyone shares responsibility for achieving the vision. It is not the sole responsibility of city government. • The City will seek collaborative efforts with other partners with who have shared interests to achieve this vision. • • Building the Future 3 The Comprehensive Plan for Elk River NEW! ZLVLMERMAN A FAMILY OF SERVIC 14:S AREA ADULT DAY SERVICES A story of what family truly means Guardian Angels of Elk River has just been " Aiuiairiaiit _Douglas las- Mned the recipient of a Community Services ,� • " " at An els On �Cve lop ment Grant from the Minnesota ,1 .. participated g Department of Human Services Aging Initiative ',A," ' ., Main Adult Day Services to expand adult day services. The goal is to help ' . =� "'°" a :'. since 1997, attending communities rebalance their long-term ' ;" Atfifti\ while her husband was at service systems for persons age 65 years or older , r , work. Challenged with by reducing reliance on nursing facility care and . MS and the after-effects increasing the community-based services such as of a stroke, Angels On adult day care. , Main provides her with Angels On Main, Guardian Angels' Adult socialization, activities, Day Services program in Elk River, has been Annamarie Douglas (seated) and personal care. serving the area since 1994. With the increasing One day in early number of interested individuals, there has been with Angels On Main family September when a waiting list for the program. Guardian Angels is members Virginia Rogstad Annamarie didn't arrive going to utilize the $32,000 grant to explore the and Phyllis Kappes. staff immediately called option of opening a satellite location at the Pine her and discovered that her husband had suffered a Tree Manor apartment building in Zimmerman. stroke. Annamarie's family was unable to stay with Adult Day Services offers daytime her while her husband was in the hospital, so Angels activities and assistance to older persons as well as On Main staff worked within the Guardian Angels the opportunity of respite for their caregivers. The network of services and found her an apartment at program can be a benefit for adults who cannot be the Guardian Angels By The Lake assisted living alone, persons experiencing memory loss facility. Annamarie has made many friends there and individuals needing care assistance, or those needing recreation and socialization. Guardian still spends her days at Angels On Main. She also gels hopes to start this new service before the recently enjoyed a long visit with her sister from of the year. If you are in need or know Germany. When Annamarie's family was not in the someone who might benefit from this program, area to help, Guardian Angels became her family. please call Rosie Becker, Director, at 763-241-6845. (-r GUARDIAN ANGELS' MISSION STATEMENT- ' Guardian Angels of Elk`River shares Christ's love by se' i'in senior through health care, housing and support services. CORE VALUES: VISION STATE�MF T S e r v i c e GuardicanAngels of Elk River will be: H uiriility • A health care, housing an(1 ,upp,)It ',cn i<r pr∎,o icier (,t ch�)ice prim tiny for, ,crisis in [IA, Elk Riv<r titer Advocacy . • An employer of(hot(c Respect .., �` • '`"ntofdhT c6fillccteLl \\ail the (_c,oiruumn Excel` lence� � • I in;in<iall), stfthlL ' = , • �u«il fovdei.11Li[cdI Ieadel,Inp. ,c•n,i<c „mud vOIunteerism S t e ms a�-,r. d s`1-.1' ip tea.. • :._Innovative to into the <han:ging, neck OI-the «■mniuni[v 0 lk rdian Angels of Elk River Evans Avenue BULK RATE Ri ver, MN 55330 Nonprofit Organization Permit No. 12 US Postage Paid RETURN SERVICE REQUESTED Elk River, MN