HomeMy WebLinkAbout15.F.7. Goal Setting Planning Retreat Follow-up
SHAKOPEE IS: F; %
Memorandum
TO: Mayor and City Council
FROM: Mark McNeill, City Administrator
SUBJECT: Goal Setting Planning Retreat Follow-up
DATE: April 30, 2004
INTRODUCTION:
The Council is asked to adopt a mission statement that came about as a result of a goal
setting retreat held by the City Council and key department heads on April 3, 2004.
BACKGROUND:
The City Council and several department heads met at the Police Department Conference
Room on Saturday, April3rd with facilitator Don Salverda to set goals and objectives for
the City for 2004. Also discussed at that time were longer term goals expected to be
faced by the City over the next five years, and a review of the roles of the Council,
Department Heads, City Administrator, as well as City employees and the public as a
whole.
From that session were also identified nine goals for the City. Those are attached, but
action on those at the May 4th City Council meeting is not asked. Staffwill soon be
meeting to determine what staff will be responsible for each ofthe action steps, and the
target dates for those. The Goals and Action Plan will then be returned to the City
Council for adoption.
MISSION STATEMENT:
What is requested at this meeting is for the Council to adopt a mission statement for the
City.
At the session, two proposed mission statements were discussed. Staff was directed to go
back and review those, and to put together a recommendation. The recommended
mission statement for the City of Shakopee is as follows:
The mission of the City of Shako pee is to provide the opportunity to live, work,
and play in a community with a proud past, promising future, and small town
atmosphere within a metropolitan setting. The City will provide customer-
friendly, high-quality public services that are intended to meet the changing needs
of its residents and the community at large.
This proposed mission statement can be found on attachment H, page 31 ofthe Executive
Summary.
RECOMMENDATION:
I recommend that the mission statement as outlined above be adopted.
If this proposed Statement is not acceptable, Council should give direction as to changes.
ACTION REQUIRED:
If the Council concurs, it should, by motion, adopt the mission statement as proposed.
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Mark McNeill
City Administrator
MM:th
City of Shakopee - Internal Goals
2004 Goals and Action Plans
April 3, 2004
Action Steps Staff Responsible Target Dates Progress Check
1) Identify & implement additional mechanisms to limit & constrain
development so long-range planning can take place ('04)
2) Develop a community vision for the next 20-25 years. ('04)
3) Share the vision back to the entire community, and develop support
for the vision. (Early '05)
4) Develop action plans. (Early '05)
5) Amend comprehensive plan(s) to comport with the vision ('06)
6) Amend regs./official controls ('06-'08)
Action Steps Staff Responsible Target Dates Progress Check
1) Adopt '05 budget, maintaining stable tax rate (Stable Reserves)
2) Maintain policy of development funded infrastructure expansion
(Review Plans & Specs)
3) Do not exceed an affordable debt service and burden level. (CIP)
4) Adopt changes and fees to recover the cost of providing
current/future services and infrastucture.
5) Continue effort to grow and diversify commercial & industrial tax
base.
Action Steps Staff Responsible Target Dates Progress Check
1) Prioritize services & set measurable goals.
2) Conduct a needs analysis. (Staffing, Programs, Resources -1/05)
3) Identify & seek funding. (1/05)
4) Invest in people: provide training, equipment, & leadership (1/05)
5) Only hire the best & brightest & prepare them for future leadership.
(Ongoing)
Staff Responsible Target Dates Progress Check
2) Identify future locations for acquisitions.
3) Identify funding.
4) Amend park ordinance - cash/land scenario/dedication fees up
front.
5) Update Park Master Plan - Future Growth/Long Term Plan
6) Work with developers to construct parks when land/cash scenario is
appropriate.
Action Steps Staff Responsible Target Dates Progress Check
1) To develop a presentation of todays process, given by the Mayor.
2) To continue enhancement of City WEB page, along w/e-commerce.
3) To increase National Night Out events with participation of
Council/Dept. staff.
4) To continue current information dissemination. Communication e-
mail.
5) To create an interactive WEB page, with a link to Shako pee Valley
News.
6) To utilize Neighbor Watch to develop recruitment opportunities for
citizen involvement, increase communication.
Action Steps Staff Responsible Target Dates Progress Check
1) Complete Transportation Component of C.P. (10/04)
2) Complete Scott County Joint Transit Study (1/05)
3) Identify additional funding sources (TEA21-CM,QQ-State $) (Start
4/05)
4) Plans and Partnerships - Regional Trails
5) Added MSAS Designations
6) Expanded local bus circulators (7/04)
Action Steps Staff Responsible Target Dates Progress Check
1) Key entrances/corridors, ID'd by landscape, monuments, etc. ('06)
2) Develop City Marketing Plan ('04)
3) Explore partnerships w/County & MnDOT to upgrade appearance
(CSAH 101,69, 17,83, 169) (Ongoing)
4) Create a unified municipal image/identity (WEB, print. Vehicles-
transit (Ongoing)
5) Overlay district for DT/1 st Avenue ('06)
6) Open up/better utilize river ('06)
7) Develop arch. controls, incentives that encourage use of
design/materials.."Old Shakopee" ('06)
Action Steps Staff Responsible Target Dates Progress Check
1) Complete Dev. & Impl. of maintenance for infrastructure (ie. Roads,
Sewer & Storm Water) (City Bldgs)
2) Develop Maintenance Program for recreational infrastructure (ie,
playground, trails, park fields)
3) Exam annual appro. for road & recreational maint.
Action Steps
1) Develop/Expand collaboration w/Townships, SMSC, Dist. 720
2) Expand relationship w/MnDOT. Iss: Cty 69, Cty 21, Parcel 75, River
Bridge, New 41
3) Enhance & collaborate SPUC relationship, services, communication
4) Expand relationships with SCALE, Tri-Cty, ????, Mutual Aid,
pavement pres., etc.
5) Expand communication relations w/Chaska, E.P., Chaska (River,
Trails, Transit, etc.)
OUR MISSION (Option #1) To provide high quality
public services that effectively address changing
citizen and community needs in a fiscally responsible
and customer-friendly manner while preserving our
proud past and fostering a promising future.
OUR MISSION (Option #2) To provide positive and
endless opportunities to live, work & play in a growing
small town that provides excellent services in
proximity to urban amenities.
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"I Donald Salverda & Associates
Roseville Professional Center. Suite511 · 2233 N. Hamline Avenue · Rosevi/le, MN55113 (651) 484-1335
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I CITY OF SHAKOPEE
COUNCIL AND DEPARTMENT HEADS
I 2004 LEADERSHIP - GOAL SETTING -
I PLANNING RETREA T
EXECUTIVE SUMMARY
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CITY OF SHAKOPEE
I COUNCIL AND DEPARTMENT HEADS
2004 LEADERSHIP - GOAL SETTING - PLANNING RETREAT
I TABLE OF CONTENTS
Paae
I I INTRODUCTION................................;.................................... .. 1
II INTRODUCTORY REMARKS....................................................... 2
I III COMMUNICATION ENHANCEMENT..;.................................'......... 3
I IV REVIEW OF PROGRESS BEING MADE ................... ..................... 3
I V LEADERS AND MANAGERS ARE BEING CHALLENGED................. 4
VI CHANGES THAT HAVE, AND ARE EXPECTED TO,
I IMPACT THE CITY... ... ............ ...... ...... ... ... ...... ...... ... ...... ... ...... ... 4
VII ISSUES AND OPPORTUNITIES FACING THE CITY ..... .................. 4
I VIII THE GOALS PROGRAM TO ADDRESS THE
ISSUES AND OPPORTUNITIES .............................. ...... ............... 4
I IX PRELIMINARY ACTION PLANS TO ACHIEVE THE GOALS ............... 5
I X ROLES AND RESPONSiBILITIES.............................................. 5
XI EXPECTATIONS AND CONTRIBUTIONS.................................... 5
I XII THE CITY'S MISSION STATEMENT AND VALUES STATEMENT.... 5
I XIII ORGANIZATIONAL CLIMATE QUESTIONNAIRE .......................... 6
XIV CLOSING REMARKS ... .;. ... ...... '" ... ...... ...... ... ... ... ... ... ... ......... 6
I XV EV ALUA TION OF THE RETREAT..... ~........ ......... ............... ...... 6
I XVI RECOMMENDED FOLLOW-UP ACTIONS...;............................... 7
A IT ACHMENTS ..................................................................... 8-35
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I CITY OF SHAKOPEE
I COUNCIL AND DEPARTMENT HEADS
2004 LEADERSHIP- GOAL SETTING - PLANNING RETREAT
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I INTRODUCTION
I The city council, city administrator, and department heads of the City of
Shakopee held a Leadership - Goal Setting - Planning Retreat on April 3, 2004.
I The retreat was held in the Training Room of the Shakopee Police Department.
The Retreat Facilitator was Don Salverda, President of Donald Salverda &
Associates of Roseville, MN.
I Participants at the retreat were:
I John Schmitt Mayor
Terry Joos Council Member
I Matt Lehman Council Member
Joe Helkamp Council Member
I Steve Menden Council Member
Mark McNeill City Administrator
I Gregg Voxland Finance Director
Judy Cox City Clerk
I Michael Leek Community Development Director
Dan Hughes Police Chief
I Paul Snook Economic Development Coordinator
Mark Themig Facilities and Recreation Director
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I Also in attendance was Jon Mueller of the Shakopee Valley News and resident
Donald Wagner
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The primary objectives of the retreat were:
I 1) To review proaress being made by the city
I 2) To enhance communication and develop renewed team spirit
among participants
I 3) Todiscuss chanaes that are likely to impact the city
4) To develop updated consensus on maior issues and opportunities facing
I the city (1-3 year perspective)
5) To develop an updated aoals proaramfor the city (1-3 year perspective)
I 6) To develop preliminarv action plans to address the highest priority goals
7) To discuss the roles and responsibilities of the city's leadership team
I 8) To be both educational and eniovable
I This report summarizes the results of the retreat and includes recommendations
forfollow-up actions to be taken.
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I II INTRODUCTORY REMARKS
I Mayor John Schmitt welcomed participants to the retreat pointing out the
importance of communication and team work between the council and
I department heads, the need to develop consensus on issues facing the city, and
to have updated goals for the city. He expressed his appreciation to the staff for
their commitment to the city and for the quality of their work.
I City Administrator Mark McNeill also welcomed participants to the retreat,
thanking them for their contribution to the city's success. He then introduced the
I ' Retreat Facilitator, Don Salverda.
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I III COMMUNICATION ENHANCEMENT
I After introductory remarks were made, the facilitator indicated that one of the
primary objectives of the retreat was to enhance communication among the
I participants. The first activity began the communication process by providing the
participants the opportunity to share backgrounds, perspectives on the greatest
challenges facing the city, and expectations for the retreat.
I Many of the challenges cited by participants were incorporated into later
discussions on Issues and Opportunities facing the city. The refreshment
I breaks, luncheon, and group discussions provided additional opportunities to
further enhance communication.
I See Attachment A for the
Greatest Challenaes Facina the City
and Expectations for the Retreat
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I IV REVIEW OF PROGRESS BEING MADE
The next activity focused on a review of progress being made by the city during
I the last year. It was agreed that significant progress has been made in a number
of areas. Participants also discussed problems that have been encountered and
lessons that have been learned. Participants rated the city's performance as
I being very good. Participants also agreed there is room for improvement.
See Attachment B-1 for the Review
I of Proaress beina made bv the City
I Participants discussed four questions related to the city:
I Q1 What's working well?
I Q2 What's not working well?
Q3 What's the City not doing that it should be doing?
I Q4 What's the City currently doing that it should not be doing?
I See Attachment B-2 for
Responses to the Questions
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I V LEADERS AND MANAGERS ARE BEING CHALLENGED
I The facilitator provid~d information on leadership, pointing out that leaders and
managers at all levels of organizations in both the public and private sectors are
I being challenged as never before. In the public sector, government officials and
professional staff are faced with the dilemma of meeting increasing service
needs with limited funding capability. It was pointed out that in year 2004 and'
I beyond increased emphasis is being placed on individual leadership and
leadership development wit,hin organizations. The facilitator provided a number
of resource materials on leadership (including the Dan Goleman Harvard
I Business Review article on "What Makes a Leader") that were referred to
throughout the retreat. He further challenged participants to either lead, follow,
or get out of the way.
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I VI CHANGES THAT HAVE. AND ARE EXPECTED TO. IMPACT THE CITY
Participants next listed changes that have impacted the city over the last five
I years, and those that are expected to impact the city during the next five years.
See Attachment C for the Listina of Chanaes that have
I Impacted the City and Those Chanaes Expected to Impact the City
I VII ISSUES AND OPPORTUNITIES FACING THE CITY
I Participants identified a number of issues and opportunities facing the city. The
listing provided a fresh update and consensus on needs and opportunities to be
addressed by the city.
I See Attachment D for the Updated Listina of
I Issues and Opportunities facina the City
I VIII THE GOALS PROGRAM TO ADDRESS THE ISSUES AND OPPORTUNITIES
I The identified issues and opportunities were then converted into a proposed
goals program for the city for 2004-2006. The goals program includes eleven
goals.
I See Attachment E for the Proposed Goals Proaram
to Address the Hiahest Priority Issues and Opportunities
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I IX PRELIMINARY ACTION PLANS TO ACHIEVE THE GOALS
I Participants ,developed and discussed preliminary action plans for each of the
highest priority goals. These preliminary action plans will be refined and further
I developed under the guidance of City Administrator Mark McNeill, and be
provided to participants in a separate report from the city administrator.
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I X ROLES AND RESPONSIBILITIES
Participants reviewed the roles and most significant responsibilities of' the city
I council, individual council members, the mayor, the city administrator,
department heads, city employees and citizens.
I See Attachment F for the Listing
of Roles and Responsibilities
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XI EXPECTATIONS AND CONTRIBUTIONS
I Participants next discussed expectations that the council has of the staff and the
staff has of the council. Participants also discussed the contributions that each
I group brings to the leadership team.
See Attachment G for the
I Listing of Expectations and Contributions
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XII THE CITY'S MISSION STATEMENT AND VALUES STATEMENTS
I The Mission Statement
I The mission statement is a statement that describes the organization's overall
purpose and reason for existing. Participants felt that the city's current mission
I statement needs to be updated, better displayed, and more often referenced.
Participants drafted two versions of an updated mission statement. It was
agreed 'that additional discussion needed to take place on final wording for the
I statement. Follow-up discussions took place resulting in the proposed mission
statement.
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I The Values Statement
I 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 felt that the city
I needs a values statement. Participants listed various values they believed to be
most important to the City of Shakopee.
I The facilitator agreed to develop a proposed values statement for the council to
consider based on the values expressed.
I See Attachment H for the City's
Proposed Mission and Values Statements
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XIII ORGANIZATIONAL CLIMATE QUESTIONNAIRE
I 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
I seven dimensions. Participants indicated that there is room for improvement in a
number of areas.
I . 'See Attachment I for the Summary
of the Oraanizational Climate Questionnaire
I XIV CLOSING REMARKS
I The retreat concluded with the facilitator challenging the participants to make a
positive impact in their leadership roles. He pointed out the interdependency of
I 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."
I Mayor John Schmitt and City Administrator Mark McNeill closed the session by
thanking the facilitator for organizing and leading the retreat and the council
I members and department heads for participating. .
I XV EVALUATION OF THE RETREAT
The retreat was very well received by participants with an overall rating of 4.6 on
I a scale of 1 = low and 5 = high.
See Attachment J for the
I Evaluation of the Retreat .
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I XVI RECOMMENDED FOLLOW-UP ACTIONS
I It was agreed that considerable progress was made at the retreat and that follow-
up actions are needed.
I Recommended follow-up actions ~ue:
I 1) The mayor, council members, and city administrator review the Executive
Summary of the retreat
I 2) The city administrator fine tunes the prioritized issues and opportunities,
and the recommended goals program for city council consideration
I 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
I administrator
5) Council members discuss and develop consensus on properwording for
I, the updated mission statement.
I 6) The council formally adopts the updated mission statement and proposed
values statement
I 7) The city cO,uncil and city administrator monitor progress on achievement of
the goals during the year '
I 8) A follow-up retreat be scheduled in one year to evaluate progress and
update the goals program
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I Executive Summary Written by the Retreat Facilitator
I Don Salverda
Donald Salverda & Associates
Roseville Professional Center, Suite 511
I 2233 North Hamline
Roseville, MN 55113
(651) 484-1335
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I Attachment A
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I I GREATEST CHALLENGES FACING THECITYI
I 1) "The city's growth"
2) "The development of a long-term community vision"
I 3) "To develop consensus on the city's growth strategy"
I 4) "Financial responsibility"
5) "Growth management"
I 6) "The acceptance of council decisions and moving forward on the decisions"
I 7) "Maintaining the city's small town identity"
8) "Staying on top - being best"
I 9) "To build the community (both new and old)"
I 10) "The states intervention in local issues"
11) "The acquisition and development of additional parks"
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12) "Keeping up the pace of development without making major errors"
I 13) "Addressing the city's diversity-related issues"
I 14) "Working with the SMSC"
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I I EXPECTATIONS FOR THE RETREAT I
I 1) "Team development"
2) "Short-term goals"
I 3) "Consensus on direction forthe city"
I 4) "Consensus on goals and the development of action plans"
5) "Team building"
I 6) "To better understand the future"
I 7) "To learn and grow as a leader"
8) "To set some realistic goals"
I 9) "I'm open - no great expectations"
I 10) "To enjoy - the food"
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I J Attachment B-1
I I REVIEW OF PROGRESS BEING MADE I
I THE SUCCESSES
I 1) "The continuing delivery of services with limited resources"
I 2) "The development of the city's downtown area"
3) "The city's ability to respond to the cut in local government aid funding"
I 4) 'The city's financial stability"
I 5) "The new police department and library facilities"
6) "Roadway improvements"
I 7) "INET"
I 8) "Dean Lake"
9) "The North Ridge Court apartments"
I 10) "The city's new elementary school"
I 11) "The passing of a community school bond issue"
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THE PROBLEMS ENCOUNTERED
I 1) "Legislative micro-managing"
I 2) "Funding"
3) "Code enforcement expectations"
I 4) "The public's perception of where the city is going"
I 5) "Diverse expectations of residents"
6) "The city's rapid growth and lack of limitations on the growth"
I 7) "The Dean Lake development"
I 8) "The recession"
9) "Public apathy"
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I LESSONS LEARNED
1) "The city needs to do l;:l better job of long range planning"
I 2) "The city needs to do a better job of developing consensus on issues"
I 3) 'The community needs to be more involved in the big issues"
I 4) "The staff accomplishes a lot despite limitations in funding"
5) "The pace of the city's growth may be too fast"
I 6) "Citizen expectations seem to be growing. This challenges the city to better
define the services to be provided"
I 7) "The city needs to remain flexible on issues"
I 8) "There are, and will be, unexpected directives from the state legislature that the
city must adapt to"
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I Attachment B-2
I I THE CITY OF SHAKOPEE - APRIL 2004 I
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I Q1 What's Workina Well?
1) "The city's financial stability"
I 2) "The city continues to provide quality services with limited resources"
I 3) "The city's ability to adapt to change"
4) "The city's, investment in new technologies to better serve the public"
I 5) "Council ~ staff relations"
I 6) "The city has a positive public image"
7) "Community members accessibility to public services"
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I Q2 What's Not Workina Well?
I 1) "Transportation as related to expectations"
2) "Code enforcement"
I 3) "Infrastructure maintenance"
I 4) "Park development"
I 5) "Overall - the city is too reactive and not proactive enough with growth"
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I Attachment B-2
continued
I I I
THE CITY OF SHAKOPEE - APRIL 2004
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I Q3 WHAT'S THE CITY NOT DOING THAT IT SHOULD BE DOING?
I 1) "Controlling the city's growth"
I 2) "Getting enough citizen feedback"
3) "Staff development"
I 4) "Internal 'leg work'"
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I Q4 WHAT'S THE CITY CURRENTLY DOING IT SHOULD NOT BE DOING?
I 1) "Providing senior high rise dining"
2) "The city provides too much flexibility in implementing the Comprehensive
I Plan "
3) "The city is too lenient with developers"
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I Attachment C
I CHANGES THAT HAVE IMPACTED THE CITY
I IN THE LAST FIVE YEARS
I I MOST SIGNIFICANT I
I 1) THE CITY'S GROWTH
2) THE ECONOMY (THE LOSS OF JOBS AND THE LOSS OF TAX REVENUE)
I 3) ACTIONS OF THE STATE LEGISLATURE
I 4) LAND PRICES AND INCREASINGL Y MORE AGGRESSIVE DEVELOPERS
5) THE CITY'S INCREASING DIVERSITY
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I I SIGNIFICANT I
I 6) INCREASING NEEDS AND EXPECTATIONS OF RESIDENTS WHO LIVE AND
WORK IN THE AREA, AND OTHERS WHO TRAVEL THROUGH OR VISIT THE
I CITY
I 7) THE CHANGES (TURNOVER) OF THE CITY'S ELECTED OFFICIALS
8) THE IMPACT OF THE CITY SCHOOLS AND THE RELATED BOND ISSUES
I THAT HAVE PASSED
9) STAFF CHANGES
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I Attachment C
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I CHANGES EXPECTED TO IMPACT THE CITY
IN THE NEXT FIVE YEARS
I I, MOST SIGNIFICANT I
I 1) THE CONTINUED GROWTH OF THE AREA
I 2) THE ECONOMY
3) TRANSPORTATION-RELATED ISSUES (THE NEED FOR MORE ROADS,
I UPGRADING OF ROADS, MASS TRANSIT, ETC.)
4) THE ANNEXATION OF.TOWNSHIPS ADJACENT TO THE CITY
I 5) LEGISLATIVE DIRECTIVES AND THE INCREASING INFLUENCE OF THE
LEGISLATURE ON THE CITY
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I I SIGNIFICANT I
I 6) THE INCREASED ETHNIC DIVERSITY IN THE AREA
I 7) THE IMPACT OF THE SMSC
I 8) THE USE OF NEW TECHNOLOGIES
9) THE CHANGING NEEDS AND EXPECTATIONS OF THE PUBLIC FOR
I SERVICES
10) INCREASING NUMBERS OF LAW ENFORCEMENT-RELATED ISSUES
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I Attachment D
I IISSUES AND OPPORTUNITIES FOR THE CITyl
I I HIGHEST PRIORITyl
I # of votes
in Top 10
(Council &
I. Staff) Rank
I (5+6 = 11) 1) THE NEED TO MANAGE THE CITY'S GROWTH (DEVELOP
CONSENSUS ON GROWTH, ADDRESS ANNEXATION AND
DIVERSITY ISSUES, ETC.)
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(5+5 = 10) 2) THE NEED TO ENSURE THE CITY'S FINANCIAL STABILITY
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(5+4 = 9) 3) THE NEED TO CONTINUE TO PROVIDE QUALITY SERVICES
I WITH LIMITED RESOURCES
I (4+5 =9) 4) THE NEED TO ACQUIRE NEW PARKLAND AND DEVELOP
ADDITIONAL PARKS
I (5+3 = 8) 5) THE NEED TOADDRESS THE CITY'STRANSPORTATION-
I RELATED ISSUES
I (4+3 = 7) 6) THE NEED TO IMPROVE COMMUNICATION WITH, AND
INVOLVEMENT OF, THE PUBLIC
I (4+3 = 7) 7) THE NEED TO DEVELOP A CITY IMAGE (IDENTITY) THAT
REFLECTS THE CITY'S "SMALL TOWN" TRADITION
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I Attachment 0
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I IISSUES AND OPPORTUNITIES FOR THE CITyl
I I HIGH PRIORITyl
# of votes
I in Top 10
(Council &
Staff) Rank
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I (2+6 = 8) 8) THE NEED TO DEVELOP A LONG-TERM VISION
(10-20 YEARS) FOR THE CITY
I (2+4 = 6) 9) THE NEED TO IMPROVE THE CITY'S INFRASTRUCTURE
MAINTENANCE
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(2+4 = 6) ~O) THE NEED TO IMPROVE COMMUNICATION AND
I COLLABORATION WITH OTHER PUBLIC-SECTOR
JURISDICTIONS
I (2+4 = 6) 11 ) THE NEED TO ENSURE A SAFE AND SECURE COMMUNITY
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Attachment 0
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I I ISSUES AND OPPORTUNITIES FOR THE CITY I
I PRIORITY I
I # of votes
in Top 10
I (Council &
Staf:fl Rank
I (3+1 = 4) 12) THE NEED TO EXPAND TRAINING AND DEVELOPMENT
OPPORTUNITIES FOR EMPLOYEES
I (2+2 = 4) 13) THE NEED TO RE-EVALUATE AND STREAMLINE STAFF
TO ENSURE THAT THE MOST QUALIFIED EMPLOYEES ARE
I MATCHED TO THEIR JOB RESPONSIBILITIES
I (2+2 = 4) 14) THE NEED TO INCREASE THE CITY'S INFLUENCE WITH
AREA LEGISLATORS
I (1+3 = 4) 15) THE NEED TO UTILIZE NEW TECHNOLOGIES WHEN AND
WHERE APPLICABLE
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(1+3 = 4) 16) THE NEED TO IMPROVE THE CITY'S CODE ENFORCEMENT
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(0+1 = 1) 17) THE NEED TO DEVELOP AND MAINTAIN POSITIVE WORKING
I RELATIONS WITH THE SMSC
I (0+1 = 1) 18) THE NEED TO CONTINUE TO WORK ON COMMUNICATION
AND TEAM SPIRIT OF COUNCIL AND STAFF
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Attachment E
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.1 I PROPOSED GOALS PROGRAM I
2004-2006
I I HIGHEST PRIORITY I
I GOAL #1 TO MANAGE THE CITY'S GROWTH
I GOAL #2 TO INSURE THE CITY'S FINANCIAL STABILITY
GOAL #3 TO CONTINUE TO PROVIDE QUALITY SERVICES WITH LIMITED
I RESOURCES
GOAL #4 TO ACQUIRE ADDITIONAL PARKLAND AND DEVELOP ADDITIONAL
I PARKS
GOAL #5 TO ADDRESS TRANSPORTATION-RELATED ISSUES FACING THE
I CITY
GOAL #6 TO IMPROVE COMMUNICATION WITH THE PUBLIC
I GOAL #7 TO DEVELOP A CITY IDENTITY AND IMAGE
I I HIGH PRIORITY I
I GOAL #8 TO DEVELOP A LONG-TERM VISION (10-20 YEARS) FOR THE CITY
I GOAL #9 TO IMPROVE INFRASTRUCTURE MAINTENANCE
I GOAL #10 TO IMPROVE COMMUNICATION AND COLLABORATION WITH
OTHER PUBLIC-SECTOR JURISDICTIONS
I GOAL #11 TO INSURE A SAFE AND SECURE COMMUNITY
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I Attachment F
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ROLE AND RESPONSIBILITIES
I OF THE CITY COUNCIL
I I MOST SIGNIFICANT I
I 1) To provide leadership, direction, and long-range planning for the city
I 2) To determine policy for the city
I
3) To hire and monitor the performance of the city administrator (to manage city
I operations)
I 4) To adopt an annual budget for the city
I 5) To represent the collective best interests of the city and the citizens of
the city
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I 20
I
I Attachment F
(continued)
I
I ROLE AND RESPONSIBILITIES OF
INDIVIDUAL COUNCIL MEMBERS
I I MOST SIGNIFICANT I
I
1) To represent the citizens and be accessible to them
I
2) To make leadership and policy decisions for the greater good of the city
I
I 3) To be prepared for, and participate in, council meetings
.
I 4) To act professionally and listen respectfully to other council members,
staff, and citizens
I 5) To share information and communicate openly with the city administrator and
other council members
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:
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I 21
I
I
Attachment F
I (continued)
I ROLE AND RESPONSIBILITIES
OF THE MAYOR
n_._o.,,''-.
I I MOST SIGNIFICANT I
I
I 1) To conduct orderly and effective city council meetings
I 2) To representthe city at public functions
I 3) To facilitate discussions on agenda items and help resolve conflict
among council members
I 4) To make advisory committee appointments
I 5) To sign the city's legal documents
I 6) To also function as a council member
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I 22
I
I
I Attachment F
(continued)
I ROLE AND RESPONSIBILITIES OF
THE CITY ADMINISTRATOR
I I MOST SIGNIFICANT I
I 1) To prepare and facilitate information for the council, make policy
I recommendations based on the information, and implement adopted
policies
I 2) To be a liaison between the council and staff
I 3) To provide leadership and foster a positive work environment for the
city's employees
I
4) To develop and administer the city's annual budget
I
5) To appoint, develop, evaluate, and terminate (when necessary) city employees
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I 23
I
I Attachment F
I ( continued)
I ROLE AND RESPONSIBILITIES OF
DEPARTMENT HEADS
I I MOST SIGNIFICANT I
I 1) To provide leadership and goals for their departments
I 2) To manage the day-to-day operations of their departments
I 3) To prepare and administer the department's annual budget
I 4) To communicate and cooperate with other entities in the city
I 5) To keep the city administrator and department staff informed
I 6) To provide training and development opportunities for department employees
I 7) To recommend "new hires" to the city administrator, mayor and council
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I 24
I
I Attachment F
I ( continued)
ROLE AND RESPONSIBILITIES OF
I ALL CITY EMPLOYEES
I I MOST SIGNIFICANT I
I 1) To have a positive attitude towards their job and when dealing with the public
I 2) To be team players
I 3) To be fiscally responsible
I 4) To be positive representatives and ambassadors of the city
I 5) To have a strong work ethic
I 6) To be receptive to, and participate in, training and development opportunities
I 7) To be innovative problem solvers
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I 25
I
I Attachment F
I (continued)
I ROLE AND RESPONSIBILITIES
OF THE CITIZENS
I I MOST SIGNIFICANT I
I
I 1) To vote in city elections
I 2) To provide fiscal support for city services and operations; Le., to pay their taxes
I 3) To keep informed on issues that affect the city and to communicate their
concerns to the city's elected officials and staff
I 4) To be involved in community affairs
I 5) To be positive contributors to the community
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I 26
I
I Attachment G
I COUNCIL EXPECTATIONS
I OF THE STAFF
I 1) "Staff to be professional, honest, unbiased, informed on positions (no hidden
I agendas)"
I 2) "Staff to be efficient and productive in the management of daily city services"
I 3) "Staff to work effectively with the council and other depa~ments"
I 4) "Staff to be fiscally responsible"
I 5) "Staff to provide innovative problem solving"
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I 27
I
I Attachment G
I COUNCIL CONTRIBUTIONS
I TO THE STAFF
I 1) "Positive reinforcement"
I 2) "To empower staff to perform their Jobs"
I 3) "To be available for support of staff"
I 4) "To be prepared for meeti~gs (to do homework)"
I
5) "To provide direction"
I
6) "To treat staff with respect"
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I 28
.1
I Attachment G
I
STAFF EXPECTATIONS
I OF THE COUNCIL
I , 1) "Council doesn't 'surprise' the staff'
I 2) "Council communicates with staff'
I 3) "Council makes timely decisions"
4) "Council members be informed (read agenda packets)"
I 5) "Council focuses on policy-level issues"
I 6) "Council provides clear directions"
7) "Council provides consistency"
I 8) "Council is professional in dealings"
I 9) "Council members honor decisions made by the council"
I 10) "Council provides leadership to the city"
11 ) "Council runs effective and efficient meetings"
I 12) "Council provides staff with the resources to do their jobs and adequate
compensation"
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I 29
I
I Attachment G
I STAFF CONTRIBUTIONS
I TO THE COUNCIL
I 1) "Professionalism"
I 2) "Their best effort"
I 3) "Professional advice"
I 4) "No surprises"
I 5) "Fiscal accountability"
I 6) "The responsible management of daily operations"
I 7) "Leadership"
I 8) "Thorough and timely information"
I. 9) "A good return on investment"
I 10) "Take care of business"
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I 30
,
I
I
I Attachment H
I
I PROPOSED MISSION STATEMENT
FOR THE CITY OF SHAKOPEE
I , ,
I ",
THE MISSION OF THE CITY OF SHAKOPEE IS TO
PROVIDE THE OPPORTUNITY TO
I LIVE, WORK, AND PLAY IN A COMMUNITY
WITH A PROUD PAST, PROMISING FUTURE,
I AND SMALL TOWN ATMOSPHERE WITHIN
A METROPOLITAN SETTING.
I
I THE CITY WILL PROVIDE CUSTOMER-FRIENDLY,
HIGH-QUALITY PUBLIC SERVICES THAT ARE
I INTENDED TO MEET THE CHANGING NEEDS
OF ITS RESIDENTS AND THE COMMUNITY AT LARGE.
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f1
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I 31
I
I Attachment H
contimied
I I PROPOSED VALUES STATEMENT OF THE CITYI
I .-.. . .~.' '.
THE FOLLOWING VALUES ARE FUNDAMENTAL TO THE CITY OF SHAKOPEE'S
I SUCCESS AND THE FULFILLMENT OF OUR MISSION:
I 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
I quality services in a highly professional and cost-effective manner.
I 2) FISCAL RESPONSIBILITY
We believe that fiscal responsibility and the prudent stewardship of public funds
is essential for citizen confidence in government.
I 3) ETHICS AND INTEGRITY
I 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.
I 4) PROFESSIONALISM
We believe that continuous improvement is the mark of professionalism and are
I committed to applying this principle to the services we offer and the development
of our employees.
I 5) VISIONARY LEADERSHIP AND PLANNING
We believe that the very essence of leadership is to be visionary and to plan for
I the future.
I 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.
I
7) POSITIVE RELATIONS WITH THE COMMUNITY
I We believe that positive relations with the community and the public we serve
leads to positive,involve~, and active citizens.
I
I 32
I. Attachment I
I ORGANIZATIONAL CLIMATE QUESTIONNAIRE
I for each of the seven Qrganiza tionul c 1 ima te dimens ions described below,
place an "A" above the number that indicates your assessment of the
organiza tion I s current pos i tion on that dimens ion and an, "0" below the
number that indicates your choice of where the organization should ideally
1 be on this dimension.
'- W~e- P(f /- W ~G OV'lofi' 11> ~~
1. CONFORMITY. The feeling that there are many :<ter~lly imposed constraints in
the,o~ganization; t~e degree to which members fe l~hat there are rules, procedures,
pol~c~es, and pract~ces to which they have to co form, rather than being able to dO@
~heir work as they see it. r-
/' ~, ,
Conformity i~ no~ characteristic 1 2. 3 4 5.-6 8 9 10 Conformity is very. characteristic
of the organlZatlon \ of the organization
\
12. RES,PONS I B I,Ll TY,' Hembers of the organization re given per3ona~ responsibility to
ach~eve the~r part of the organization's goals; the degree to wh1ch members feel
V that they can ,make decisions and solve problems 'thout checking wi,th super1,' ors each
\0 step of the way. \@.
No responsibility is given in 1 2 3 4 5 6 8t 9 10 There is great emphasis on g:~
the organi zati on \ personal responsi bil ity in
the -organization
\ '
I 3. STAN DARDS. The emphasis the organization paces qn quality performance and out-
standing production including the degree to w ich mambers feel the organization is
~ setting challenging goals for itself and comm nicatil'g these ,g~alS to its members.@~
,~ 5 tandards are very low or non- 1 2 3 4 5 7 8 ~ 10 Hl gh cha 11 engi ng standards j 9
existent in the organization I are set in the organization
REWARDS. The degree to which members fee th~y are being recognized and
rewarded for good work rather than being ig c,p;ticized. or .punished when @9
things go wrong. , 8; ,
Members are ignored, punished, 1 2 3 4 7 8'9 10 Members are recognized an
or criticized \ rewarded positively
~. ORGANIZATIONAL CLARITY. the feelin among membJrs that things are we11-
or,g an1,' zed and gOa,lS are clearly defined ather thanb~ing disorderly or confused.@
VCl The organization is confused, 1 2 3 4 6 7 8 9' 10 The organization is wel1- 9, ~
disorderly, and chaotic I organized with clearly
defined goals
6. WARMTH AND SUPPORT. The' feeling of iendlines)is a valued norm in the
tv organization; that members trus,t one ,anoth and offer supp~rt to one another. .
, \ I The feeling that good relationships prevail in the wOFk env1ronme~t. ~
There is po warmth and support 1 2 3 4 5 7 8 ~ 10 Warmth and support are ver
Ii n the organi zati on t chara~ter~ sEi c of the
organlZatlon
I
7. LEADERSH IP. The willingness of organizati members to .accept leadership and
direction from other qualified personnel. A needs~~r leadership arise, members ~
feel free to take leadership roles and are r warded 40r successful leadership. ,0
Leadership is based on expertfse'. The organ' zation is not dominated by, or dependen
on; one or two persons. I
Leadershi 0 is. not rewarded' 1 2 3 4 5 6 7 8 ~ 10 Members accept and are
members are dominated and' rewarded for leadership
I dependent or res i st leadership based on expertise
attempts
33
I
I Attachment J
I CITY OF SHAKOPEE
COUNCIL AND DEPARTMENT HEADS
I 2004 LEADERSHIP - GOAL SETTING - PLANNING RETREAT
SUMMARY EV ALUA TION
I
1) The objectives of the session were:
I @ 5 4 3 2 1
Clear Vague
I 2)
The organiz of the session wa~:
I @ 5 4 3 2 1
Excellent Poor
I 3) The ideas resented were:
I @ 5 4 3 2 1
Very Not
I nterestin Interesting
I 4) The ability 0 the presenter to stimulate discussion was:
I @ 4 3 2 1
Poor
I 5) My this session was:
@ 4 3 2 1
I Waste
of Time
I 6) Overall, I session to have been:
I @ 5 4 3 2 1
Excellent 1 Poor
I
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I 34
I
I
CITY OF SHAKOPEE
I COUNCIL AND DEPARTMENT HEADS
2004 LEADERSHIP - GOAL SETTING .PLANNING RETREAT
I PARTICIPANT COMMENTS
I 1) "A great session. '"
I 2) "Great workshop."
I 3) "Excellent material, good presentation, kept the material moving. Well worth the
time. Thanks for using your talents in a worthwhile way as this."
I
4) "Among the clearest facilitators I've heard."
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I 35