Memo - Council Goals and Objectives
" .
. Administrative Services Department
Office of the City Manager
Memorandum
To: Honorable Mayor and Members of the City Council
From: Steven C, Mielke, City Manager
Date: October 25, 2002
Subject: Discussion of Future Goals and Objectives
Attached is information from the Council/staff retreat of 2001. The information is the
recap of our work to date on setting future goals and objectives based upon our mission
and vision statements.
.
At the Tuesday work session staff and Council will be working together to establish
priorities for 2003 and beyond. The information that is attached is intended as
. background material, not necessarily as prioritized information. Please review the
information and be prepared to talk in both small and large groups about the needs of
the City, and the accomplishments that will need to be made by the end of 2003, We
will be meeting at 6:30 and I hope to be done within 3-3 Y2 hours; therefore, any
consideration you can give to specific objectives will help speed the process when we
do get together.
If you have any questions, please feel free to contact me.
Mayorccgoalsobjeclives
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,
.J Administrative Services -
Office of the City Manager
Memorandum
To: Honorable Mayor and Members of the City Council
From: Steven C. Mielke, Hopkins City Manager
Date: August 22,2002
Subject: Community Vision Process - Results Discussion
Attached is the report issued as a result of the Council-Staff Retreat held in May of last
year to begin the planning process for the Community Vision.
Since it is not specifically listed in the report, the Vision Statement is:
.
Creating a Spirit of Unity
Hopkins will be a community where:
· People are treated with respect
· People participate in huilding culture, character and common bonds
· Business growth throughout the City is supported while maintaining a vibrant City center
· People feel safe, SLlpport outstanding schools and celebrate cultural heritages
· People enjoy quality public services, parks and housing
There is a need to determine how we will proceed with the planning process as we go
forward. Since this work is over a year old, there is a need to discuss the findings and
determine if the assumptions from a year ago are still valid. From there, action planning
remains the biggest need in implementation.
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DRAFT 8/23/2002
.' City of Hopkins
Council - Staff Retreat
May 17, 2001
Results and Recommendations
On Thursday, May 17, 2001, Council and staff members 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 Members Staff
Rick Brausen Don Beckering, Fire Chief
. Fran Hesch Jim Genellie, Assistant City Manager
Karen Jensen Bobbie Hartfiel, Communications Coordinator
Diane J olmson Dave Johnson, Director of Recreation Services
Gene Maxwell, Mayor Jim Kenigan, 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.
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1 May J 7. 200 J Council-Staff Retreat:
Results and Recommendations
DRAFT 8/23/2002
TlteAgenda The day-long retreat and discussion began with introductions and a .
review oftlle schedule.
The following issues and questions were discussed during the course of
the event:
Tl1eVisioll I. Discussion of the Vision Statement
Large Group Discussion:
. What docs the Visiol1 Statement mean to you in your role as a
staff/Council member?
. Is the Vision Statement clear? Do you have questions about the
statement? \Vhat concerns, if any, arise from this statement?
Small Group Discussion:
<; What arc the top 5 activities/actions that the City must do for the
Vis10n to be realized?
Tl1CMis SiOH II. Discussion of the Mission Statement (Including Activities and
Actit)l1 Items)
Large Group Discussion:
. List \",rays that the City already "Partners with the Community." .
II Discuss what is missing tr-om the list? What more can we do?
Small Group Discussion -:
1lI How might "we" (as leaders) instill the statement into the fablic of
the organization (the City/City depatiments)'?
. How would we kno\v that the organization is living and acting within
the Mission Statement?
. How can the already good working relationships throughout and
within the organization be enhanced? List 3-5 ways.
Results were presented and discussed in large group.
P laIm illgf01ActioH III, Action Planning and Next Steps
Large 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 with regard to top activities needed to realize the
Community Visit1l1.
. Next steps - Roks and responsibilities, follow-up evaluation, .
2 Mav 17, 2001 Council-Staff Retreat:
, ..
Results llnd Recommendations
'"
DRAFT 8/23/2002
. TheAgenda The day-long retreat and discussion began with introductions and a i
review of the schedule.
The following issues and questions were discussed during the course of
the event:
TheVision I. Discussion of the Vision Statement
Large 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 concerns, if any, arise from this statement?
Small Group Discussion:
. What are the top 5 activities/actions that the City must do for the
Vision to be realized?
TheMis sion 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-:
. How 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 within
the Mission Statement?
. How can the already good working relationships throughout and
within the organization be enhanced? List 3-5 ways.
Results were presented and discussed in large group.
Planningfol'Action III. Action Planning and Next Steps
Large 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 with regard to top activities needed to realize the
Community Vision.
. . Next steps - Roles and responsibilities, follow-up evaluation.
\
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2 May 17, 2001 Council-Staff Retreat:
Results and Recommendations
DRAFT 8/23/2002
. Summaryof I. The Vision
Results(To be
Completed)
.
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3 May 17, 2001 Council-Staff Retreat:
Results and Recommendations
DRAFT 8/23/2002
Complete Results .
I. DISCUSSION OF THE VISION STATEMENT
~'Direct quotes and/or origil1allallguage shown in this font.
A. What does the Vision Statement mean to you in your role as a
staff/Council member? (Large Group)
l. It is a checkpoint when ded..dolls are to be made.
I The Vision provides a benchmark.
-, Provides/describes a feeling about community.
-, .
4, The Vision creates/presents expectatiolls concerning the community and the efforts of staff
and the Council.
5. The Vision describes the image that our community projects and/or shives for.
6. The Vision is a goal to be \vorked toward.
7. The Vision is an action-oriented guide.
8. Intended to provide h~forlllati()n and to be participative.
9. Provides a level of comfort with regard to being proactive.
10, Provides a fOll1ulation for City enolis. .
11. Shows the beliefs/values of the City. staff and Council.
12. The Vision creates a way of life - and we are true to it.
13. The Vision is a training tool.
14, It is a ral(ving CJ:vfol' the COllllllUJlity.
B. Is the statement clear? Do yOU have Questions about the statement?
What concerns. if any. adse from this statement? (Large G."oup)
l. The Vision is generally clear.
I ".. .building culture, character ami common bonds, .. is the most difficult section to define.
People define those tenns and processes differently. Vague and open to interpretation.
C, \\'hat 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:
Grollp A .
L Make the Vision public - make it knowll. Incorporate it into City staff.
4 Ma.r 17, 2001 Council-Staf(Retreat:
Results and Recommcndations
DRAFT 8/23/2002
. Complete Results )
I. DISCUSSION OF THE VISION STATEMENT
*Direct quotes and/or original language shown in this font
A. What does the Vision Statement mean to you in your role as a
staff/Council member? (Large Group)
1. It is a checkpoint when decisions are to be made.
2. The Vision provides a benchmark.
3. Provides/describes afeeting 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 cOlmnunity projects and/or strives for,
6. The Vision is a goal to be worked toward.
7. The Vision is an action-oriented guide.
8. Intended to provide information and to be participative.
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 way of life - and we are tl"Ue to it.
13. The Vision is a training tool.
14. It is a rallying ClY for the community.
B. Is the statement clear? Do you have Questions about the statement?
What concerns. if any. arise from this statement? (Large Group)
1. The Vision is generally clear.
2. ".. .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:
. Group A
1. Make the Vision public ~ make it known. Incorporate it into City staff.
4 May 17, 2001 Council-Staff Retreat:
Results and Recommendations
."
DRAFT 8/23/2002
.' 2. Incorporate the Vision into City staff
3. Department directors to weave the Vision into theil' departments.
4. Develop leadership through example - internally and externally.
5. Develop partnerships with tlte community (between the City and the community) as well
within tlte community (among community members and between community groups).
Group B
1. Educate the community and employees.
2. Continue to improve the commacial, industrial and f'esidential base.
3. Create recognizable borders.
4. Support community policing.
5. Analyze existing programs and explore new opportunities for acltieving the Community
Vision.
Group C
1. Explore respect. j
2. Build culture/common 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 011 the central business district.
5. Reduce bureaucracy wherever possible and improve customer service.
. Lan!e Group Prioritized Results:
Attendees plioritized the 15 activities above (top tIve fi'om each group). The top seven
activities/actions are presented below.
1. Create awareness of tlte Vision and instill it into tlte community and tlte organization (City
staff and government).
.., Review, ana{vze and measure City programs and services. Align them with the Vision.
.:...
Explore Ilew opportunities.
3. Impmve customer service while reducing bureaucracy. Consider:
. Rules and their interpretation.
. Less government when appropriate and desirable.
. Knowing wlto to call from the customer's perspective.
. Frustrations with voice mail, hassles, run-around.
. Control and freedom.
4. Explore respect:
. Community
. Workplace environment
. . Interaction
. Attitude
5 Mav 17, 2001 Council-Staff Retreat:
. ..
Results and Recommendations
DR.t\FT 8/23/2002
5, Develop partnerships with the COlll1111lllity (between the City and the community) and .'
within the commllltity (between community members and gl'OUp~~.
6. Create recognizable borders that distinguish the City of Hopkins.
7. Support community policing.
.'
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6 Mav J 7. ;:001 Council-Staff Retreat:
- ..
Results and Rf'coml1lendatiollS
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DRAFT, 8/23/2002
. 5. Develop partnerships with the community (between the City and the community) and "
within the community (between community members and groups). J
6. Create recognizable borders that distinguish the City of Hopkins.
7. Support community policing.
. 1
I
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6 May 17,2001 Council-Staff Retreat:
Results and Recommendations
DRAFT 8/23/2002
e; II. DISCUSSION OF THE MISSION STATEMENT
A. List ways that the City already "Partners with the Community." (Lan~e
Group)
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. Informational meetings
13. Evaluations
14. Hopkins Center for the Arts
15. Facility sharing
16. Pl'Operty Managers Group
e 17. CUP - required meetings
18. Business community meetings - Twin West and HBCA
19. Customer service - response cards
20. The Depot
21. Community use space
22. Legislative lobbying
23. SCIP
24. The Community Vision
25. National Night Out
26. Civic organizations
27. Assessing pl'Ojects
28. Overpass Skate Park
29. Transit Stuff
30, Raspbeny Festival
3 1. Civic organizations
32. Grants
33. Regional Trails
34. Board of Review
35. Administrative Citation Program
36. Senior/Activity Center
37. Publications
38. Home Show
e: 39. In-school programs
40. Media relations (Sun Sail0l1
41 , Razzle
7 May 17, 2001 Council-Staff Retreat:
Results and Recommendations
DRAFT 8/23120U2
42. City website .
43. A thletic/youth facilities
B. Discuss what is missing f,"om the partnership list. What more can we
do? (Large Group)
1. Citi~en involvement in budget process
2. Youth involvement
3. Involvement of the faith C0l11111 unity
4. Interaction with and involvement of the City's transient population
5. Multi-family l'e,ddelltial involvement
6. Blowing our own horn - self-promotion when appropriate
7. Keeping pictoml record ofrecognitions/accomplishments
8. Knocking down bUl'eallcl'atic barriers
q Addressing language barriers
10, Partnership/fllnding opportunitie,....
11, Volunteer opportunities
] 2. Opportunitiesfor recognition/appreciation
13. Visiou/goal education to all
14. Information sharing
15, Leadership development .
16. Critiquing each uther positive(v (both staff and Council) constructi ve criticism, hoth
giving and receiving in a positive way
17. Knowing each other (....taff and Council) ~ City direct01)1
18. Council kl1OJvledge/acqllai1l1ance with staff
I Y. Long-term planning as a group
20, Relationship building
21, Setting and communicating C01ll11l11llity goals
22, Re,...pect
23. COlllmunications up and down the line
2-+, Personal connections
25. A.10re discllssions about what;s happening within the City
, 20. Interactioll betH'eell departme1lts below the department head level (cross-functional,
interdepartmental teams and cooperation)
C. How might "we" (as leaders) instill the Mission Statement into the fabric of the
organization (the City/City Departments)? (Small Groups)
Group A
1. Instill the Mission into the daily activities of Ci ty staff and Council.
') Use alld reflect on the illis,,'ion a,.... a tool ofguidallce.
Group B .
l. Tell them (staff, Council, citizens) - di....play the l"liss;OIl.
8 May J 7, ::'00 J COl/l1ci! Statr Retreat:
Results and Recommendations
DRAFT 8/23/2002
. 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 oftltefaith community
4. Interaction with and involvement of the City's transient population
5. Multi-family residential involvement
6. Blowing our own horn - self-promotion when appropriate
7. Keeping pictoral record of recognitions/accomplishments
8. Knocking down bureaucratic barriers
9. Addressing language barriers
10. Partnershiplj'unding opportunities
11. Volunteer opportunities
12. Opportunities for recognition/appreciation
13. Vision/goal education to all
14. Inforfflation sharulg
. 15. Leadership development
16. Critiquing each other positively (both staff and Council) constructive criticism, both
giving and receiving in a positive way
17. Knowing each other (staff and Council) - City direct01Y
18. Council knowledge/acquaintance with staff
19. Long-term planning as a group
20. Relationship building
21. Setting and communicating community goals
22. Re~pect
23. Communications up and down the line
24. Personal COJlnections
25. More 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 mi2ht "we" (as leaders) instill the Mission Statement into the fabric of the
one:anization (the City/City Departments)? (Small Groups)
Group A
1. Instill the Mission into the daily activities of City staff and CounciL
2. U.,e and reflect on the Mission as a tool of guidance,
. Group B
1. Tell them (staff, Council, citizens) - display the Mission.
8 May 17, 2001 Council Stalf Retreat:
Results and Recommendations
DRAFT 8/23/2002
.1 2. Empower employees to resolve issues in an effort to meet the Mission.
3. Develop discussions based on it.
4. IncOlporate the Mission into tlte hiring process for ALL employees (present it to potential
employees, etc.).
5. IncOlporate the Mission into employee evaluatioll.~.
Group C
1. Live the Mission by example.
2. Make tlte Mission part afthe interview/hiring pm cess.
3. Include the Mission in Council application 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 suggestions to help meet tlte Mission or their actions
contribute to achieving the Mission.
6. Display pmfessional(v-made MissionlVision posters in each work area.
7. Di,.m.ibute bookmarks with the Mission written on them.
8. Create depal.tmellf pledges which incOlpomte the Mission.
9. Tie the Mission 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 -
encourage positive lettersfrom citizens.
11. Employees should show a focus 011 customer outcome and satisfaction - not on 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 on boards, commissions and City activities
2. Community public safety
3. Overall employee satisfaction
4. Perception of community by groups, organizations and people outside of the City of
Hopkins
Group B
1. Measure decisions against the Mission Statement (meets/does not meet, exceeds/does not
exceed the goals set fortlt in the Mission)
Group C
1. The "right thing" for the community would receive public support
2. Employees show a focus on customer outcome - not the pmcess itself
3. Customers are satisfied
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9 May 17, 2001 Cmmcil-Staff Retreat:
Results and Recommendations
DRAFT 8/23/2002
E. How can the already good workin2. relationship throughout the .
organization be enhanced? List 3-5 ways. (Small Groups)
Group A
l. Open/honest comfllllllicatioll
, Encourage trust
-.
, Getting to know each other
., .
4. Employee newsletter
Group B
l. Job shadowil1g
-, Empower employees to re,,,,'olve/raise issues
-.
" Mentoring program
.:'\.
4. Reward alld recognize employees
5, "O~fJee with the Council"
6. Seasonal "Group Hug. ., stnt1!l:ouncil get-together
7. Jlfeetings with tlte Cit)' ,Manager - breakfast, lunch, snacks ~ infonnal meetings
Group C
l. Recognize employee efforts
" Organizational/employee neH\\'letter
-.
... Informal talks on Missio1l. etc. - Cake Talks
., . .
4, COIl1lcilmembers occasiol1al(v attend department meetings
5. Continue to maintain/improve job sati.~faction
6. Employee Academy
7. Respect Policy
e
10 May 17, ]001 Coullcil-Sta.fJ'Rctrcat:
Results and Recommendations
DRAFT 8/2312002
. E. How can the already 1!ood workin1! relationship throughout the "
organization be enhanced? List 3-5 ways. (Small Groups)
Group A
1. Open/honest communication
2, 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. "Coffee with the Council"
6. Seasonal "Group Hug," statI/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. Council members occasionally attend depmotment meetings
5. Continue to maintain/improve job satisfaction
6. Employee Academy
7. Respect Policy
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10 May 17. 2001 Council-Staff Retreat:
Results and Recommendations
'.
, DRAFT 8/23/2002
.: 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).
Action Items - Steps toward achievillf{ Activity #1.-
L Place plaques with the Vision on them in the lobby of City Hall and/or within City
departments.
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/paltic;pation in meetings.
8. o se the electronic board in the City 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 Award. "
. 13. Speaker's Bureau.
14. Training for boards and commissions - also tie in with meeting agendas.
15. Post the Vision on the screen behind the Council table in the Council Chambers.
16. Note the Vision on water bills.
17. Put the Vision OIl forms and letterheads.
18. Putthe Vision bookmarks, etc.
19. Business partnerships/promotions.
20. Create an annual calendar highlighting the Vision.
21. Post the Vision on Pavillion boards.
22. Advertise on movie theatre screens.
23. Post the Vision on cable TV,
24. HigWight the Vision in Sun Sailor ads and articles.
25. Property management partnel'ships.
26. Recognize those living the Vision.
27. HigWight 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.
. Action Items - Steps toward achieving Activity #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 Council-Staff Retreat:
Results and Recommendations
DRAFT 8/23/2002
3. n"lwt else could be dOlle to bettt!r realize the Visioll? .
4, Community input and review.
5. Make sure any proposed changes in programs/services fit within the budget.
6, S tri vc to provide "Quality Services" as prescribed in the Vision.
Prioritized Activity #3: Improve customer service while reducing bureaucracy.
Action Items - Steps toward achieving Activitv #1:
1. Evaluation of progralm'/services. Why does tlte City do ~7
') Track calls and issues that 1'1I1l into 1'lllesllaws.
~ Measure customer satisfaction.
.1.
4. Better COlll11111nicatiollS to redl/ce/clarifr eJ..pectatiolls concerning services and programs.
Create realistic expectations.
). Trainingfor effective customer seJ'Vice.
6. Empower staff to take actions tltey feel will resolve issues. Create a ctllfllre where this is
acceptable/expected.
7. Train 11lanagement 011 how to empower staff
S. Provide options to Cllstomers.
9. Emluated service hased 011 actiolls taken to effectively speed lip processes.
10. Review processes ill light of speed and ease for cllstomers.
] 1, Implement technology improvements to assist cllstomers and to provide more
effective/etlicient customer service. .
12. Educational seminars.
13. Employee incentives to provide good cllstomer service.
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12 May 17, :;001 COllncil-St(~tr Retreat:
Results and Recommendations
DRAFT 8/23/2002
. 3. What else could be done to better realize tlte Vision? \
4. Community input and review. I
5. Make sure any proposed changes in programs/services fit within the budget.
6. Strive to provide HQuality Services" as prescribed in the Vision.
Prioritized Activity #3: Improve customer service while reducing bureaucracy.
Action Items - Steps toward achieving Activity #2.-
1. Evaluation of programs/services. Why does the City do K?
2. Track calls and issues that rUIl into rulesllaws.
3. Measure customer satisfaction.
4. Better communications to reduce/clarify expectations conceming services and programs,
Create realistic expectations.
5. Training for effective customer service.
6. Empower staff to take actions they feel will resolve issues. c,'eate a culture where this is
acceptable/ expected.
7. Train management 011 how to empower staff.
8. Provide options to customers.
9. Evaluated service based Oil actions taken to effectively speed up processes.
10. Review pl'Ocesses in light of speed and ease for customers.
11. Implement teclmology impi'ovements to assist customers and to provide more
. effective/efficient customer service.
12. Educational seminars. \
13, Employee incentives to provide good customer service.
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12 May 17, 2001 Council-Staff Retreat:
Results and Recommendations
,
DRAFT 8/23/2002
.' YET TO BE COMPLETED (as of 5/30/01)
A. Action Items in Support of the Vision (Continued)
Prioritized 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 communify policing.
B. Prioritize Action Items within the above Activities
. Develop Roles and Responsibi,lities
C.
D. Follow-up Evaluation
1. 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.
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13 May 17. 2001 Council-Staff Retreat:
Results and Recol11mendations