Memo - City Council Gaols
,~
. Administrative Services Department
Office of the City Manager I
Memorandum
To: Honorable Mayor and Members of the City Council
From: Steven C. Mielke, City Manage~
Date: January 25, 2002
Subject: Council Goals for the Next Two Years
The Council has indicated it wishes to have a discussion around the goals it wishes to
accomplish over the next two years.
In order to assist with this discussion, I thought it might be helpful to pull out information
that was gained during the mission and vision process. This information is attached.
.
CounCilgoals2yrs
.
. Comlnunity Vision
Creating a Spirit of Unity
Hopkins will be a cOlnmunity where
. People are treated with respect
. People participate in building culture, character and common
bonds
. Business growth throughout the City is supported while
lnaintaining a vibrant City center
. People feel safe, support outstanding schools and celebrate
cultural heritages
. People enjoy quality public services, parks and housing
.
.
. City of Hopkins Mission
Partnering with the Comnlunity to enhance the quality of life
. Inspire
. Educate
. Involve
. COilllllunicate
Together, all of city government pledges to:
* Continually enhance pminerships with citizens.
* Inspire citizen leadership.
* Educate and involve citizens.
* Communicate openly and effectively.
* Be responsive.
* Be fiscally responsible.
. As a city council, we pledge to:
* Continually enhance partnerships with the staff.
* Lead in the creation of a community wide vision.
* Set policy.
As a city staff, we pledge to:
* Continually enhance pminerships with the city counciL
* Develop and implement long term plans.
* Provide quality customer service that is:
- Responsive to the needs of the community.
- Innovative.
- Accessible.
.
DRAFT 1/25/2002
. City of Hopkins
Council - Staff Retreat
May 17, 2001
Results and Recommendations
On Thursday, May 17. 2001. Council and staff memhers took part in an all-day discussion
regarding strategies and actions to: 1) help realize the Community Vision. 2) reinforce and
integrate the City's Mission. and 3) enhance the already good working relationship between the
Council and the entire City staff.
Each participant shared his or her unique perspective on the issues listed above. Attendees
included:
Council Memhers Staff
Rick Brausen Don Beckering. Fire Chief
Fran Hesch Jim Genellie. Assistant City Manager
. Karen Jensen Bobbie H unfie!. Communications Coordinator
Diane Johnson Dave Johnson. Director of Recreation Services
Gene Maxwell, Mayor Jim Kerrigan, Director of Plmming
Steve Mielke. City Manager
Craig Reid, Police Chief
Steve Stadler, Public Works Director
Steve Stahmer, Assistant to the City Manager
Lori Yager, Finance Director
The following report summarizes the results of this discussion and the group's subsequent
recommendations.
.
1 May] 7. 2001 Council-StnffRetrcal:
Results and Recommendations
~- -- - -
DRAFT 1/25/2002
. The Agenda The day-long retreat and discussion began with introductions amI a
review of the schedule.
The following issues and questions were discussed during the course of
the event:
The Vision I. Discussion of the Vision Statement
Lar!!e Group Discussion:
. What does the Vision Statement mean to you in your role as a
staff/Council member?
. Is the Vision Statement clear? Do you have questions about the
statement? What concems, if any, arise from this statement?
Small Group Discussion:
. \\That are the top 5 activities/actions that the City must do for the
V ision to be realized?
The Mission II. Discussion of the Mission Statement (Including Activities and
Action Items)
Large Group Discussion:
. . List ways that the City already "Partners with the Community."
. Discuss what is missing from the list'? What more can we do?
Small Group Discussion~:
. HoV\' might "we" (as leaders) instill the statement into the fabric of
the organization (the City/City departments)?
. How would we know that the organization is living and acting \vithin
the Mission Statement?
. How can the already good working relationships throughout and
within the organization be enhanced? List 3-5 ways.
Results were presentecl and discussed in large group.
Planning for Action III. Action Planning and Next Steps
Lar!!e Group Discussion:
. Review of the day's discussion thus far and the work that has been
accomplished.
. Discuss general action planning/action steps.
. Discuss action plans \vith regard to top activities needed to realize the
Community Vision.
. Next steps - Roles and responsibilities, follow up evaluation.
.
2 Mal' 17. 2001 COHl7cil-Staff-'Retreat:
- ,.
Results and Recommendations
DRAFT 1/25/2002
. Summary of I. The Vision
Results (To be
Completed)
.
.
3 May 17. 2001 C ol/llcil-Stqfl RefreCll:
Results ((nd Recommendations
DRAFT 1/25/2002
. Complete Results
I. DISCUSSION OF THE VISION STATEMENT
*Direct quotes and/or original language shown ill this font.
A. What does the Vision Statement mean to you in your role as a
staff/Council member? (Large Group)
1. It is :1 checkpoint when decisions are to be made.
2. The Vision provides a benchmark.
3. Provides/describes afeeling about community.
4. The Vision creates/presents expectations concerning the community and the efforts of staff
and the Council.
5. The Vision describes the image that our community projects and/or strives for.
6. The Vision is a goal to he worked toward.
7. The Vision is an action-oriented guide.
8. Intended to provide information and to be participath'e.
9. Provides a level of comfort with regard to being proactive.
. 10. Provides afoundation for City efforts.
11. Shows the beliefs/values of the City. staff and Council.
12. The Vision creates a }t'ay of life - and we arc tme to it.
13. The Vision is a training tool.
14. It is a rallying cry for the community.
B. Is the statement clear? Do you have Questions about the statement?
'Vhat concerns. if any. arise from this statement? (Large Group)
1. The Vision is generally clear.
') "...building culture, character and common bonds, " is the most difficult section to define.
People define those terms and processes differently. Vague and open to interpretation.
C. What are the top 5 activities/actions that the City must do for the Vision
to be realized? (First discussed in Small Groups, then prioritized as a
Large Group)
Small Group Results:
. Grol/p A
1. Make tlte Visioll public - make it knowll. Jncorporate it into City staff.
4 May 17. 2001 COl/l1cil-StqffRefreot:
Results alld Recummendations
----- -- -- -- ---
DRAFT 1/25/2002
. 2. [!lcO/porale the Vision into City staff.
3. Department directors to weave the Vision into their departments.
4. De~'elop leadership through example - internally and externally.
5. Develop partnerships with the cOJJlmunity (between the City and the commll1zity) as well
within the COl1l11lllllity (alllong C011lJ1l1l11ity members alld between commll1lity groups).
Group B
1. Educate the community and employees.
2. Continue to improve the cOlllmercial, industrial and residential base.
3. Create recognizable borders.
4. Support cOl1lmlllzity policing.
5. Analyze existing programs and explore new opportunities for achieving the Community
Vision.
Group C
1. Explore resped.
2. Build culture/com11lon bonds by reaching out to define and provide public services that
understand differences.
3. Gauge where we are and how to measure programs.
4. Focus on the central business district.
5. Reduce bureaucracy wherever possible alld improve customer service.
. Lan~e Group Prioritized Results:
Atlendees prioritized the 15 activities above (top five from each group). The top seven
activities/actions are presented below'.
l. Create awareness of the Vision and instill it into the community alld the organization (City
staff and government).
2. Review, analyze and measure City programs and services. Align them with the Vision.
Explore new opportunities.
3. Improve customer service while reducing bureaucracy. Consider:
. Rules and their interpretation.
. Less govemment when appropriate and desirable.
. Knowing who to call from the customer's perspective.
. Frustrations with voice mail, hassles, run-around.
. Control and freedom.
4. E.'1}lore respect:
. Community
. Workplace emJiron11lcnt
. . Interaction
. Attitude
5 Mav 17. 2001 COHnci/-Sta[fRetrcut:
. ,.
Results and Recommendations
--
DRAFT 1/25/2002
. 5. Develop partnerships with the cOl1lmunity (between the City ami the coml11zl1lity) and
within the c011l1llUllity (between COl1l11ll111ity members and groups).
6. Create recognizable borders that distinguish the City of Hopkins.
7. Support COlll/1llmity policing.
.
.
6 May 17 2001 COlll1cil-StafTRetrcat:
Results and Recommcndations
DRAFT 1/2512002
. II. DISCUSSION OF THE MISSION STATEMENT
A. List ways that the City already "Partners with the Communitv." (Large
Grou p)
1. Citizens' Academy
2. City Newsletter
3. Open House
4. Focus groups
5. Tours
6. Ride-A-Longs
7. Cable TV
8. Boards and commissions
9. Community policing
10. Neighborhood groups
11. Open Agenda
12. lllformationalmeetings
13. Evaluations
14. Hopkins Centerfor the Arts
15. Facility sharing
16. Property Managers Group
17. CUP - required meetings
. 18. Business community meetings - Twin West alld HBCA
19. Customer service - response cards
20. The Depot
21. Community use space
22. Legislative lobbying
23. SCIP
24. The Commullity Vision
25. National Night Out
26. Civic organizations
27. Assessing projects
28. Overpass Skate Park
29. Transit Stuff
30. Raspbeny Festival
31. Civic organizations
32. Grants
33. Regional Trails
34. Board of Review
35. Administrative Citation Program
36. Senior/Activity Center
37. Publications
38. Home Show
39. bl~school programs
. 40. Media relations (Sun Sailor)
4 t . Razzle
7 May 17.2001 COllfldl-Stqtf'Retrcat:
Results Clnd Rccommelldatiolls
DRAFT 1/2512002
. 42. City website
43. Athletic/youth facilities
B. Discuss what is missing from the partnership list. What more can we
do? (Large Group)
1. Citizen involvement in budget process
2. Youth involvement
3. Involvement of the faith community
4. Interaction with and involvement of the City's transient population
5. Multi-family residential involvement
6. Blowing Ollr own horn - self-promotion ""hen appropriate
7. Keeping pictoral record of recognition s/accomplishments
8. Knocking down bureaucratic barriers
9. Addressing language barriers
] O. Partnershiplflllldillg opportunities
11. Volunteer opportunities
12. Opportunities for recognition/appreciation
13. Vision/goal educatioll to all
14. Information sharing
IS. Leadership delJelojJmellt
. 16. Critiquing each other flosith'ely (both staff and COllncil) -, constructive criticism. both
giving and receiving in a positive way
17. Knowing each other (staff aud Council) - City directory
18. Coullcil knowledge/acquaintance with staff
] 9. Long-term planniug as a group
20. Relationship building
21. Setting and communicating COlJl1Jlll1zity goals
22. Respect
23. COllllllunications up and down the line
24, Personal cOllnections
::!5. Afore discussions about what is happening within the City
26. Interaction between departments below the department head level (cross-functional.
interdepartmental teams and cooperation)
C. How mieht "we" (as leaders) instill the Mission Statement into the fabric of the
on~anization (the City/City Departments)? (Small Groups)
Grollp A
1. Instill the Mission into the daily activities of City staff and Council.
2. Use and reflect on the Mission mo' a tool of guidance.
. Group B
1. Tell them (staff. Council, citizens) - display the Mission.
S May 17. 200 J Coltllcil~Stqff Rctrcot:
Results Wid Recommend({rions
DRAFT 1/25/2002
. ? Empower employees (0 resolve issues in an effort to meet the Mission.
3. Develop discllssiolls based on it.
4. blC011JOrate the Mission into the hiring process for ALL employees (present it to potential
employees, etc.).
5. Incorporate the Mission into employee evaluations.
Group C
1. Lh'e the Mission by example.
2. Make the Mission part of the interview/hiring process.
3. Include the Mission ill Council applicatio1l packets.
4. Make sure it is understood that it is O.K. to fail when trying to do the right thing and
attempting to accomplish the Mission.
5. Reward employees when they make su/.:gestiolls to help meet the Missioll or their actions
contribute to achicl'ing the Mission.
6. Display professionally-made MissiollIVisioll posters in each work area.
7. Distribute bookmarks Wjtll the Mission written on them.
8. Create department pledges which illC011Jorate the Mission.
9. Tie the Missioll to the employee evaluation process - ask employees to give feedback as to
what he/she can do to help meet the Mission.
10. Measure the extent to which the Mission is being met through citizen satisfaction -
encoumge positive letters from citi:ens.
11. Employees should show a focus on customer outcome and satisfaction - not 011 the process
. itself.
D. How might we know that the organization is living and acting within the
Mission Statement? (Small Groups)
Group A
1. Community participation Oil boards', commissions and City activities
'"") Community public safety
-, Ol'erall employee satisfaction
.).
4. Perception of cOlllJJumity by groups, organizations alld people outside of the City of
Hopkins
Group B
1. Measure decisions against the Mission Statement (meetsldoes not meet, exceeds/does not
exceed the goals set forth ill the Mission)
Group C
1. The "right thing" for the community would receive public support
'"") Employees show afocus Oil customer outcome - not the process itself
3. Customers are satisfied
.
9 May 17. 2001 C01/nCil-S1Qtf Retreat:
Results alld Recommendations
DRAFT 1/25/2002
. E. How can the already good working relationship throughout the
organization be enhanced? List 3-5 ways. (Small Groups)
Group A
1. Open/honest communication
'1 Encourage trust
3. Getting to know each other
4. Employee newsletter
Group B
1. Job shadowing
2. Empower employees to resolve/raise issues
3. Mentoring program
4. Reward and recognize employees
5. HCaffee with the Council"
6. Seasonal "Group Hug," staff/council get -together
7. Meetings with the City Manager - breakfast, lunch, snacks - informal meetings
Group C
1. Recognize employee efforts
2. Organizational/employee newsletter
3. Informal talks on Mission, etc. - Cake Talks
. 4. COllncilmembers occasionally attend department meetings
5. Continue to maintainlimprovejoh satisfaction
6. Employee Academy
7. Respect Policy
.
10 May 17. 200 J CouJlcil-Slqlf Retreat:
Results and ReCOI111l1CnduliollS
- --
DRAFT 1/25/2002
. II. ACTION PLANNING AND NEXT STEPS
A. Action Items in Support of the Vision
Prioritized Activity #1: Create awareness of the Vision and instill it into the community and
the organization (City staff and government).
Actiol11tems - Steps toward achicl'il1!J Activit\' #1:
1. Place plaques with the Vision on them ill the lobby of City Hall and/or within City
departl1lent~'.
2. Market the Vision using an advertising billboard somewhere in the community.
3. Place the Vision on the City web site.
4. Put the Vision on banners across Main Street.
5. Hold a kickoff event.
6. Read the Vision at City meetings.
7. Youth involvement/participation in meetings.
8. Use the electronic board in the Cjty Hall entrance.
9. Post the Vision in the Council Chambers.
10. Add Vision-related comments/articles in the Newsletter.
11. Tie meeting agendas to the Vision.
12. Create a "Vision Awardo"
13. Speaker's Bureau.
. 14. Training for boards and commissions - also tie in with meeting agendas.
15. Post the Vision 011 the screen behind the Council (able ill the COLlllcil Chambers.
16. Note the Vision on water bills.
17. Put the Vision on forms alld letterheads.
18. PlIt the Vision bookmarks, etc.
19. Business partnerships/promotions.
20. Create an annual calendar highlighting the Vision.
21. Post the Vision on Pm'illioll boards.
22. Advertise ol1mOltie theatre screens.
23. Post the Vision on cable TV.
24. Highlight the Vision in Sun Sailor ads alUl articles.
25. Property management partnerships.
26. Recognize those lilting the Vision.
27. Highlight the Vision in church bulletins.
28. Create an organized group to market and promote the Vision.
29. Post the Vision in City parks.
Prioritized Activity #2: Review, analyze and measure City programs and services. Align
them with the Vision. Explore new opportunities.
Actio/l Items - Stl'l),'i toward achie\'ill~ Acridtv #2:
. 1. Compare programs to the Vision. Do they align with the Vision?
2. Could programs/services/procedures be changed to better meet the Vision?
11 May 17.2001 ColtJ1cil-SlqffRetreat:
ResulTS alld Recol11l11t'ndolions
DRAFT 1/25/2002
. 3. What else could be done to better realiz.e the Vision?
4. Community input and review.
5. Make sure any proposed changes in programs/services fit within the budget.
6. Strive to provide "Quality Services" as prescribed in the Vision.
Prioritized Activity #3: Improve customer service while reducing bureaucracy.
Action Items - Steps toward (/chh))'illJ! Aetil'it\' #2:
1. Evaluation of programs/services. Why does the City do X?
2. Track calls and issue,'! that run into rules/laws.
3. Measure customer satisfaction.
4. Better communications to reduce/clarify expectations conceming services and programs.
Create realistic expectations.
5. Training for effective cllstomer service.
6. Empower staff to take actions they feel will resolve issues. Create a culture where this is
accepta b I el ex pected.
7. Train management on how to empower staff.
8. Provide options to customers.
9. Evaluated service based on actions taken to effectively speed up processes.
10. Rel'iew processes in light of speed alld ease for customers.
11. Implement technology improvements to assist customers and to provide more
. effective/efficient customer service.
12. Educational seminars.
13. Employee incentives to provide good customer senrice.
.
12 Mar 17. 2001 Council StaffRetr('(/t:
- . .
Results ({lid Recommendati0T1S
-
DRAFT 1/25/2002
. YET TO BE COMPLETED (as of 5/30/01)
A. Action Items in Support of the Vision (Continued)
PriOl'itized Activity #4: Explore respect.
Prioritized Activity #5: Develop partnerships with the community (between the City and
the community) and within the community (between community
members and groups).
Prioritized Activity #6: Create recognizable borders that distinguish the City of Hopkins.
Prioritized Activity #7: Support community policing.
B. Prioritize Action Items within the above Activities
. c. Develop Roles and Responsibilities
D. Follow-up Evaluation
L Return to the process at a later date (possibly in one year) to evaluate the
effectiveness of steps taken - determine what activities/actions still need
to be done.
.
13 May 17.2001 COllncil-Sla.tlRelreat:
Results and Recommendations
--