HomeMy WebLinkAbout01-28-2019 Council Work Session PacketOrono City Council
Work Session
Monday, January 28, 2019
Council Chambers 6:00 p.m.
AGENDA
1. 2019 Mission, Vision & Strategic Values
Annual:
• Budget: Part of June, All of July, August and October.
• City Administrator & Police Chief Update (3 times per year for 15 minutes)
Previous Work Session Topics
November 27. 2018
2019 Street Projects Update
Budget Update
Comprehensive Plan Update
October 22, 2018
• Comprehensive Plan Densities Discussion
• Christmas Ornaments for Poles around Navarre and other Areas
• Christmas Tree Lighting
• Skating Rink at Crystal Bay Park
September 24, 2018
• Enterprise Budget Discussion
• LMCD — Mark Kroll
• Stubbs Bay Parking
CITY OF ORONO MEMORANDUM
DATE: January 28, 2019
TO: City Council Members
FROM: Dustin Rief, City Administrator
RE: 2019 Mission, Vision & Strategic Values
1. Purpose. The purpose of this item is to discuss and develop a Mission, Vision, and strategic values.
Attached as (Exhibit B) is a memorandum from November 26, 2018 that includes information on
developing each of these. My desire is to develop a collective mission, vision and 3 to 5 strategic goals
for the city. Why is this important? I look at my role as the leader of the organization the can develop and
mold the organization to be the best we can, however this is hard to accomplish without knowing the
expected outcome or expectations. The mission will clearly define what the city's role is and how I can
ensure accountability throughout the organization. The vision gives me a direction to guide staff and
respond to residents. The communication of these to the residents provides clear direction and
understanding of what we do, why we do it, and where we want to guide our services and how we plan on
doing that. These are things I can hold the leaders and staff or our organization accountable too. It will
also better align departmental goals to the expectations of the council.
2. Scope. Tonight's Goals:
A. Develop a Mission Statement
B. Develop a Vision of what you want the city to become
C. Develop 3 to 5 Strategic Values or guide points that can lead the organization
collectively toward the vision while accomplishing the mission.
Exhibits
A. Orono Staff Mission/Vision and Goals 2019-2020
B. November 26, 2018 — Council Work Session Memorandum
Exhibit A
01-28-19 Council Work Session
Orono Staff Provide Mission/Vision and Goals 2019-2020
Mission Statements
1. To provide responsive and efficient local government that is founded on community aspirations,
to ensure that Orono protects its unique social, economic, and natural environment for current
and future generations.
2. The City of Orono will provide effective public policy established from citizen involvement,
which results in safe and superior municipal services, and prepares Orono for any challenges of
the future.
3. The members of the Orono Police Department are committed to providing the highest
quality policing through fairness, service and pride. To foster this ideal, we promise to
work in partnership with the communities we serve.
Vision Statements
1. By preserving its rural character and natural resources the City of Orono will remain a Rural
Oasis: a quiet sanctuary offering its residents an escape from the stress of modern life.
2. The City of Orono will be the sanctuary of choice to live in and will be widely recognized for its
preservation of natural rural beauty, urban culture, and recreational assets.
3. Provide quality services while maintaining a high quality of life, rural charm and low density
residential.
Goals
1. Maintain a high level of customer service and satisfaction
2. Respect the need and expectations of individuals in our community
3. Consistent enforcement of codes and ordinances
4. Increase and maintain staff accountability and proper communication (own it and don't
pass the buck)
5. Be a problem solver
6. To establish sustainable long-term funding of infrastructure needs while maintaining a
reasonable property tax rate.
7. To provide consistently high levels of customer service to our citizens without abdicating the
enforcement of city codes.
8. To preserve the unique historical and natural resources found within the City while maintaining
individual property rights.
9. To work with citizen groups to strengthen the City's sense of identity and community.
10. To create a culture of continuous improvement in the providing government services as
efficiently and reliably as possibly.
Exhibit B
01-28-19 Council Work Session
MEMORANDUM
TO: ORONO CITY COUNCIL
FROM: DUSTIN RIEF, CITY ADMINISTRATOR
SUBJECT: 2019-2020 MISSION, VISION AND GOALS
DATE: 11/26/2018
Mayor and Council,
I have gathered information related to the development of goals for the City Council as
well as some provided by the Orono Leadership Staff and examples of what other communities
have adopted. I am asking the council to review the documents and develop a city wide mission,
vision and goals or strategies, for the City Administrator to implement and hold each department
accountable to. Please provide comments and mission/vision/goals for discussion at the January
28th Work session. We will be developing them in an informal setting to expedite the process.
The staff has provided their interpretation of what the city mission/vision and goals should be. I
would like to take this time to discuss a format and how that would best fit Orono.
Mission
Definition: A mission statement describes the purpose of an organization or
business and the quest of the leadership team. A mission statement serves as:
• A statement that clearly states the task of the organization
• A "grounding tool" that helps leaders maintain focus
• A statement of the current job that will secure the desired future
• A rally cry to be shared with others
Mission Statement Format
Mission statements are short statements that include key factors. They may be limited to
40 words, but are written clearly, concisely and contain all the key information. One to
two sentences per question is standard.
Components of Mission and Sub -components
Mission Component Question
Sub -components
1. Why do you exist?
The task you are charged to complete
The goals to be met
The roles to be fulfilled
The return to provide the shareholders and stakeholders
The need to be fulfilled
2. Who do you serve?
The customers who purchase your product
The needs of the customers who purchase your product
The end users to use your product
The markets and industries they are within
3. What do you produce?
The specific products and services
The technology base
4. What is your unique
Product quality
competence or value?
Service
Solutions provided
Cost
Management systems included
Relationship with the customers
Technological expertise
5. How do you operate?
General approach with customers
Manufacturing, distribution, sales, marketing specifics
6. How will you know when you
Goals to be reached
have accomplished your task?
Measures to be achieved
Requirements to be met
What is a Vision Statement?
A vision statement is the anchor point of any strategic plan. It outlines what an organization
would like to ultimately achieve and gives purpose to the existence of the organization. A good
vision statement should be short, simple, specific to your business, leave nothing open to
interpretation, and should have ambition. This comprehensive guide will take you through the
entire process of writing a good vision statement, with examples and resources to help along the
way. Let's start off by reminding ourselves of what our end -game looks like in terms of our
finished plan:
W�
M
OUR VISION
in
v
F1
What is a Vision Statement for?
Here's a quick reminder of what we're trying to achieve when writing a good vision statement
(not everything will apply to every organization, but you'll get the gist...)
• Creating the pinnacle of the funnel, which every significant action we do going forward
will ultimately be contributing towards.
• A memorable and inspirational summary that describes our reason for existence as an
organization — one that will help to motivate existing employees and even attract high-
quality new ones.
• A succinct statement about what our organization is trying to achieve to help third parties
such as investors or the media better understand us.
• A `limiter' that helps us to rule out certain opportunities which do not ultimately contribute
to our vision.
What Does SMART Mean?
SMART is an acronym that you can use to guide your goal setting.
Its criteria are commonly attributed to Peter Drucker's Management by
Objectives concept. The first known use of the term occurs in the November
1981 issue of Management Review by George T. Doran. Since then,
Professor Robert S. Rubin (Saint Louis University) wrote about SMART in an
article for The Society for Industrial and Organizational Psychology. He stated
that SMART has come to mean different things to different people, as shown
below.
To make sure your goals are clear and reachable, each one should be:
• Specific (simple, sensible, significant).
• Measurable (meaningful, motivating).
• Achievable (agreed, attainable).
• Relevant (reasonable, realistic and resourced, results -based).
• Time bound (time -based, time limited, time/cost limited, timely, time -
sensitive).
Professor Rubin also notes that the definition of the SMART acronym may
need updating to reflect the importance of efficacy and feedback. However,
some authors have expanded it to include extra focus areas; SMARTER, for
example, includes Evaluated and Reviewed.
How to Use SMART
Paul J. Meyer, businessman, author and founder of Success Motivation
International, describes the characteristics of SMART goals in his 2003 book,
"Attitude Is Everythin1j: If You Want to Succeed Above and Beyond." We'll
expand on his definitions to explore how to create, develop and achieve your
goals:
1. Specific
Your goal should be clear and specific, otherwise you won't be able to focus
your efforts or feel truly motivated to achieve it. When drafting your goal, try to
answer the five "W" questions:
• What do I want to accomplish?
• Why is this goal important?
• Who is involved?
• Where is it located?
• Which resources or limits are involved?
Example
Imagine that you are currently a marketing executive, and you'd like to
become head of marketing. A specific goal could be, "I want to gain the skills
and experience necessary to become head of marketing within my
organization, so that I can build my career and lead a successful team."
P = - MW
It's important to have measurable goals, so that you can track your progress
and stay motivated. Assessing progress helps you to stay focused, meet your
deadlines, and feel the excitement of getting closer to achieving your goal.
A measurable goal should address questions such as:
• How much?
• How many?
• How will I know when it is accomplished?
Example
You might measure your goal of acquiring the skills to become head of
marketing by determining that you will have completed the necessary training
courses and gained the relevant experience within five years' time.
3. Achievable
Your goal also needs to be realistic and attainable to be successful. In other
words, it should stretch your abilities but still remain possible. When you set
an achievable goal, you may be able to identify previously overlooked
opportunities or resources that can bring you closer to it.
An achievable goal will usually answer questions such as:
• How can I accomplish this goal?
• How realistic is the goal, based on other constraints, such as financial
factors?
Example
You might need to ask yourself whether developing the skills required to
become head of marketing is realistic, based on your existing experience and
qualifications. For example, do you have the time to complete the required
training effectively? Are the necessary resources available to you? Can you
afford to do it?
Tip:
Beware setting goals that someone else has power over. For example, "Get
that promotion!" depends on who else applies, and on the recruiter's
decision. But "Get the experience and training that I need to be considered
for that promotion" is entirely down to you.
4. Relevant
This step is about ensuring that your goal matters to you, and that it also
aligns with other relevant goals. We all need support and assistance in
achieving our goals, but it's important to retain control over them. So, make
sure that your plans drive everyone forward, but that you're still responsible for
achieving your own goal.
A relevant goal can answer "yes" to these questions:
• Does this seem worthwhile?
• Is this the right time?
• Does this match our other efforts/needs?
• Am I the right person to reach this goal?
Is it applicable in the current socio-economic environment?
Example
You might want to gain the skills to become head of marketing within your
organization, but is it the right time to undertake the required training, or work
toward additional qualifications? Are you sure that you're the right person for
the head of marketing role? Have you considered your spouse's goals? For
example, if you want to start a family, would completing training in your free
time make this more difficult?
5. Time -bound
Every goal needs a target date, so that you have a deadline to focus on and
something to work toward. This part of the SMART goal criteria helps to
prevent everyday tasks from taking priority over your longer-term goals.
A time -bound goal will usually answer these questions:
When?
• What can I do six months from now?
• What can I do six weeks from now?
• What can I do today?
Example
Gaining the skills to become head of marketing may require additional training
or experience , as we mentioned earlier. How long will it take you to acquire
these skills? Do you need further training, so that you're eligible for certain
exams or qualifications? It's important to give yourself a realistic time frame for
accomplishing the smaller goals that are necessary to achieving your final
objective.
Benefits and Drawbacks
SMART is an effective tool that provides the clarity, focus and motivation you
need to achieve your goals. It can also improve your ability to reach them by
encouraging you to define your objectives and set a completion date. SMART
goals are also easy to use by anyone, anywhere, without the need for
specialist tools or training.
Various interpretations of SMART have meant that it can lose its effectiveness
or be misunderstood. Some people believe that SMART doesn't work well for
long-term goals because it lacks flexibility, while others suggest that it might
stifle creativity. For more information on the potential weaknesses of SMART,
see our article, Locke's Goal -Setting Theory.
Tip:
For other goal -setting resources, see our articles, Golden Rules of Goal -
Setting, Using Well -Formed Outcomes in Goal Setting, Personal Goal
Setting , and Treasure Mapping .
Key Points
SMART is a well-established tool that you can use to plan and achieve
your goals. While there are a number of interpretations of the acronym's
meaning, the most common one is that goals should
be Specific, Measurable, Achievable, Relevant, and Time -bound.
When you use SMART, you can create clear, attainable and meaningful
goals, and develop the motivation, action plan, and support needed to
achieve them.
Apply This to Your Life
Perhaps you've always dreamed of traveling around the world, but it's never
happened. Maybe you tell yourself it's because you don't have the time or the
money, and you'll think about it next year.
Try setting SMART goals to help make your travel plans specific, measurable,
achievable, relevant, and time bound. You might find that the real reason you
haven't traveled is because your plans have been too vague or unrealistic.
Think about how you can adjust your vision and rephrase it as a SMART goal,
so that you can make your dream come true.
City of Minnetonka • Strategic Planning FINAL 4/2011
Mission
Our purpose is to provide the core public services our community residents and businesses
rely upon in their daily lives, while striving to preserve and enhance the distinctive character
that makes Minnetonka a special place to live.
Vision
External: Minnetonka will be the community of choice where people live, work, play and
conduct business in a naturally beautiful environment.
Internal: Our dedicated employees will deliver dependable, quality services with a positive,
helpful attitude to those who live, work, play and conduct business in Minnetonka.
GuidingPrinciples
• We will focus on excellent customer service by striving to do the right thing, at the right
time, for the right reason to meet the needs of our customers.
• We will set the standard for innovative leadership by forging collaborative partnerships,
adopting new technologies and promoting effective service delivery.
• We will foster open and inclusive communication to encourage community involvement,
and to maintain the trust and respect of those we serve.
• We will live our shared values of authentic communication, contagious enthusiasm,
shared success, outcome focused teamwork, adaptable learning and innovation, and
healthy human relationships.
Goals + Strategies
We will be responsible stewards of the city's physical assets, human capital and financial
resources by:
• Providing good value for the dollars entrusted to us.
• Managing for the long-term to ensure the city's ongoing ability to provide quality
services at a reasonable price.
• Sustaining core services and continuing infrastructure investments, while living within
our means.
We will protect and enhance the unique natural environment of our community by:
• Carefully balancing growth and development with preservation efforts that protect the
highly valued water and woodland resources of our community.
• Developing and implementing realistic long-term plans to mitigate threats to water
quality, urban forests, and the unique natural character of Minnetonka.
• Taking an active role in promoting energy and water conservation, sustainable operations
and infrastructure, recycling and environmental stewardship.
We will maintain quality public safety for our residents and businesses by:
• Implementing appropriate recommendations in the Public Safety Management and
Operations Study to address the evolving police, fire and emergency service needs of our
community, including an aging and more diverse population.
• Providing seamless, coordinated and integrated public safety services through common
protocols and shared practices among departments and personnel.
• Leading collaborative efforts with other agencies to cost-effectively provide quality
public safety services, with an emphasis on coordinated technology, equipment and
programs.
We will work to meet the transportation needs of our residents and businesses by:
• Providing and preserving a quality local street system, based on a financially sustainable
plan for reconstruction and ongoing maintenance.
• Collaborating with our state, regional and local partners in the timely development of
shared highways and streets.
• Actively participating in regional light rail planning and development to ensure that
community needs and interests are served.
• Pursuing shared sub -regional transit solutions with neighboring communities to improve
service within the area.
We will support well-planned, responsible community development by:
• Carefully balancing individual property rights with community -wide interests, while
respecting the unique character of Minnetonka's neighborhoods.
• Initiating programs and policies that broaden housing choices to both meet the needs of
our aging population and attract young residents.
• Actively promoting the vitality of designated village centers, which integrate uses and
connect people to commercial, residential, employment, and public activities.
• Supporting business retention and expansion and attracting new businesses to help our
private sector be economically competitive.
We will provide excellent recreational amenities by:
• Offering a full range of programs for people of all ages and ability levels.
• Responsibly maintaining our parks, trails and recreational facilities, while fairly
balancing user fees with general community support.
• Renewing, expanding and maintaining a trail system to encourage outdoor recreation, and
improve the connectivity and walkability of our community.
Minnetonka
NATURAL ENVIRONMENT
Protect & improve our water resources & woodlands
Facilitate open space preservation
Respect the natural environment while managing growth
PUBLIC SAFETY
Foster community involvement & individual responsibility
Enhance personal & business safety
Ensure hometown security by collaborating with others
TRANSPORTATION
Enhance resident & business mobility with quality roads & transit
Meet local & regional needs through leadership & collaboration
Expand & increase usability of our trails & sidewalks
DEVELOPMENT
Guide development & redevelopment to ensure community vitality
Balance individual property rights with the public interest
Promote use of green technology & sustainable development
Promote a quality & affordable lifecycle housing stock
BUILDING COMMUNITY
Foster open communication within the community
Promote activities that encourage understanding & involvement
Embrace our proud history while valuing diversity & inclusiveness
PUBLIC SERVICES
Provide value: quality services at a reasonable price
Manage for the long term
Provide excellent customer service
Promote innovative service delivery
ORGANIZATIONAL EXCELLENCE
Set the high standard that others emulate
Provide a great place to work
Live our shared values
Do the right thing at the right time for the right reason
Plymouth
2010 City Council Goals
Each year, the Plymouth City Council adopts goals to guide its work and that of Plymouth city staff. The
City Council adopted the following goals for 2010.
• Monitor Economic Challenges. Continue to track economic challenges. Evaluate and prioritize
existing services, service levels and service needs, and seek innovative solutions to maintain high
quality core services, promote financial transparency and protect Plymouth's strong financial
position and quality of life.
• Protect Plymouth's Strong Financial Position. Maintain Plymouth's fiscal health by crafting a
long-term revenue plan to ensure sustainable operations at a fair and equitable tax rate. Review
fund balance policies to protect Plymouth assets.
• Promote Transportation Solutions. Advance transportation and transit solutions to improve
the local economy, promote business growth and development, and improve area roadways and
highways to reduce commuter congestion. Focus on maintaining suburban transit and advancing
the following projects: third lane on I-494, study of Highway 169 between I-494 and I-94, and
improvements to Highway 55.
• Pursue Northwest Greenway and Environmental Initiatives. Continue to acquire property
for the Northwest Greenway and parks, as directed by voter referendum. Complete
improvements to the Hilde Performance Center. Collaborate with watershed agencies to ensure
effective progress on water quality mandates. Continue energy conservation efforts in city
buildings.
• Continue Proactive Public Safety Initiatives. Build on the successes of fire prevention and
fire service programs as well as proactive policing strategies to promote and enhance livability.
• Protect the City's Infrastructure Investment. Ensure that the city can protect and enhance
the useful life of streets and utilities, continue to monitor financial resources and economic
conditions, and consider timing with regard to infrastructure needs.
• Increase Efficiency and Economy of Services. Explore partnerships with neighboring
communities, school districts and other government agencies to decrease costs through shared
services and purchasing, and the elimination of duplicative efforts.
AGENDA
CITY OF DELANO
City Council/Economic Development Authority
Tuesday, November 20, 2018
7:00 PM
1. Call to Order
2. Roll Call & Approval of Agenda
3. Minutes
4. Speaker, Presentations & Awards
5. Consent Items
A. City:
1. Motion authorizing the purchase of asset management and work order system
2. Purchase two Surface Book 2's for the Building Department
6. CITY STRATEGY No. 1: Provide and proactively facilitate the delivery of quality public and
community services in a planned, fiscally responsible manner.
7. CITY STRATEGY No. 2: Ensure the City's continued sustainability and financial stability.
A. Adopt RESOLUTION to certify delinquent charges to the County for collection in 2019
8. CITY STRATEGY No. 3: Plan for the maintenance, replacement and efficient operations of the
City's equipment, buildings, and infrastructure, energy and utility systems.
A. Consider the purchase of loader for Public Works from John Deere
9. CITY STRATEGY No. 4: Manage the City's growth so that it is high quality and consistent with
the city's Comprehensive Plan while maintaining the City's historical culture, characteristics and
features.
10. CITY STRATEGY No. 5 Encourage and improve the communication of information and ideas
with residents and business owners.
11. CITY STRATEGY No. 6: Ensure communication and positive relationships between the Council,
City Staff, Employees and Commission members.
A. Updates from Commission Liaisons
1. Fire Relief Association
Pa aP 1 of
2. Park and Recreation Commission
3. Planning Commission
4. Public Safety Commission
5. Spirit of Community Commission
6. Water, Light and Power Commission
12. CITY STRATEGY No. 7: Ensure the City has a well-trained, productive and accountable
workforce to meet the changing needs of the community.
A. Approve City endorsed training opportunities for Mayor and Councilmembers
13. CITY STRATEGY No. S: To ensure the public's safety from crime and manmade or natural
disasters.
14. CITY STRATEGY No. 9: To ensure the overall aesthetic appeal of the City.
15. Other Business
16. Communications & Announcements
17. Claims
A. Claims I By Account
18. Adjournment
PaaP ? of 7