HomeMy WebLinkAbout2.A. Carl H. Neu-Neu & Company
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LEADERSHIP
Thinking about
and
creating the
FUTURE
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CITY OF SHAKOPEE 2025: Focus on the Future
"Visions allow people to dream and
look into the future. They give us an
understanding of what our community
can become and how we can get there
by working together."
VISION
CRITICAL ISSUES TO ADDRESS
GOALS
STRATEGIES
PLANS
3
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LEADERSHIP - PERFORMING ART
"We do know that leadership is all about making
things happen that might not otherwise happen and
preventing things from happening that ordinarily
might happen. It is the process of getting people to
work together to achieve common goals and
aspirations. Leadership is a process that helps
people transform intentions into positive action,
vision into reality."
Thomas A. Cronin
The Christian Science Monitor
February 16, 1990
"As local officials, we are caretaker of our
communities' public life. Not only can we
improve local government, but we can also
improve local governance, strengthening the
capacity of our communities to solve problems
and build a brighter future.
NLC Conference Brochure
4
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CHANGE MASTERY
Using imagination and creativity to
increase the influence of the future over
the present as the basis for human
understanding and action.
TO A LEADER
The needs of the future take .
precedence over the demands of
the present.
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STRATEGIC THINKING
and LEADERSHIP
'THE PROCESS BY WHICH PEOPLE
AND ORGANIZATIONS ENVISION THE
FUTURE AND DEVELOP THE
NECESSARY WAYS TO ACHIEVE
THAT FUTURE
IT MOSTLY IS A PARTICULAR WAY
OF SEEING AND THINKING
ABOUT THE WORLD IN WHICH
WE EXIST AND ACHIEVE
IT ALSO IS A WAY OF
TRANSFORMING WHAT ONE
ENVISIONS INTO ACTION
THROUGH COMMUNITY,
TEAMWORK, AND
DISCIPLINED ACTIONS
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COMMUNITY VISIONING - STRATEGIC PLANNING
(a progression of insight, thought and action)
STRATEGIC THINKING
THE PROCESS BY WHICH A
COMMUNITY ENVISIONS ITS
FUTURE AND DEVELOPS THE
NECESSARY WAYS TO ACHIEVE
THAT FUTURE
~
COMMUNITY VISIONING
Community visioning, as is strategic planning, is about the future. It is a process by
which people envision the community's desired future and develop the courage and
means to achieve that future.
~
CHANGE MASTERY
Using imagination and creativity to increase the influence of the future
over the present as the basis for human understanding and action.
~
TO A LEADER
The needs of the future take
precedence over the demands of the present
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STRATEGIC DECISION MAKING
Vision - Key Goals
Major Issues to be Addressed
Strategies for Addressing Each Issue
Criteria for
. Tactical Decisions
. Resource Allocations
. Performance Planning
· MonitoringlEvaluating Outcomes
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Strategic. A COMMUNITY
Vision - POLICY PLANNING MODEL
Plan (Modified)
Feedback &
Adjustment
Evaluation!
Comments
,
Citizen
Feedback
11..
Workshop for
, Plan "Adjustments" ~
Annual "retreat" ... r
Long-Range
Goals & .- or "advance"
/
Priorities
, ,
Evaluation of
Internal
Performance
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Objectives: City Manager Performance
Annualized Goals and Evaluation
Performance . 'Process r
~
Targets .
-
Ratification
Strategies - Resource Adoption
... Allocation, . ofbudget(s)
~ r .~
Budget
~.
Policy Tools for Comprehensive Plan -
~ Decision Making .. Capital Improvement Plan
r Long-Term Financial Plans
Develop/Redev. Plans
Master Plans: Programs/Services
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Goals of the Community
Strategic Planning Process
("Visioning")
0 Develop a future planning process that is spearheaded by the City, but
incorporates participation from the entire community.
0 Through that process, identify and formalize the vision and goals of the
community.
0 Develop a plan document that can be used to guide decisions by the city's
leadership and other groups in the community.
0 Evaluate city policies, codes and organizational structure to ensure that
they are designed in support of those goals. Identify necessary changes.
0 Develop methods to measure how well we are achieving the goals set out
by the plan.
Projected Benefits
to the Community
0 It involves the citizens in the community and helps create an
understanding of what they want and value.
0 It provides an opportunity to reflect on our community's history and
generate ideas for the future.
0 It gives the community, city and the council a framework for goal setting
and establishing priorities, and setting policy.
0 It gives us a long-term perspective for decision making and budgeting.
0 It allows people to dream and look into the future.
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Tentative Outline
Of the
Community Visioning and Strategic Planning Process
1. Select (June 12) and train (June 16) the Steering Committee.
2. Community-wide public visioning meetings that will identify issues that
are critical to Shakopee's future.
3. Categorize issues into related issue classifications and create Issue Project
Teams for each issue classification.
4. Appoint Issue Project Teams. Carl Neu will facilitate team training.
5. Teams study issues, develop goals, action steps and timelines. Each team
will be assigned staff persons to serve as a record keeper and resource
person to assist each team in obtaining information, documents and
anything else they may need to help them in their examination of their
issue. Team time frame for study: July - October, 2001.
6. The chair and co-chair of each team will also be ex-officio members of the
Steering Committee and meet with the Steering Committee to review the
status of each team and determine inter-related needs.
will be Process Coordinator and will work closely with the Steering
Committee and Project Team Chair.
7. Each team will draft a preliminary report on their specific assigned
issue(s).
8. After the study period, each team will present its preliminary report to the
pubic at another series of community-wide public forums. The teams will
receive public input to assist them in developing their final report.
9. Each team prepares their final team report, taking into consideration the
public input form last round of public forums. Team reports are
submitted to Steering Committee by
10. Steering Committee prepares the final strategic plan.
11. Pinal Report is presented to the City Council and other community groups.
Report is distributed to the Shakopee community.
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EXAMPLE
. STRATEGIC PLANNING PROCESS STAGES
Stage 2 Stage 2 Stage 3 Stage 4
2 Weeks 2-3 Months 4-6 Months On-Goin!!
. Conduct . Initiate . Selection of . Implementation
initial communications "issue" task Plans, Alliances
stakeholder with community forces and action steps
meeting to
explore . Community input . Detailed analysis . Monitoring and
process and forums and of critical issues evaluation of
gam surveys and concerns progress
commitment
from key . Identify general . Recommended . Revisiting,
players vision elements action plans, refining and
strategies and revising strategic
. Select a . Identification of priorities plan
Steering critical issues and
Committee concerns to be . Draft strategic . Sustaining
addressed in plan partnerships
strategic plan
. Community
forum(s)
. Adopt strategic
plan
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NORTH LAS VEGAS YOUR COMMUNllY OF CHOICE
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*Develop name and logo for process (see above)*
1 Strategic Planning Project Team Dan Tarwater
Eric Dabney
Brenda Johnson
2 Visioning Committee Formed . March 17th City Council
Meeting: Resolution with
recommended names presented
to Council
3 Orientation (includes visioning April 14, 5pm-9pm, NLV Library.
committee, Council, staff)
4 Community Forums (4 total)
· Tuesday, May 11, 6pm-9:30pm Aliante Info. Ctr. (for residents)
· Wednesday, May 12,1 pm-4:30pm NL V Library (for businesses)
· Wednesday, May 12, 6pm-9:30pm NLV Library (for residents)
· Thursday, May 13, 6pm-9:30pm Silver Mesa Rec Ctr (for residents)
5 Communication Plan Concurrent with Steps 1 - 4
6 Vision Element / Groups to meet week of
Strategic Focus Areas May 24th, due by June 24th
7 Draft Plan Due by June 24th
.
8 Validation: Week of June 28
Meeting on Tuesday, June29, 6pm-9pm, NL V Library
(for visioning committee, Council, interested citizens, and staff)
9 Work Shop for City Council and July 21 st - Work session
Critical Alliance Partners presentation and adoption by
Council
"DATES SUBJECT TO cHANGE"/ As of February 18, 2004
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SHAI(OPEE VISIONING
SHAKOPEE 2025
- VISIONING - STRATEGIC PLANNING PROCESS
~ .
1. Visioning -
Strategic Planning
Process
2. Select Strategic
Planning Committee I
3. Orientation
4. Community Visioning
Forums
-
5. Vision & Vision
Elements
Strategic Focus Areas
6. Draft Plan
7. Validation
8. Adoption/Implementation
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Roles and Working Relationships
in the Community Visioning - Strategic Planning Process
0 Elected Officials and Key Community Leaders
0 Community
0 Steering Committee of other than City Council - City Manager
0 Projects Coordinator - usually City Manager or a deputy
0 Staff
,
0 Issue Task Forces
0 Resource Persons/Organizations
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STEERING COMMITTEE RESPONSIBILITIES
. BUILDING COMMUNITY-BASED SUPPORT FOR PROCESS
. WORK WITH PROJECT COORDINATOR AND CONSULTANT TO PROVIDE
OVERALL DIRECTION TO THE PROGRAM.
. ORGANIZE AND PUBLICIZE THE COMMUNITY MEETINGS.
. PREPARE THE "VISION STATEMENT" AND IDENTIFY MAJOR GOALS TO BE
ADDRESSED BY EACH TASK FORCE.
. ENSURE STEERING COMMITTEE AND TASK FORCE MEMBERS ARE
KNOWLEDGEABLE ABOUT THE VARIOUS DECISION-MAKING SYSTEMS
USED BY VARIOUS ENTITIES IN THE COMMUNITY; I.E., TOWN BOARD,
SCHOOL BOARD, ETC.
. OVERSEE THE WORK OF TASK FORCE GROUPS.
.. DEVELOP SELECTION CRITERIA FOR TASK FORCE MEMBERS,
SOLICIT APPLICATIONS, REVIEW AND MAKE APPOINTMENT.
. . CONDUCT A TRAINING SESSION FOR TASK FORCE MEMBERS AND
TASK FORCE CHAIRMEN.
.. ONE MEMBER FROM THE STEERING COMMITTEE SERVES AS A
LIAISON TO EACH TASK FORCE.
.. DEVELOP GUIDELINES FOR EACH TASK FORCE ON HOW TO
ENCOURAGE COMMUNITY INVOLVEMENT.
.. FRAME THE QUESTIONS TO DIRECT THE STUDY PROCESS. DEFINE
THE BOUNDARIES FOR EACH TASK FORCE REPORTS.
. BE THE LIFE OF THE PROJECT.
. . ENCOURAGE TASK FORCES. KEEP THEM MOTIVATED. PROVIDE
REALISM WHEN NECESSARY AND PROVIDE THE RESOURCES THEY
NEED TO GET A HIGH QUALITY JOB DONE.
. . KEEP THE COMMUNITY EXCITED ABOUT THE PROJECT
. ORGANIZE WRAP UP COMMUNITY MEETINGS.
. COORDINATE PREPARATION OF THE STRATEGIC PLAN DOCUMENT AND
ITS PRESENTATION TO THE COMMUNITY.
. SET UP A SYSTEM TO MONITOR THE PLAN ON AN ONGOING BASIS.
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ASTRA TEGIC GOVERNANCE LEADERSHIP AND GOAL-SETTING
PROCESS
There are a number of approaches to conducting goal-setting sessions for a community.
A particular approach, that has proven to be very popular, is designed to address the
following key areas:
1. Definition of aSTRA TEGIC VISION for the community which serves
as the basis for goal-setting and performance-planning to be used by the
governing body and the administrative staff.
2. Identification of major "CONSENSUS POINTS" held by a majority of
the governing body relative to its vision for the future of the community.
3. Identification of STRATEGIC FOCUS AREAS which are the "destiny
shapers" of the community. These focus items represent areas that must
be addressed or managed by the governing body and the city's executive
team if the community is to attain its vision for the future.
4. Defining specific OUTCOMES that the council wishes to achieverelative
to each of the strategic focus areas. Once these specific outcomes have
been defined, a careful identification needs to be made of all forces and
factors working "for" and "against" attainment of these critical outcomes
by the governing body, the city administration, and other leadership
groups within the community that can contribute to the attainment of these
specific outcomes.
5. Establishing specific PERFORMANCE GOALS that will lead to the
attainment of the desired outcome and define general policies, leadership
directions, and performance priorities.
6. Establishing REVENUE AND RESOURCE ALLOCATION
POLICIES to ensure the continuous availability of the necessary
resources to achieve specific performance goals established by the council.
7. Assigning, if appropriate, SPECIFIC RESPONSIBILITIES that must
exist within the council, between council and administrative staff, within
the administrative staff, and between the city and other significant
leadership groups throughout the community if each of the goals is to be
achieved. This also includes establishing a Performance Management and
Evaluation Process by which the council defines and assesses City
Manager Performance.
8. Establishing for each goal a set of annualized performance objections and
supporting MANAGEMENT ACTION PLANS (MAPs) designed to
ensure achievement of community-wide goals in a systematic manner that
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guides operating programs and priorities for the council and administrative
staff.
9. Establishing a goal-management and MONITORING PROCESS which
permits the governing body and administrative staff to have a
comprehensive and coordinated view of all of its strategic, tactical, and
operational efforts.
10. Identification of "BREAKTHROUGH LEADERSHIP TARGETS"
which reflect significant issues that do not seem to lend themselves to
traditional decision-making practices and administrative procedures.
These issues, frequently, are really ones that require extraordinary insight
and commitment for their resolution As such, these issues require whole
new levels of thinking and perspective which must be integrated back in to
the goal-setting and MAPping process.
11. Conducting an initial assessment of the current quality and extent of
board-executive staff TEAMWORK essential for goal achievement.
Frequently, a community will have an outstanding set of goals and
supporting objectives. However, difficulties may anse m the
implementation phases due to factors reflecting the level and quality of
teamwork existing between groups that must work in a collaborative
manner.
12. Establishing COMMUNICATIONS PROCESSES through which the
critical issues, specific performance outcomes, goals, and MAPs are
communicated throughout the community so that all leadership groups and
citizens have a full appreciation for the direction the city is taking and the
role they have in the achievement of its goals.
R: Feb 17,2003
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ShakopeeVisioning and Strategic. Planning
From a Great Past. ..to an Even Better Future
Anne Carroll Ii' C,rroll,
Carroll, Franck & Associates .':.. 8f'f,~~
, April 2004 .'
Understanding:
Challenges, Opportunities
· Appealing, attractive
river community
., Rapid population
growth
· Significant development
pressure
· Strong, committed
leadership
· Educated, engaged
community
Carroll, Franck & Associates 1
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Understanding:
Challenges, Opportunities
· 12% of students from
homes where English
not the first language
· Changing park and
recreation expectations
Understanding:
Challenges, Opportunities
· Community history of
proactive thinking
· Strong tradition of
service, community,
and youth groups
· Broad economic base
Carroll, Franck & Associates 2
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Understanding:
Challenges, Opportunities
· Changing transportation
and transit are affecting
development
· Evolving environmental
challenges
Approach
· Customized, unique
to Shakopee
· Collaborative,
inclusive
· Broad-based
· Built from existing
local leadership
Carroll, Franck & Associates 3
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Approach
- Excite and energize
community
- Leverage committed
groups, organizations
- Seek active partners,
strong champions
-Establish clear
and powerful
community
ownership
Scope of Work
- Jointly develop scope
and launch project
- Timing: May
- Create "Steering ."
Committee" with CC~s:'
- Engage champions
- "Brand" effort
- Deliverscoping
document and all
materials
- Evaluate and modify
Carroll, Franck & Associates 4
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Scope of Work
· Identify and analyze
diverse full range of
stakeholders
- Timing: early summer
- Involve CC, mayor,
and numerous
community leaders
- Deliver SH information
- Evaluate and modify
Scope of Work
· Create "live" issues,
search for solutions
- Timing:.into 2005
- Multiple events and
activities with partners,
teams, champions
- Broad, active involvement
- Expanded, deepened
communications
- Creative solution search
__ Deliver all activities and
documentation
- Evaluate and modify
Carroll, Franck & Associates 5
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Scope of Work
· Formulate vision and
plans
- Timing: 2005
- Actively engage
leadership with
broader community
- Develop what's right
for Shakopee's future
- Launch action plan
and keep it enerqized
- Deliver all events,
alternatives and
decisions
- Evaluate and modify
Scope of Work
· Monitor, evaluate, and
evolve
- Timing: ongoing
- Implement, organize,
leverage community-
based actions
- Support local energy
and excitement
- Continue deep
collaboration and
expand communication
- Deliver all events and
documentation
- Evaluate and modify
Carroll, Franck & Associates 6
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,
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Costs
· Engage local groups,
including youth,
seniors, other elected
and appointed officials
· Actively partner,
leverage local
resources, and seek
champions
· Capitalize on previous
work -- without making
assumptions
Costs
· Hourly approach gives you
maximum flexibility and support
time on site, $100/hour
· Evaluation and monitoring give
you full control.at.every step
. Estimated maximum costs thru
spring 2005 = $25-30,000
(300+ hrs, 40+ days)
· Costs include:
- Optional grad students to extend
resources and add new energy
- Interpreters
- Local travel and routine expenses
· Additional tech/professional
services are at your discretion-
and still within your budget
Carroll, Franck & Associates 7
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CF&A Works to Your Advantage
· Deep respect and · Professional experience in
appreciation for planning,. communications,
leadership and previous public involvement, elected
work allows fast launch office, and teaching
· Proximity offers provides credibility and
immediate supportand opens doors
flexibility in how you use it
· Reasonable hourly rate · Long-term commitment,
allows time to develop available locally, facilitates
trust and relationships measurable progress and.
· Local knowledge and durable solutions
contacts allow deeper · And enthusiasm and energy
and smoother work make this a lot of fun!
Ii' CY.~1:~~k
, ..: 8t'''<b~
Project References
· Building Inclusive
Communities; League of
MN Cities
· FAST Lanes public
participation; MnDOT
· Community
redevelopment; Mpls
· Homelessness; Hennepin
County · Public involvement to site
· Public participation
teaching and training; WWTP; Met Council
Humphrey Institute, IAP2 · Writing, editing, photography;
state and national technical
and professional publications
Carroll, Franck & Associates 8
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II~II
(6 COMPANY
April 13, 2004
Mr. Mark McNeill
City Administrator
City of Shakopee
129 Holmes Street South
Shakopee, Minnesota 55379-1351
Dear Mr. McNeill:
Enclosed are ten (10) copies of our Proposal for A Strategic Planning Process and
Services in response to the City's Request for Proposal sent to us on March 19,2004.
If you have questions or desire additional information, please do not hesitate to
contact me at carlneu@mindspring.com or 303-986-8487.
Thank you for the opportunity to submit this proposal to the City of Shakopee.
Sincerely,
Carl H. Neu, Jr.
CHN/sw
Enclosures (10 copies of Proposal for A Strategic Planning Process)
Phone: 303/986-8487
Fax: 303/986-0223
The Center for the Future of Local Governance ™ E-mail: carlneu@mindspring.com
Website: www.carlneu.com
8169 West Baker Avenue Lakewood, Colorado 80227 Mailing Address: P.O. Box 36308 Lakewood, Colorado 80236
1811
{9 COMPANY
CITY OF SHAKOPEE,
MINNESOTA
Proposal for A Visioning/Strategic Planning
Process and Facilitation Services
Submitted by
Carl H. Neu, Jr.
Neu and Company
Lakewood, Colorado 80227
April 14, 2004
Phone: 303/986-8487
Fax: 303/986-0223
The Center for the Future of Local Governance ™ E-mail: carlneu@mindspring.com
Website: www.carlneu.com
8169 West Baker Avenue Lakewood, Colorado 80227 Mailing Address: P.O. Box 36308 Lakewood,. Colorado 80236
. , ' ,
City of Shakopee,
Minnesota
Proposal for A Visioning/Strategic Planning Process
and Facilitation Services.
I. INTRODUCTION
This proposal is in response to a request from Mark McNeill, City Administrator,
for facilitation and consultation support in creating a Strategic Plan for the City of
Shakopee.
A mutually agreed upon final work plan will be developed by the City
Administrator and the Consultant defining the effort's objectives, schedule, action
steps, and budget if this proposal is accepted by the City.
II. PROPOSED OBJECTIVES
A. The Strategic Plan - An Absolutely Critical Leadership Function
The City of Shakopee believes it has reached "a pivotal point in its
history" necessitating a reasoned and critical definition of a leadership
vision, and accompanying strategic plan, addressing the aspirations of its
citizens, the numerous opportunities and influences confronting the
community, and the choices it makes about the future it desires to develop
and achieve for itself.
The primary function of City Council is to provide the leadership that
involves the community in defining and providing a goal-based policy-
directed course to the City's desired future - a future of intent rather than
fate. Strategic thinking and establishing direction documented in a
strategic plan are the means for providing this leadership and establishing
council's leadership priorities and goals.
Community visioning is more than planning. It is a process in which the
people of a community come together to discuss and determine the future
they desire for their community. They explore future possibilities open to
them and how to address these possibilities/opportunities in a strategic
manner. The "visioning" or long-term strategic planning process creates
the framework for defining citizens' expectations and how the City's
leadership, operations, and community members must function in concert
with each other as they move toward that future. Goals are determined,
surprises are anticipated, new horizons are proposed and explored,
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uncertainties are addressed, the "what if's" are played out and the
partnerships and connections of "community" are forged. It is the
recognization and adventure that the future must be "envisioned, achieved,
and managed" pro actively by people working together to make their
visions become reality.
Community visioning fundamentally is a process of dreaming, exploring,
creating and uniting - a means to give shape and direction to the pursuit of
the future. The Strategic Plan, resulting from the strategic planning
process, documents all this vibrant energy and provides the specific and
practical means to get to the future in a logical and disciplined manner
within a framework of goals, priorities, programs, budgets and specific
performance objectives.
Please see the articles "Community Visioning: What is it? Why do it?,
and "The Next Step: The Evolving Role of Council", beginning on page
12.
B. Proposed Objectives for the City of Shakopee Strategic Planning
Process (Community Vision).
Upon completion of this process, the City, both as a community and
organization, will have:
1. affirmed, and publicized widely, its commitment to the visioning-
strategic planning process and the involvement of representatives of
the entire community in the creation of the Strategic Plan and its on-
going implementation.
2. created a clear and compelling community vision inclusive of citizen
and stakeholder perspectives and their values, interests, and desires
about the future of the City of Shakopee.
3. identified the Strategic Focus Areas or Vision Elements which must
be addressed from a strategic leadership perspective if the vision is
to be planned and managed toward reality.
4. identified the community and municipal organizations' strengths,
challenges, and opportunities relative to each Strategic Focus Area.
5. built a sense of partnership and stewardship throughout the
community necessary to sustain commitment to the community
vision and successful implementation of the Strategic Plan.
6. prepared a visioning document and Strategic Plan for citizen
evaluation, feedback, and implied approval to council to proceed
with adopting and implementing a Strategic Plan for Shakopee.
3
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7. linked the Strategic Plan into the leadership, goal-setting, policy-
setting, management, and resource generation and allocation
processes for the city and other entities and institutions, local and
regional, who will be critical alliance partners with the city, in
achieving the community Vision and implementing the Strategic
Plan.
8. established a process by which the community, city, and its alliance
partners can evaluate progress made, update the plan, and maintain
its vitality as the means by which the community participates in
defining and achieving its future.
9. established an information-communications plan and process for
inviting and sustaining community involvement in and support of the
strategic planning process.
A specific work plan and schedule for achieving these objectives will be
prepared in conjunction with the City Administrator and others once this
preliminary proposal is accepted.
III. ROLE OF, AND SERVICES PROVIDED BY, THE FACILITATOR-
CONSULTANT
A. The Facilitator-Consultant will provide the following services:
1. assist the city in developing the Visioning and Strategic Planning process
and accompanying public information/communications plan.
2. guidance on selection of a Visioning-Strategic Planning Coordinator and
Strategic Planning Committee members.
3. design and conduct an orientation session for the Strategic Planning
Committee Members. The orientation for the Strategic Planning
Committee will address:
a. history of the strategic planning process
b. pertinent present and projected demographic and community
profile information
c. clarification of the Strategic Planning Committee's role and
anticipated contribution to the strategic planning process
d. thorough description of the work process and schedule for creating
a strategic plan.
e. receiving community input from Community Visioning Forums.
4
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f. creating a preliminary community vision and identifying vision
elements to be addressed in the emerging Strategic Plan
g. review/revision of the vision component of the strategic plan and
affirmation of the plan's strategic vision elements (Strategic Focus
Areas)
h. assignment of specific tasks to the stakeholder groups in
preparation for subsequent meetings
1. selection of Chair and Vice Chair for the Strategic Planning
Committee.
4. design and facilitate, with city staff and Strategic Planning Committee
members, public Community Visioning workshops.
5. consolidate the qualitative information obtained from these Community
Visioning workshops and assist the Strategic Planning Committee in
integrating the public's comments, values, views, and desires into the
planning process.
6. define, with the Strategic Planning Committee, the emergent vision and
the Strategic Focus Areas or Vision Elements that must be addressed from
a strategic perspective.
7. assess, with the Strategic Planning Committee, the city's and community's
"strengths, challenges, and opportunities" relative to each Strategic Focus
Area to be addressed.
8. prepare, and present, with the Strategic Planning Committee, a draft vision
statement and strategic plan to the community for evaluation,
recommendations and feedback.
9. develop, with the Strategic Planning Committee, the final Vision
statement and Strategic Plan.
10. assist the city council and staff, and other key alliance partners, in linking
the Strategic Plan to their organizations and the contributions expected
from each toward the successful implementation of the plan.
B. Other Tasks
The consultant-facilitator will provide other assistance requested by the
Strategic Planning Committee to assist it in completion of its role.
5
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IV. PROJECTED WORK SCHEDULE AND CHARGES FOR CONSULTANT
SERVICES AND RELATED CHARGES
Estimated professional fees and related charges for travel-lodging, clerical
services, and materials used in orientations are $25,000, based upon similar
projects.
Projected Action Steps, Work Schedule, and Fees
Projected Cost for
Service/Key Action Steps Proposed Schedule! Consultant Services
1. Develop with City, a detailed 1 Day on-site with $ 1,500.00
Visioning-Strategic Plan Work City Council, City
Plan including accompanying Administrator and
public information! key staff participants
communications plan.
2. Provide guidance on selection of a Part of the 1+ day Part of Item 1.
Visioning-Strategic Planning on-site visit listed in
Coordinator and Strategic Planning Item 1 above.
Committee members.
3. Design-conduct orientation session 1 day on-site $2,250.00
for Visioning-Strategic Planning training -orientation
Committee and supporting City session; 'l2 day
Staff Members. preparation
4. Promote Community Visioning No consulting Time -
Forums (Town Hall meetings) done by City
5. Design, conduct, and summarize Community leaders $4,500.00
results from Community Visioning Residents
Forums (Town Hall Meetings) (2-3 sessions)
3+ days on site.
1 Proposed Schedule will have to be determined with assistance of City Administrator. It is proposed the process begin late summer
or early fall to be completed by mid-November, 2004, at the latest.
6
6. Define with Strategic Planning (1-1/2 days on-site $3,750.00
Committee to include meeting
with Strategic
· Emerging Community Vision Planning Committee
and supporting City
· Strategic Focus Areas ("areas of Staff and 1 day
interest") to be addressed and preparation)
selection of sub-groups to address
next Strategic Focus Areas.
· Assessment (SWOT) process to
be used to develop Strategic Plan
component for each Strategic
Focus Area.
7. Strategic Focus Area work groups Each work group No Consulting time.
(sub-committees of the Strategic will establish own
Planning Committee) complete work schedule and
assessment of and strategic plan meeting times.
recommendations for assigned
topics.
8. Prepare and submit draft vision (Suggest same $5,250.00
Statement and Strategic Plan to arrangement for
Community for evaluation and meetings used in
feedback. Step 5. Each
meeting lasts 2-112
hours
3-112 Consulting
Days to prepare draft
plan and conduct
feedback sessions.
9. Prepare final Vision Statement and (1 Consultant day) $1,500.00
accompanying Strategic Plan for
submission to, and adoption by,
City Council.
10. Workshop for City Council, 1 Day on-site $3,000.00
community leaders and alliance workshop.
partners (Stakeholders in ensuring
successful implementation of 1 day preparation
Vision and Strategic Plan). (Suggest consolidate
with Step 9 for one
trip)
7
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11. Final debriefing with Mayor, City Y2 day on-site $750.00
Administrator and Key Staff in conference.
"Keeping the Prolcess Alive"). (Schedule with items
9 and 10).
Summary of Estimated Charges:
. 15 days of consulting/facilitation services at
$1,500.00/Day $22,500.00
. 6 trips to City of Shakopee $ 4,000.00
(12-13 days on-site)
. Clerical support charges $ 1,500.00
. Orientation workshop materials $ 500.00
Total Estimated Charges $28,500.00
8
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v. CONSULTANT QUALIFICATIONS, EXPERIENCE, AND CLIENT
REFERENCES
A. Consultant (Carl H. Neu, Jr., Qualifications and Experience)
9
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CARL NED
Carl Neu
Carl Neu, author and consultant, is recognized nationally as an authority on, and
an experienced practitioner of, the theory and application of governance and leadership
for city councils, county boards, local government managers, community leaders and
non-profit organizations.
Carl has worked with over several hundred local government entities and their
state and national municipal and county associations since 1976. Additionally, he is an
experienced government official having served as a member and president of the
Lakewood, Colorado, city council and as chair of the city's charter commission. He
currently serves as president of the Lakewood Public Building Authority.
Carl's teaching affiliations include having been a lecturer at the University of
Colorado's Graduate School of Public Affairs, a faculty member at its Center for the
Improvement of Public Management, and a faculty member for the Rocky Mountain
Institute for Public Officials. Currently he is on the faculty of the University of Arizona's
Local Government Leadership Institute.
Carl's professional expertise focuses on development of those strategic
leadership, policy development, long-range planning and teamwork skills required of
elected and appointed local government officials and community leaders. These skills
are necessary for effective performance in dealing with the forces and popular trends that
are redefining government and governance, especially at the local level.
He is a graduate of the Massachusetts Institute of Technology, and has an M.B.A.
from Harvard University.
Neu & Company
Neu & Company provides consultation services, workshops and conferences, and
professional programs to improve the leadership and service delivery performance of
local governments, and the professional skills of their policy-making boards, executives,
and employees. Website address is www.carlneu.com.
The Center for the Future of Local Governance™
This division of Neu and Company focuses on the development and dissemination
of those strategic leadership, policy development, long-range planning and teamwork
concepts and application techniques that can "awaken the best" in elected and appointed
local government officials and community leaders. These insights and skills are
necessary for effective performance in dealing with the forces and popular trends that are
redefining government and governance, especially at the local level, during the 21st
Century.
10
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B. REFERENCES
. City of Prior Lake, Minnesota
Jack Haugan, Mayor
Frank Boyles, City Manager
962-447-9801 or 4230
The city of Prior Lake Vision 2020 document can be downloaded from the
City's website: www.cityofpriorlake.com.
. City of Lenexa, Kansas
David Watkins, City Administrator
913-492-8800
Lenexa Vision 2020 has been a sustained and powerful community
leadership tool.
. Town of Windsor, Colorado
Rod Wen sing, Town Administrator
970-686-7476
Windsor's Vision has driven the Town's growth management and
community building efforts in a rapidly-growing community. It also lead
to a successful election to create and adopt a Home Rule City Charter.
. City of Burnsville, Minnesota
Elizabeth Kautz, Mayor
952-746-1203
Partners for Tomorrow was a comprehensive, multiple governmental and
community stakeholder-sponsored, community visioning effort.
. City of Casper, Wyoming
Tom Forslund, City Manager
Linda Witko, Assistant City Manager and coordinator of the city's
strategic planning effort.
307-235-8296
11
. . . ,
. City of Thornton, Colorado
Jack Ethredge, City Manager
303-538-7217
I have assisted this City in its strategic leadership planning and efforts
since 1985.
. City of Richfield, Minnesota
Samantha Orduno, City Manager
612-861-9700
I have assisted Ms. Orduno in three community visioning and strategic
planning efforts: Mounds View, Minnesota; Carpenteria, California; and
Richfield, Minnesota; during her services as City Manager in each.
. City of Eagan, Minnesota
Thomas Hedges, City Administrator
651-675-5007
While Eagan has not created a strategic plan, it has created cityJeadership
and goal statements for a number of years to guide the city's Leadership
Priorities and Goals under Mayors Egan, Awada, and Geagan.
12
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1 Community Visioning:
i
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j What is it? Why do it?
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i by Carl H. Neu
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1 6 CJJ~ado.Municipalities May-June 1998
."._.............~ ........____M~M._.._.M.._..M.._....M..___..M.._ . _. . ..M..~......._..........._...................................
, ,
,. G:mmunity visioning, or strategic p1anning, is about the
future. It is a process by which people envision the commu-
. nity's desired future and develop the courage to achieve that
reo One community, Carpinteria, Calif., defmes it this way:
Community visioning is a process by which the people who
live and work in, and care about, a community (the stakehold-
ers) come together in a~ informal, welcoming setting to deter-
mine the future dIrection of their city. People gather together to
explore the possibilities the future may present and determine
how to best address those possibilities {n a strategic manner.
The "visioning" or long-term strategic planning process creates
the framework within which the city:SO operations and the com-
munity:SO members function as they move into the future. Goals
are determined, surprises are anticipated, uncertainties are
addressed, the "what if:SO" are played out, and action steps and
partnerships are created. It is the collective recognition that the
future is to be "achieved and managed" proactively.
The challenges, opportunities, and uncertainties facing all
communities are growing in number and complexity. They can
create conflict, confusion, chao~, and paralysis. Or, they caIJ. .
create the potential for new horizons, tough choices, and incred-
ibly exciting futures. They also can help recapture a precious
treasure many neighborhoods, towns, cities, and regions have
lost-a sense of community and caring that binds people
together in common purpose and id~ntity; a new recognition of
"we" and "we' If' as the basis for relating to each other and the
commitment to get things done.
Community visioning simultaneously is the means by which
a community of people seek the future they desire and relate
with each other; personally and corporately, to make that future
happen. It is not a planning tool such as a comprehensive or
master land-use plan; it is not a means for allocating resources
such as a budget; it is not a public relations ploy to stimulate
good feelings. It is fundamentally a process of dreaming,
exploring, and creating-a means to give shape and direction to
a community's thinking and view of itself so that human imagi-
nation and creativity can increase the influence of the future (we
desire to achieve) over the present as the basis for understand-
ing and action. Once the dream is set; all the planning, budget-
ing, and policy/decision-making tools have purpose and appli-
cation.
Why do it? There are many practical answers, such as:
. It gives a city and the council a framework for goal setting
and establishing priorities, and setting policy.
continued on page 8
May-June 1998 _Colorado Wmicipalities
_._--~... . ..............
. . ' .
continued from page 7 systems, and other projects on their own ers, and what the effort will produce as
· It involves the citizens in our com- rather than being prodded into it by outcome; i.e., a vision statement, spe-
munity and helps us understand what council and staff. Another city started its cific goals, and strategies and plans for
they want and value. adventure only to be pooh-poohed by attaining these goals.
· It provides an opportunity to reflect mayor, council, and some city staff. The Is the community ready to dedicate
city now has a new mayor, council, and the time and resources to do this com-
on our community's history and gener- several new staff members. The city's munity vision process well?
ate ideas for the future. slogan is "we're energizing the vision.".. The process can take 6 to 18 months
· It gives us a long-term perspective The questions to consider before and involves an extensive time commit-
for decision making and budgeting. starting a visioning process: ment from the people who are involved,
· It's touted by national municipal Do we understand what community up to 10 to 20 hours per month. The
visioning really is? process also needs staff support, an ade-
organizations and some prestigious It is a process of actively exploring quate budget, ongoing community pub-
authors as the "thing you should be and anticipating the future and the chal- 'licity and communications, and the ser-
II doing" if your community is to be a lenges to be addressed. It also means vices of a professional facilitator.
ill good place enjoying the good life. developing consensus and having the Leadership and visioning is not a casual
II Those are typical prosaic responses; discipline to implement that consensus undertaking. It is intense, disciplined,
they fail to reflect the soul of the living without caving in to the political expedi- time-consuming, hard work aimed at
creation of which we are all a part-the ency, one's own biases, and the pres- producing rich rewards for the future.
"1
~ community in which we live, work, and sures of specific groups and individuals, Are the council and other key groups
i:j carry out our existence in interaction whose agendas are in conflict with the who must be involved publicly support- .
I with people and events. I have found the community consensus. ive of and willing to participate in this
i' communities that have had the most suc- Are our elected officials, professional process?
II
lj cess with community visioning see the staffs, and community leaders comfon- Communities are comprised of many
~I
i answer to "why do it?" to be the same able with sharing power with the com- key.groups, such as city government,
,i one to the question, "Do you want to munity and citizens? school, distri"ts, chambers of commerce,
experience an adventure?" An adventure Community visioning is a form of business and civic organizations, major
I is a bold undertaking, a daring feat, a participatory democracy that harkens employers,. and neighborhood associa-
remarkable experience inwhich one back to the original American democra- tions, all of whom playa role in creat-
transcends his/her personal limitations tic experience celebrated by Alexis ing, supporting, and achieving the
to new plateaus of potential and accom- DeTocqueville in his book Democracy vision. All must be willing to embrace
plishment. The communities that have in America. It can, at times, be in "on- the process, or their resistance and non-
seen community visioning as an adven- flict with representative government and participation can hamper its success.
ture have reaped phenomenal break- its "representatives." The key is not to Also,. are any groups that have been in
throughs in how people come together fear popular involvement but to use it to conflict with each other willing to
and in the accomplishments they are forge new citizen-elected official part- explore the potential futures in a spirit
achieving. Cities such as Pueblo and nerships that expand greatly a commu- of collaboration? Or will they just seize
Thornton in Colorado, others such as nity's capacity to perceive and achieve. upon the visioning effort as another
Burnsville, Minn., that become so ener- Can the community visioning process chance to further polarization and dis-
gized that 10 years of goals have been benefit our community,. and do we really . ruption?
achieved in a little over three years. Citi- understand the products/outcomes it will Is there a sense of stewardship that
zens and groups come together under produce? will continue the process and commit-
the umbrella of the community vision There must be a clear expectation .ment to the vision's implementation?
plan Partnerships for Tomorrow and among all parties about the process that Community visions and strategic
create new downtowns, transportation will be used, the rol~.of various play- plans frequently cover a period of 20
8 Colorado Municipalities May-June 1998
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years and must be refIned and updated This is a statement of leadership and changes we must bring about with oth-
regularly, Also they transcend the term a well-thought-out plan to get their ers because these changes are essential
of office or tenure of many of the indi- desired future as a community of people to achieving the vision/future we want
viduals involved in their initial creation. and groups working together. Pueblo is for our community and those who will
Successful vi~ions require commitment just one of numerous communities in live some or the rest of their lives within
to stewardship and ensuring successive Colorado and the nation engaged in it.
generations of leaders who will continue community visioning because they rec-: . The process of community visioning
the process, keep it current, and sustain ognize good futures-quality futures- can start smaIl, with council initiating
its potential for creating a better future. don't just happen. They are the result of the effort by defining the vision it fol-
The Pueblo County communities people discovering within themselves lows as it sets policies and makes deci-
(. captured this concept well with these and each other an intemalleadership sions on the community's behalf. It can
beginning words in the preamble to.their capacity generated through conversation start bigger, with focus groups, surveys,
strategic plan: and creating visions with others and the and extended community involvement.
, . "We, the communities of Pueblo ",ill to act to translate this vision into The articles and case studies that follow
County, having embarked upon a contin- reality. are examples of various approaches, all
uing community-wide dialogue to reach The future of our communities of which have been successful steps in
a shared vision of our future, fwd that requires a barn-raising, rather than a the journey to a future of desire and
we hold these values in common..." and vending machine, mentality. It also, in intent.
conclude the preamble after stating the words of John Naisbitt,must reflect
these values clearly with the words: as oUr communities enter the 21st cen-
''Through our cOmnlltmeIit, we will tury a new mindset: one of "moving
achieve the following vision for Pueblo from control to leadership of accelerated
County's destiny... " change." Community visioning focuses
on identifying and producing the
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May-June 1998 Colorado fiII(i;lidpalities 9
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The Next Step:.
The evolving role of council
by Carl H. Neu
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14 Colilrldo Municipalities May-June 1998
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I. i The community visioning process, especially II it involves a
omprehensive look at the community's future and emphasizes
., . gh levels of citizen participation, can have a profound and . .
I ansforming effect on city government and the city council.
This effect is akin to experiencing passages-a concept popu-
, larized by Gail Sheehy that defines how individuals (and com-
munities) evolve and mature to higher levels of insight and
sophistication through time and new experiences.
One city, Thornton, began in 1985 to sense this concept of
passages in the evolution of the council's leadership perspec-
tives, skills, and performance. The focus: identifying and acting
proactively on those long-term and strategic issues vital to the
community's future and the things residents value about their
community. The guiding question asked continuously to inspire
insight was, and still is, "Is there more we should be doing to
improve our leadership performance and to ensure a quality
future for our community?" The council and staff, in addition to
engaging in introspection, expanded its outreach to and dia-
logue with residents.
, Over time (1985 to the present) a hierarchy of development
and sophistication about community and governance began to
emerge. Each progression to the next level of insight and think-
ing (passages) led to new questions and priorities, a new sense
of understanding about how to "achieve more" and provide bet-
ter leadership.
The box on page 23 identifies the five passages the city
experienced to date. Each brought with it the need to examine:
· the definition and sense of community-how do people see
and involve themselves in the greater community. called Thorn-
ton;
· relationships and partnerships among the city, the council,
} , and residents as an asserted effort is made to engage citizens in
J setting the directions their community is taking;
· governance and decision making both in terms of the issues
that need to be addressed and who is involved in the decision-
making process;
· clarifying what is leadership in terms of who or~,hestrates,
coordinates, and celebrates achievements necessary for imple-
menting and realizing the community's vision and strategic
plans for the future;
continued on page 23 .
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May-June 1998 Colorado Mr~cipalities
.. .~
last major update of the plan was in Thornton, continued from page 15
1979. Furthermore, committee members
represented strong and diverse perspec-
tives, generating much debate and it · the means by which council and the ture of a community focusing on achiev-
great deal of compromise. In time, the community identify and deal construc- ing its vision through people working
group crafted a plan that was approved tively together with the challenges and together.
by City Council. Committee members complexities to be faced in achieving
and staff dedica~ed nearly two years of . the vision; and
evening meetings, postponed their vaca- · the role of coun.cil in this evolving
tions, and took time away from their
families for the sake of the project. In process and how it helps the community
appreciation, City Council sponsored a define and achieve its fullest potential. i
buffet dinner at a local restaurant for all Each passage ushered in new meth-
the citizen volunteers, staff, and fami- ods for decision making, new insights,
lies. Inviting family members was a way and new relationships within the city
,. for City Council to say "thank you" for between council and staff and through-
their patience and understanding. Spe- out the community between council and
cial T-shirts and plaques were given to residents. i
'" all those who had worked on the plan. It City governments frequently see I.
was an evening with no agenda, few themselves as service providers; coun- . i
speeches, and a lot of food and fun. cils as policy setters. They also tend to I
Another "celebration" was held last, see the world and the issues they II
fall in the aftermath of the devastating address from the city's peculiar vantage II
July flood in Fort Collins. While differ- point- "inside the box" of staff func- d
il
ent than celebrating the completion of a tions, council meetings,. and study ses- II
project, it was nonetheless an event to sions. The community visioning process
celebrate heroic efforts, the countless expands horizons, exposes the city and I
ways in which community people council to the citizen's perspectives
helped one another, and life. People about their community, and necessitates
from throughout the community came dialogue and interactions that pull city
together to remember what had hap- staff and council members "out of city
pened that fateful night, to talk about hall" into the community as it is seen !
their experiences (an open microphone and experienced by the people who live i
was part of the format), and to thank the in it. 11
many who had rescued people caught in In the lead articlein this series, com- il
the swift currents and trapped in floating munity visioning was likened to an I'
.1
mobile homes and vehicles. It was a adventure that can transform view- II
I
way to acknowledge the emotional and points, relationships, priorities, and peo- I
physical devastation and begin the ple. The adventure leads to an aware-
process of rebuilding. (A short, very ness that one who visits and interacts
unobtrusive thank you.) with the future in partnership with oth- II
i The worst mistake we can makeis to ers will think and act differently as a
l do nothing. Celebrate in some way result of the experience. II
when,ever there is a notable achievement On April26, 1998, as it entered into II
... and began to appreciate the limitless'
i or something of significance. The cele-
! bration doesn't have to be elaborate or possibilities of its 5th passage, the I[
I costly-a hand-written card or letter or a Thornton City Council redefined its
..
heartfelt public acknowledgment or mission or purpose: \1
announcement are ways to applaud the The mission of the Thornton City
efforts and accomplishments of others. Council is to be effective stewards of
For major successes, go ahead and public resources while representing the
celebrate in a big way. People appreciate values of our diverse community. We
the recognition and it will go a long way will provide dynamic leadership and I
toward building continued goodwill engage in active partnerships to achieve II
with the community. our community;s. vision statement.
This is the beginning of a new pas- I
sage, the realization of a new sense of II
purpose, and another step in the adven- I
May-June 1998 Colorado Mt~cipalities I
I
23 I
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