HomeMy WebLinkAbout5.F.2. Adopt Findings-2006 Vision Implementation Workshop
S. F.,2.
CITY OF SHAKO PEE CONSENT
Memorandum
TO: Mayor and City Council
FROM: Mark McNeill, City Administrator
SUBJECT: Adopt Findings - 2006 Vision hnplementation Workshop
DATE: April 13, 2006
INTRODUCTION:
The Council is asked to receive the final report, and adopt the findings of the 2006 Vision
hnplementation Workshop, which was held on January 24th.
BACKGROUND:
Attached is a report from facilitator Don Salverda, who led the City Council and eight
staff members in a Vision hnplementation, and two-year goals setting session on January
24th. During that workshop, ten goals were identified for action during the next two
years. They are (in descending order of priority):
1. To provide high quality services
2. To ensure the City's financial (fiscal) health
3. To foster community connections
4. To make the downtown and riverfront inviting
5. To develop and clarify the implementation plan for the visioning initiative
proj ect
6. To make the community a welcome place to live and work
7. To deal with the tribal-related land ownership issues
8. To prioritize projects and to best utilize the current staff and resources
9. To protectthe environment
10. To strengthen the City's hometown feeling
Note that these are in large part the goals and strategies which were adopted by the City
Council as part of the Strategic Visioning Initiative, the I8-month process that had been
completed in December. Three of the two year goals resulted from discussions at the
workshop-Goals 5, 7, and 8.
It is the intent of staff to provide a monthly update on progress towards each of these
goals as part of the City Council agenda.
RELATIONSHIP TO VISIONING:
This supports all five of the identified goals - A through E.
RECOMMENDATION:
.
I recommend that the report be accepted and that the findings be adopted.
ACTION REQUIRED:
If the Council concurs, it should, by motion, adopt the findings of the January 24th Vision
Implementation and Goal Setting Workshop.
~~
Mark McNeill
City Administrator
Donald Salverda & Associates
Rosevilfe Professional Center. Suite 511 · 2233 N. Hamline Avenue · Rosevilfe, MN 55113 (651) 484-1335
CITY OF SHAKOPEE
COUNCIL AND DEPARTMENT HEADS
2006 VISIONING IMPLEMENTATION
WORKSHOP
EXECUTIVE SUMMARY
CITY OF SHAKOPEE
COUNCIL AND DEPARTMENT HEADS
2006 VISIONING IMPLEMENTATION WORKSHOP
TABLE OF CONTENTS
PaQe
I INTRODUCTION ............ ............... ............ ...... ............ ,............. 1
II INTRODUCTORY REMARKS ...................................................... 2
III COMMUNICATION EXERCISE ...... .... .......................................... 3
IV REVIEW OF THE 2004 RETREAT AND PROGRESS MADE ON
THE GOALS ............................................................ ......... '" ..... 3
V REVIEW OF THE CITY'S VISIONING INITIATIVE PROJECT ............. 3
VI THE CITY'S MISSION AND VALUES STATEMENTS ........................ 4
VII THE CITY'S VISION STATEMENT ................................................ 4
VIII THE CITY'S 20-25 YEAR GOALS... ...... ... ............ ...... ... '" ...... ... .... 4
IX THE GUIDING STRATEGIES FOR THE ACHIEVEMENT OF THE
CITY'S lONG-RANGE GOALS .................................................... 4
X CHANGES EXPECTED TO IMPACT THE CITY .............................. 5
XI ISSUES AND OPPORTUNITIES FACING THE CITY ..... .................. 5
XII THE CITY'S TWO-YEAR GOALS PROGRAM TO ADDRESS
CURRENT ISSUES AND OPPORTUNITIES ......... ...... .................... 5
XIII PRELIMINARY ACTION PLANS TO ACHIEVE THE GOALS ............... 5
XIV ROLES AND RESPONSIBILITIES ................................................. 6
XV EXPECTATIONS AND CONTRIBUTIONS ...................................... 6
XVI ORGANIZATIONAL CLIMATE QUESTIONNAIRE ............................ 6
XVII CLOSING REMARKS ......... .:...................... ........................ ......... 6
XVIII PARTICIPANTS COMMENTS ...................................................... 7
XIX RECOMMENDED FOllOW-UP ACTIONS ..................................... 7
ATTACHMENTS...................................................................... .. 8-32
CITY OF SHAKOPEE
COUNCIL AND DEPARTMENT HEADS
2006 VISIONING IMPLEMENTATION WORKSHOP
I INTRODUCTION
The city council, city administrator, and department heads of the City of
Shakopee held a Visioning Implementation Workshop on January 24, 2006. The
workshop was held in the Training Room of the Shakopee Police Department.
The Workshop Facilitator was Don Salverda, President of Donald Salverda &
Associates of Roseville, MN.
Participants at the workshop were:
John Schmitt Mayor
Terry Joos Council Member
Matt Lehman Council Member
Steve Clay Council Member
Steve Menden Council Member
Mark McNeill City Administrator
Gregg Voxland Finance Director
Judy Cox City Clerk
Michael Leek Community Development Director
Sgt. Jeff Tate Representing Police Chief Dan Hughes
Kris Wilson Assistant to the City Administrator
Rick Coleman Assistant Fire Chief representing
Chief Ed Schwaesdall
Mark Themig Facilities and Recreation Director
Note: Both Dan Hughes and Ed Schwaesdall were out of town and
could not attend the workshop.
Also in attendance was Jon Mueller of the Shakopee Valley News and
resident Donald Wagner
1
The primary objectives ofthe workshop were:
1) To review proaress being made since the 2004 Council -
Department Heads Retreat
2) To review the citv's Visioninalnitiative Proiect and long-term goals
3) To develop a short-term (two year) aoals proaram for the city
4) To develop action plans for the short-term goals
5) To be educational and enjoyable~
This report summarizes the results of the workshop and includes
recommendations for follow-up actions to be taken.
II INTRODUCTORY REMARKS
Mayor John Schmitt welcomed participants to the workshop pointing out the
importance of communication and team work between the council and
department heads, and the need to establish a two-year goals program for the
city. He expressed his appreciation to the staff for their commitment to the city
and for the quality of their work.
City Administrator Mark McNeill also welcomed participants to the workshop,
thanking them for their contribution to the city's. success. He expressed the
strong need to develop consensus on the direction the city should move in the
next two years, and need to develop tactics to address the city's two-year goals.
He then introduced the Workshop Facilitator, Don Salverda.
2
III COMMUNICATION EXERCISE
After introductory remarks were made, the facilitator indicated that one additional
objective of the workshop was to enhance communication among the
participants. The first activity began the communication process by providing the
participants the opportunity to share perspectives, job successes. and
frustrations, the greatest challenges facing the city, expectations for the
workshop, and then thoughts on the Visioning Initiative Project.
The challenges cited by participants were incorporated into later discussions on
Issues and Opportunities facing the city. The refreshment breaks, dinner, and
group discussions provided additional opportunities to further enhance
communication.
See Attachment A for the
Greatest Challenaes Facinathe City
and Expectations for the Workshop
IV REVIEW OF THE 2004 RETREAT AND PROGRESS MADE ON THE GOALS
The next activity focused on a brief review of the 2004 Council and Department
Heads Retreat, and progress made by the city since the retreat. It was agreed
that significant progress has been made on each of the goals established at the
2004 retreat.
See Attachment B for the Goals
Established at the 2004 Retreat
V REVIEW OF THE CITY'S VISIONING INITIATIVE PROJECT
The facilitator provided a brief review of the city's Visioning Initiative Project. He
commended the city on this far-reaching initiative. He provided key information
developed in the visioning initiative.
He further explained that the task at the workshop is to develop a two-year goals
program that is in alignment with the city's vision and long-term goals.
3
VI THE CITY'S MISSION AND VALUES STATEMENTS
The Mission Statement
The mission statement is a statement that describes the organization's. overall
purpose and reason for existing. Participants reviewed the city's mission
statement. The mission statement was developed at the 2004 retreat and
approved by the council.
The Values Statement
The values statement reflects the spirit of the city and defines the core values
that guide the day-to-day activities of city personnel. Participants reviewed the
value statement also developed at the 2004 retreat.
It was agreed that the values statement needs to be reaffirmed by the council.
See Attachment C for the City's
Mission and Values Statements
VII THE CITY'S VISION STATEMENT
The vision statement developed in the Visioning Initiative Project describes the
desired future- 20 year - state and image of the City of Shakopee.
See Attachment D for theCitv's Vision Statement
VIII THE CITY'S 20-25 YEAR GOALS
The city's 20-25 year goals, also developed in the visioning Initiative Project,
define the long-term goals for the city.
See Attachment E for the City's
20-25 Year Goals
IX THE GUIDING STRATEGIES FOR THE ACHIEVEMENT OF THE
CITY'S LONG-RANGE GOALS
The guiding strategies for the achievement of the city's long-range goals provide
guidance for the achievement of the goals.
See Attachment F for the Guidinq Strateqies
for the achievement of the City's Lonq-Ranqe Goals
4
X CHANGES EXPECTED TO IMPACT THE CITY
Participants next listed changes. that are expected to impact the city during the
. next five years.
See Attachment G for the Listinq of Chanqes
Expected to Impact the City
XI ISSUES AND OPPORTUNITIES FACING THE CITY
The next exercise was designed to bridge and link the visioning initiative guiding
principles with current issues and opportunities facing the city, and relate it to a
two-year timeframe. The exercise resulted in a fresh update on issues and
opportunities facing the city. The exercise also resulted in a prioritization of the
guiding principles - also expressed as issues and opportunities.
See Attachment H for the Updated Listinq of
Issues and Opportunities facinq the City
XII THE CITY'S TWO-YEAR GOALS PROGRAM TO ADDRESS THE CURRENT
ISSUES AND OPPORTUNITIES
The identified issues and opportunities were then converted into a proposed
goals program for the city for 2006-2008. The goals program includes ten
highest priority goals.
See Attachment I for the Proposed Two-Year Goals Proqram
to Address the Current Issues and Opportunities
XIII PRELIMINARY ACTION PLANS TO ACHIEVE THE GOALS
Participants developed and discussed preliminary action plans for nine of the
highest priority goals. Time did not allow for development of preliminary action
plans fOr Goal #10 which had equal ranking with Goal #9. These preliminary
action plans will be refined and further developed as to what the current staff can
reasonably undertake with current workloads and resources, under the guidance
of City Administrator Mark McNeill, and be provided to participants in a separate
report from him.
5
XIV ROLES AND RESPONSIBILITIES
Participants reviewed the roles and most significant responsibilities of. the city
council, individual council members, the mayor, the .. city administrator,
department heads, city employees and citizens.
See Attachment J for the ListinQ
of Roles and Responsibilities
XV EXPECTATIONS AND CONTRIBUTIONS
Included in this report, but not discussed at the workshop, are expectations that
the council has of the staff and staff has of the council. Also included are the
contributions that each group brings to the leadership team.
See Attachment K for the
ListinQ of Expectations and Contributions
XVI ORGANIZATIONAL CLIMATE QUESTIONNAIRE
Participants each filled out an Organizational Climate Questionnaire indicating
their perceptions as to where the city is "currently at" and where it "ought to be" in
seven dimensions. Participants indicated that there is room for improvement in a
number of areas.
See Attachment L for the Summary
of the OrQanizational Climate Questionnaire
XVII CLOSING REMARKS
The workshop concluded with the facilitator challenging the participants to make
a positive impact in their leadership roles. He pointed out the interdependency of
the city council and staff, and the need to be mission and goal driven. He further
challenged participants to be continuous learners, to accept, and appreciate
diversity, to be team players, and to focus on the "big picture."
Mayor John Schmitt. and City Administrator Mark McNeill closed the session by
thanking the facilitator for organizing and leading the workshop and the council
members and department heads for participating.
6
XVIII PARTICIPANTS' COMMENTS
Participants critiqued the workshop. The comments were very favorable.
See Attachment M for the Participants' Comments
XIX RECOMMENDED FOllOW-UP ACTIONS
It was agreed that considerable progress was made at the workshop and that
follow-up actions are needed.
Recommended follow-up actions are:
1) The mayor, council members, and city administrator review the Executive
Summary of the workshop
2) The city administrator fine tunes the prioritized Issues and opportunities,
and the recommended goals program for.city council consideration
3) The city council approves and formally adopts the finalized goals program
4) Action plans be developed for each goal under the guidance of the city
administrator
5) Council members reaffirm the city's mission and values statements
6) The city council and city administrator monitor progress on achievement of
the goals during the year
7) A follow-up workshop be scheduled in one year to evaluate progress and
update the goals program
Executive Summary Written. by the Workshop Facilitator
Don Salverda
Donald Salverda & Associates
Roseville Professional Center, Suite 511
2233 North Hamline
Roseville, MN 55113
(651) 484-1335
7
Attachment A
I GREATEST CHALLENGES FACING THE CITYI
1) "The city's growth and strategy for growth"
2) "Communication - both internal and external"
3) 'Teamwork between council and staff - defining roles and responsibilities"
4) "The development of an implementation plan for the Visioning Initiative to monitor
progress"
5) "The city has too many projects and too. heavy a workload for staff'
6) "Long-term, high-quality development"
7) "Organizational growth"
8) "Dealing with different community perceptions"
9) "The need for additional staff and space"
10) "The integration of new and diverse residents"
11) "To develop a small town atmosphere"
12) "The need to prioritize city services"
13) "The city's financial strengths and stability"
14) "Economic considerations"
(';.
15) "Getting increased department involvement"
16) "The outcome of the MN builders Association of the Twin Cities issue"
8
Attachment A
continued
I WORKSHOP EXPECTATIONS I
1) "To develop two-year goals for the city"
2) "To develop tasks for implementation of goals"
3) "To develop consensus of the council as related to the city's vision"
4) "Direction"
5) "To clarify the vision for two years"
6) "To develop a framework for implementation"
7) "Mutual agreement on goals"
8) "Goals and teamwork"
9
Attachment 8
12004 GOALS I
GOAL #1 TO MANAGE THE CITY'S GROWTH
GOAL #2 TO INSURE THE CITY'S FINANCIAL STABILITY
GOAL #3 TO CONTINUE TO PROVIDE QUALITY SERVICES WITH AVAILABLE
RESOURCES
GOAL #4 TO ACQUIRE ADDITIONAL PARKLAND AND DEVELOP ADDITIONAL
PARKS
GOAL #5 TO IMPROVE COMMUNICATION WITH THE PUBLIC
GOAL #6 TO ADDRESS THE GITYiS TRANSPORTATION-RELATED ISSUES
GOAL #7 TO MAINTAIN A CITY IDENTITY
GOAL #8 TO DEVELOP A COMMUNITY VISION FOR THE NEXT 20-25 YEARS
GOAL #9 TO IMPROVE INFRASTRUCTURE MAINTENANCE
GOAL #10 TO IMPROVE COMMUNICATION AND COLLABORATION WITH
OTHER PUBLIC-SECTOR JURISDICTIONS
GOAL #11 TO INSURE A SAFE AND SECURE COMMUNITY
10
Attachment C
MISSION STATEMENT
OF THE CITY OF SHAKOPEE
THE MISSION OF THE CITY OF SHAKOPEE IS TO
PROVIDE THE OPPORTUNITY TO
LIVE, WORK, AND PLAVIN A COMMUNITY
WITH A PROUD PAST, PROMISING FUTURE,
AND SMALL TOWN ATMOSPHERE WITHIN
A METROPOLITAN SETTING.
THE CITY WILL PROVIDE CUSTOMER-FRIENDL V,
HIGH-QUALITY PUBLIC SERVICES THAT ARE
,
INTENDED TO MEET THE CHANGING NEEDS
OF ITS RESIDENTS AND THE COMMUNITY AT LARGE.
.
11
Attachment C
continued
I VALUES STATEMENT OF THE CITYI
THE FOLLOWING VALUES ARE FUNDAMENTAL TO THE CITY OF SHAKOPEE'S
SUCCESS AND THE.FULFILLMENT OF OUR MISSION:
1) EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES
We believe that service to the public is our reason for being and strive to deliver
quality services in a highly professional and cost-effective manner.
2) FISCAL RESPONSIBILITY
We believe that fiscal responsibility and the prudent stewardship of public funds
is essential for citizen confidence in government.
3) ETHICS AND INTEGRITY
We believe that ethics and integrity are the foundation blocks of public trust and
confidence and that all meaningful relationships are built on these values.
4) PROFESSIONALISM
We believe that continuous improvement is the mark of professionalism and are
committed to applying this principle to the services we offer and the. development
of .our employees.
5) VISIONARY LEADERSHIP AND PLANNING
We believe that the very essence of leadership is to be visionary and to plan for
the future.
6) EMPLOYEE CREATIVITY AND INNOVATION
We believe in the resourcefulness of our employees and encourage creativity
and innovation in providing services and solving citizen problems.
7) POSITIVE RELATIONS WITH THE COMMUNITY
We believe that positive relations with the community and the public we serve
leads to positive, involved, and active citizens.
12
Attachment 0
I THE CITY'S VISIONST ATEMENT .1
Twenty years from now, Shakopee will be known and valued as a unique city. . .
Where a vital and historic downtown anchors an active riverfront district; and where the
Minnesota River serves as a beacon for residents and tourists.
Where distinct neighborhoods and business areas connect with each other through
greenways and trails to protected natural habitat, recreational attractions, and other
destinations; and where the arts deepen and enhance our community.
Where active, healthy, individual and family lifestyles are supported through varied
recreational and educational opportunities; where we demonstrate our ,commitment to
youth; where both young and old enjoy community gathering places; where neighbors of
all backgrounds respect and appreciate each other; and where diversity is celebrated.
Where homes meet residents' lifetime needs and are in neighborhoods that are
accessible and connected with one another; where housing developments and public
spaces reflect community needs; and where the city's unique historic personality is
thoughtfully balanced with easy access to urban conveniences.
Where we support high quality, life-long educational opportunities; where employees
receive living wages; and where both locally owned businesses and corporate
headquarters are welcomed and well-;supported.
Where residents are invested in the community and provide input on local issues; where
open communication and community services are valued; and where high standards
reflect our vision and commitment to creating a sense of community for generations to
come.
13
Attachment E
I THE CITY'S 20-25 YEAR GOALS I
GOAL A TO BE AN ACTIVE AND HEAL THY
COMMUNITY
GOAL B TO PROVIDE A HIGH QUALITY
OF liFE FOR CITIZENS
GOAL C TO BE A GREAT PLACE FOR
KIDS TO GROW UP
GOAL D TO BE A VIBRANT, RESiliENT
AND STABLE COMMUNITY
GOAL E TO BE FINANCIALLY STRONG
14
Attachment F
THE GUIDING STRATEGIES FOR THE ACHIEVEMENT
OF THE CITY'S LONG-RANGE GOALS
STRATEGY 1 Increase the use of park and recreation facilities and
proarams
STRATEGY 2 Enhance residents' phvsical. mental. and spiritual health
STRATEGY 3 Protect the environment
STRATEGY 4 Improve individual financial health
STRATEGY 5 Foster community connections
STRATEGY 6 Provide hiah Qualitv services that meet residents' needs
STRATEGY 7 Make the community a welcomina place
STRATEGY 8 Make the downtown and riverfront more invitina
STRATEGY 9 Strenathen the small town feelina
STRATEGY 10 Ensure the city's financial health
STRATEGY 11 Ensure a ranae of housina opportunities
15
Attachment G
continued
CHANGES EXPECTED TO IMPACT THE CITY
IN THE NEXT FIVE YEARS
I MOST SIGNIFICANT I
1) THE CONTINUED GROWTH OF THE AREA
2) THE ECONOMY
3) TRANSPORTATION-RELATED ISSUES (THE NEED FOR MORE ROADS,
UPGRADING OF ROADS, MASS TRANSIT, ETC.)
4) THE ANNEXATION OF TOWNSHIPS ADJACENT TO THE CITY
5) LEGISLATIVE DIRECTIVES AND THE INCREASING INFLUENCE OF THE
LEGISLATURE ON THE CITY
I SIGNIFICANT I
6) THE INCREASED ETHNIC DIVERSITY IN THE AREA
7) THE IMPACT OF THE SMSC
8) THE USE OF NEW TECHNOLOGIES
9) THE CHANGING NEEDS AND EXPECTATIONS OF THE PUBLIC FOR
SERVICES
10) INCREASING NUMBERS OF LAW ENFORCEMENT-RELATED ISSUES
16
Attachment H
ISSUES AND OPPORTUNITIES FOR THE CITY
TWO-YEAR TIMEFRAME
I HIGHEST PRIORITY - TOP TEN I
(# of council & staff
who ranked 1&0 in
the top
Seven) Rank
5+ 7 = 12 1) THE NEED TO PROVIDE HIGH QUALITY SERVICES
5+ 7 = 12 2) THE NEED TO ENSURE THE CITY'S FINANCIAL HEALTH
4+6. = 1 0 3) THE NEED TO FOSTERCOMMUNITY CONNECTIONS AND
\
ORGANIZATIONAL CONNECTIONS
4+4 = 8 4) . THE NEED TO MAKE THE DOWNTOWN AND RIVERFRONT
INVITING
?+6 :: 8 5) THE NEED TO DEVELOp.& CLARIFY THE IMPLEMENTATION
PLAN FOR THE VISIONING INITIATIVE PROJECT
4+3 = 7 6) THE NEED TO MAKE THE COMMUNITY WELCOME.
2+5 = 7 7) THE NEED TO DEAL WITH TRIBAL-RELATED LAND OWNER
ISSUES (2 YEAR)
1+6 = 7 8) THE NEED TO PRIORITIZE PROJECTS AND BEST UTILIZE
CURRENT STAFF AND RESOURCES
2+4 = 6 9) THENEEDTOPROTECTTHEEN~RONMENT
2+4 = 6 10) THENEED TO STRENGTHEN THE CITY'S HOMETOWN
FEELING
17
Attachment H
continued
ISSUES AND OPPORTUNITIES FOR THE CITY
TWO-YEAR TIMEFRAME
I LOWER PRIORITY I
(# of council & staff
who ranked 1&0 in
the top
Seven ) Rank
2+2 = 4 11) THE NEED TO ENSURE A RANGE,OF HOUSING
0+3 = 3 12) THE NEEDTO ENHANCE THE CITY'S PHYSICAL, MENTAL,
AND SPIRITUAL HEAL TH
1 +1 = 2 13) THE NEED TO IMPROVE INDIVIDUAL FINANCIAL HEALTH
0+3 = 3 14) THE NEED TO INCREASE THE USE OF THE CITY'S PARK
AND RECREATION FACILITIES
18
Attachment I
PROPOSED SHORT -TERM (2 YEAR) GOALS
TO ADDRESS THE ISSUES AND OPPORTUNITIES
GOAL # 1 TO PROVIDE HIGH QUALITY SERVICES
GOAL # 2 TO ENSURE THE CITY'S FINANCIAL (FISCAL) HEAL TH
GOAL # 3 TO FOSTER COMMUNITY CONNECTIONS
GOAL # 4 TO MAKE THE DOWNTOWN AND RIVERFRONT INVITING
GOAL # 5 TO DEVELOP AND CLARIFY THE IMPLEMENTATION PLAN.
FOR THE VISIONING INITIATIVE PROJECT
GOAL # 6 TO MAKE THE COMMUNITY A WELCOME PLACE TO LIVE AND
WORK
GOAL # 7 TO DEAL WITH THE TRIBAL-RELATED LAND OWNERSHIP
ISSUES
GOAL # 8 TO PRIORITIZE PROJECTS AND TO BEST UTILIZE THE
CURRENT STAFF AND RESOURCES
GOAL # 9 TO PROTECT THE ENVIRONMENT
GOAL #10 TO STRENGTHEN THE CITY'S HOMETOWN FEELING
19
Attachment J
ROLE AND RESPONSIBILITIES
OF THE CITY COUNCIL
I MOST SIGNIFICANT I
1) To provide leadership, direction, and long-range planning for the city
2) To determine policy for the city
3) To hire and monitor the performance of the city administrator (to manage city
operations)
4) To adopt an annual budget for the city
5) To represent the collective best interests of the city and the citizens of
the city
20
Attachment J
( continued)
ROLE AND RESPONSIBILITIES OF
INDIVIDUAL COUNCIL MEMBERS
I MOST SIGNIFICANT I
1) To represent the citizens and be accessible to them
2) To make leadership and policy decisions for the greater good of the city
3) To be prepared for, and participate in, council meetings
4) To act professionally and listen respectfully to other council members,
staff, and citizens
5) To share information and communicate openly with the city administrator and
other council.members
21
Attachment J
( continued)
ROLE AND RESPONSIBILITIES
OFTHE MAYOR
I MOST SIGNIFICANT I
1) To conduct orderly and effective city council meetings
2) To represent the city at public functions
3) To facilitate discussions on agenda items and help resolve conflict
among council members
4) To make advisory committee appointments
5) To sign the city's legal documents
6) To also function as a council member
22
Attachment J
( continued)
ROLE AND RESPONSIBILITIES OF
THE CITY ADMINISTRATOR.
I MOST SIGNIFICANT I
1) To prepare and facilitate information for the council, make policy
recommendations based on the information, and implement adopted
policies
2) To be a liaison between the council and staff
3) To provide leadership and foster a positive work.environment for the
city's.employees
4) To develop and administer the city's annual budget
5) To appoint, develop, evaluate, and terminate (when necessary) city employees
.;
23
Attachment J
( continued)
ROLE AND RESPONSIBILITIES OF
DEPARTMENT HEADS
I MOST SIGNIFICANT I
1) To provide leadership and goals for their departments
2) To manage the day-to-day operations of their departments
3) To prepare and administer the department's annual budget
.
4) To communicate and cooperate with other entities in the city
5) To keep the city administrator and department staff informed
6) To provide training and development opportunities for department employees
7) To recommend "new hires" to the city administrator, mayor and council
24
Attachment J
( continued)
ROLE AND RESPONSIBILITIES OF
ALL CITY. EMPLOYEES
I MOST SIGNIFICANT I
1) To have a positive attitude towards their job and when dealing with the public
2) To be team players
3) To be fiscally responsible
4) To be positive representatives and ambassadors of the city
5) To have a strong work ethic
6) To be receptive to, and participate in, training and development opportunities
7) To be innovative problem solvers
25
Attachment J
( continued)
ROLE AND RESPONSIBILITIES
OF THE CITIZENS
I MOST SIGNIFICANT I
1) To vote in city elections
2) . To provide fiscal support for city services and operations; Le., to pay their taxes
3) To keep informed on issues that affect the city and to communicate their
concerns to the city's elected officials and staff
4) To be involved in community affairs
5) To be positive contributors to the community
, 26
Attachment K
COUNCIL EXPECTATIONS
OF THE STAFF
1 ) "Staff to be professional, honest, unbiased, informed on positions (no hidden
agendas)"
2) "Staff to be efficient and productive in the management of daily city services"
3) "Staff to work effectively with the council and other departments"
4) "Staff to be fiscally responsible"
5) "Staff to provide innovative problem solving"
27
Attachment K
COUNCIL CONTRIBUTIONS
TO THE STAFF
1 ) "Positive reinforcement"
2) "To empower staff to perform their jobs"
3) "To be available 'for support of staff'
4) "To be prepared for meetings (to do homework)"
5) "To provide direction"
6) "To treat staff with respect"
28
Attachment K
STAFF EXPECTATIONS
OF THE COUNCIL
1) "Council doesn't 'surprise' the staff'
2) "Council communicates with staff'
3) "Council makes timely decisions"
4) "Council members be informed (read agenda packets)"
5) "Council focuses on policy-level issue~"
6) "Council provides clear directions"
7) "Council provides consistency"
8) "Council is professional in dealings"
9) "Council members honor decisions made by the council"
10) "Council provides leadership to the city"
11) "Council runs effective and efficient meetings"
12) "Council provides staff with the resources to do their jobs and adequate
compensation"
29
Attachment K
STAFF CONTRIBUTIONS
TO THE COUNCIL
1) "Professionalism"
2) "Their best effort"
3) "Professional advice"
4) "No. surprises"
5) "Fiscal accountability"
6) ''The responsible management of daily operations"
7) "Leadership"
8) "Thorough and timely information"
9) "A good return on investment"
10) "Take care of business"
30
Attachment L
ORGANIZATIONAL CLIMATE QUESTIONNAIRE
For each of the seven organizational climate dimensions described below,
place an "A" above the number that indicates your assessment of the
organization's current position on that dimension and an "0" below the
number that indicates your choice of where the organization should ideally
be on this dimension.
- Wn8t~ Ar ~ r WUc{{t: Ol"G~T T() ~G1
1. CONFORMITY. The feeling that there are many externally imposed constraints in
the organization; the degree to which members lfeel that there are rules, procedures,
~ policies, and practices to which they have toic~nform, rather tban being able to dO~
t,l'2. their work as they see it. . I I r
Conformity is not characteristic 1 2 3 1l 5.7 8 9 10 Conformity is very characteristic
of theorgani uti on . \ . of the organizati on
2. RESPONSIBiliTY. Members of the organization alZt given personal responsibility to
Q~ achieve their part of the organization's goals t e degree to which members feel
that they can make decisions and solve problems wi'houC checking with Dupe~10~seaeh~
step of the way. \ ( .~
No responsibility is given in 1 2 3 115 . 9 10 There is great emphasis on
the organization i personal responsibility in
the organization
3. 5T ANDARDS. The emphasis the organization ,
aces on quality performance and out-
@ standing production including the degree to/which m~mbers feel the organization is
setting challenging goals for itself and co~nicattng these goals to its members. .~
. ~
Standards are very 1 0" or non- 1 2 3 II 5 6 7 8. 9 10 Hi gh cha 11 engi ng standards...:-
existent in the organization . \ are set in the ~rg~nization
IJ. REWARDS. The degree to which members fe 1 that tlley are being recognized and
~ rewarded for good work rather than being i nored, criticized, or punished when
things go wrong. \ (7)
. . 7
Members are ignored, punished, 1 2 3 II 5 6 7 8J9 10 Members are recognized and'~
or criticized I- rewarded positively
,5. ORGANIZATIONAL CLARITY. The feeling ~ong mem1:l,ers that things are we11-
~ organized and goals are clearly defined ra~r tban, reing disorderly or confused.
\€_ b The organization is confused, 1 2 3 IJ 5.. 6. 7 8 l'!'9 10 The organization is we11- r2-'J
disorderly, and chaotic I organized with clearly \' G
defined goals '-~
. I
6. WARMTH AND SUPPORT. The feeling of friendliness is a valued norm in the
."C organization; that members trust one another land ofter support to one another. ".-.
~ The feeling that good relationships prevail i~ the -rrk environment. (~i'
., \ ". )
There I. .. .....th .nd .upport 1 2 3 q 5 6 r g j9 10 W.""'h and .upport .re very-
in the organization characteristic of the
J organization
7. LEADERSHIP. The willingness of organization! memb,rs to accept leadership and
direction from other qualified personne1. As ~eeds'for leadership arise, members &"
~ feel free to take leadership roles and ars rew~rdedlfor successful leadership. ,~i?
I Leadership is based on expertise. The organization is not dominated by, or dependent-
on, one or two persons. ! f
! I
Leadership Is not rewarded; 1 2 3 II 5 6 47 8&9 11) Members accept and are
members are dominated and rewarded for leadership
dependent orresht leader,hip based on expertise
,1 ttempts 31
Attachment M
CITY OF SHAKOPEE
COUNCil AND DEPARTMENT HEADS
2006 VISIONING IMPLEMENTATION WORKSHOP
PARTICIPANT COMMENTS
1) "Good meeting -good discussion on a lot of topics that support the vision, goals,
and strategies. I felt the dialogue between council and staff was good. Good
information for staff to use in future years."
2) Good - needed more time. Accomplished good team interaction. Offered
opportunities for presentations. Thank you."
3) "Meeting was well run -focus onthe two years was great - I learned a lot from
other departments. Thanks"
4) "Good workshop. Liked review. Liked keeping things moving. Liked identifying
specific actions (tactics) to focus on. Thank you."
5) "Did an excellent jobgoing through awide list of items. Was able to keep us
moving and on track."
6) 'The meeting efficiency tried to get to the "next step; Le., action plan. Small group
discussion was good. More refinement of action plan is needed. Somehow we
ended up with more goals."
7) "Fairly well organized. A little rushed but not too mad (could have used another
hour). Kind of rushed the first part generating the eight issues/goals."
8) "Need more time for the council to discuss some issues. The session moved
along welL"
9) "Meeting started off shaky. I wasn't clear on the exercise to integrate the
"challenges" with the vision-strategy. Seemed confusing. Once we got into the
swing, I think it went better. Overall- good result."
10) "Too short - needed more time to discuss action steps. Need clarification of
strategies versus goals (short-term)."
11 ) "The meeting was interesting and informative, but there wasn't enough emphasis
on priorities. What can we reasonably do given current workloads and
resources. The action plans developed by the small groups should have been
analyzed more."
32