01-09-12 Work Sess AgendaCITY OF SHOREWOOD
CITY COUNCIL WORK SESSION
MONDAY, 9 JANUARY 2012
AGENDA
1. CONVENE CITY COUNCIL WORK SESSION
A. Roll Call
B. Review Agenda
2. STRATEGIC PLANNING
5755 COUNTRY CLUB ROAD
COUNCIL CHAMBERS
6:30 P.M.
Mayor Lizee
Hotvet
Siakel
Woodruff
Zerby
ATTACHMENTS
Administrator's memo
3. ADJOURN
CITY OF SHOREWOOD
MEMORANDUM
TO: Mayor and Council
FROM: Brian Heck, City Administrator
CC: Department Heads
DATE: January 4, 2012
SUBJECT: Strategic Planning
Council and staff met twice last year with the assistance of a consultant to help guide us through
the beginnings of a strategic plan. Following these two meetings, Sharon Klumpp, the
consultant, provided council a report on the work completed at these two sessions. With this
information, staff and council met a few more times in an effort to build on and expand what
began in February 2011.
This process became bogged down in the details and with questions about getting resident
input / feedback. At this point, staff recommended to Council that the City contract with an
outside organization to conduct a comprehensive resident survey. Council agreed, and directed
staff to move forward with the project.
The resident survey is complete and the consultant is scheduled to present the finding to
Council at the February 13, 2012 council work session. The resident survey should provide
additional information for the Council to begin to establish a long range strategic plan.
The purpose of this brief work session is to:
1. Provide Council and staff a brief review on strategic planning;
2. Establish the language e.g. definitions used during the process;
3. Review and recommit to Council's role and staff's role in the process;
4. Review and agree to commit to, and abide by, the rules of the process.
The documents attached include a brief summary of Strategic Planning, the definitions we will
use during the process, review of the roles, the rules of the process, the report provided by Ms.
Klumpp at the end of our two day session and as continued by Council and staff, and a tentative
schedule of meetings and topics.
1 1 Page
STRATEGIC PLANNING
STRATEGIC PLANNING is a systematic process for drawing a vision of a community's future.
Specifically, strategic planning:
1. Prescribes a comprehensive course of interrelated actions;
2. Integrates that course into the realities of budgeting and business plans;
3. Establishes measurement and review processes to assess progress.
In short, strategic planning is a means of understanding change, forecasting change, and
setting a course of action to manage the expected implications of change.
Strategic planning is not a onetime activity; it is an on -going process.
THE LANGUAGE OF STRATEGIC PLANNING is different depending on the organization and
setting. General terms include objectives, goals, strategies, actions, tactics, vision, targets, etc.
Because one of the issues encountered in the process last year related to terminology, the
following are the terms and their meaning assigned for this process.
GOALS are broad, general statements encompassing a subset of the City's mission. The goals,
because they are broad and general, do not have specific measures. Used here, goals are not
short -term, but rather something to achieve or aspire to over the long term. In short, the goals
point out the community's general direction.
Example: Enhance the safety, attractiveness, aesthetics, and health of our city.
OBJECTIVES begin to provide specificity to the concepts identified in the goal. Objectives are
shorter -term and measureable. The measure can be a quantity, percentage, date for completion
of a project, etc.
Example: Add 3 miles of trail to the system by the end of 2014.
TACTICS represent the specific action steps necessary to achieve an objective. These are the
specific activities the city will take to implement the plan.
Example: Hold community meetings in areas where trail segments are planned.
For each Goal, there may be one or more objectives and each Objective will have one or more
Tactics.
ROLES AND RESPONSIBILITIES
One of the other components contributing to the discontinuance of the process last year had to
do with our roles and responsibilities. Outlined below is the role of Council, the role of the
Administrator, and the role of staff. To be successful, we must remember our role.
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Council the Mayor and Council are responsible for establishing the goals. They are to focus on
the long range picture and need to keep asking themselves "where do I want the City to be in
X ?" "What do I want the city to look like in X ?" "What do I want the city to represent ?" The Mayor
and Council must stay at this high level so they can see the entire forest, view the landscape,
and set the strategic direction for the City.
Administrator the Administrator's role is to facilitate and act as the sounding board for Council
and staff in the process. Key point here is the strategic plan is not the Administrator's plan, but
the City's plan as envisioned by the Council. The other role and responsibility the Administrator
has in this process is to facilitate with staff the development of objectives and tactics and to
ensure implementation of the plan.
Staff Staff is responsible for working with the administrator and council in the development of
the goals and providing information as needed to the Mayor and Council to enable the setting of
goals. The key responsibility of staff is to implement and carryout the plan by developing and
completing the tactics and objectives and keeping the Administrator informed of progress and
roadblocks.
THE RULES OF THE GAME are very simple.
1. Respect each team member — do not interrupt. If you do not understand what someone
is saying, seek clarification.
2. Be open to new ideas — no criticism of team members or ideas permitted.
3. Commit to participate in the process and let the process happen — Strategic planning is
an ongoing process.
4. Create an atmosphere that fosters an honest exchange of ideas.
THE PROCESS
The strategic planning process involves several steps. The Council and staff completed a few of
these steps in February 2011. These included:
1. Refining the city's mission statement;
2. Finding and defining the core values of the city;
3. Identifying the internal and external factors that impact the city;
4. Identifying the city's strengths, weaknesses, opportunities, and threats — the SWOT
assessment.
The other item completed was the community survey. This survey provides the Council and staff
with a baseline for resident satisfaction with various services as well as information related to
strategic direction.
Work Session 1 — January 23, 2012 — Council will review the city's SWOT assessment
developed in February 2011 and revise as necessary. Council will also receive a detailed list of
the programs and services provided by the City.
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Work Session 2 — February 13, 2012 the National Research Center will provide the Council with
the results of the resident survey.
Work Session 3 — March 12, 2012 council and staff will begin to discuss goals for the city that tie
back to the city's mission and incorporate key components of the resident survey.
Work Session 4 — April 16, 2012 council and staff continue to work on goals for the city that tie
back to the city's mission and incorporate key components of the resident survey. This process
continues until 5 -7 goals are established and agreement reached. As goals develop and
agreement achieved, staff begins the process of establishing objectives and tactics. Continuing
to outline work sessions beyond this point becomes difficult as much depends on progress
made. Staff and Council will address work session topics and schedule at this meeting.
Staff will touch back with Council as objectives and tactics are developed. Staff will then work
with council during the budget process to identify priority objectives to ensure adequate
resources are allocated to accomplish the objectives.
The balance of this document contains the report Sharon Klumpp prepared
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City of Shorewood, Minnesota
Strategic Planning Report
February 23 -24, 2011
STRATEGIC PLANNING SESSION PARTICIPANTS:
Mayor and City Council: Chris Lizee, Laura Hotvet, Debbie Siakel, Dick Woodruff, and Scott Zerby.
Staff: Brian Heck, Brad Nielsen, Bruce DeJong, James Landini, Jean Panchyshyn, Joe Pazandak; Julie Moore, Michelle Nguyen,
Pamela Helling, Pat Fasching, Patti Helgesen, Twila Grout, Larry Brown, and Joe Lugowski
Facilitator: Sharon Klumpp, Springsted Incorporated
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Mission Statement
The City of Shorewood is committed to providing residents quality public services, a healthy environment, a variety of attractive amenities, a sustainable tax
base, and sound financial management through effective, efficient, and visionary leadership.
OVERVIEW
Our session began with a review of the Mission Statement. We discussed what the Mission Statement means to us and
identified things that set Shorewood apart from the others.
What the Mission Statement >Means 'to Us:
• Value of quality services
o Visionary and forward looking
• Doing what's best for the community
o Sustainability
o Healthy environment
o Quality of life
• Islands
• Share zip codes
• City staff and Council
• Good snowplowing services
• More shoreline per square mile than most communities
• Joint power agreements
• Diversity
i. Types of single family housing
ii. Income
iii. Topography
• Mostly residential
• Schools
n
• Education level
• Physical, natural beauty and presence of wild life
• Multi - generational
i.Good place to raise a family
• Active lifestyle
• Safe
CORE VALUES
Shorewood City staff began to identify core values nearly two years ago. They generated a list of 15 core attributes with the
goal of selecting 5 to 6 attributes to serve as the organization's focus.
In preparation for the strategic planning session, the City Council and City staff participated in a survey to select 5 to 6 core
values. The survey is attached in Appendix A. Survey results are shown below.
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Communication, leadership, and teamwork were the highest- ranking values followed by accountability, positive attitude, and
respect. During the planning session, we defined communication and leadership as core values; first defining each as a core
value and then offering examples of how this value is currently practiced at the City of Shorewood.
CORE VALUE: COMMUNICATION
• Providing information others need and seeking information we need
• Two way exchange
• Provide transparency and clarity
• Requires listening and confirming our understanding
• Always honest and delivered with respect
• Timely
• Responsive
• Allows for different opinions to be expressed and debated
• Environment supports opinions to be expressed freely without fear
• Communication occurs at different levels —among staff, with staff and the City Council, with the City and community members and
other organizations
• Our approach to working with residents on codes and policies
i. Welcome opportunities to communicate with residents
ii. Approach conversations calmly
iii. Consistent in what we tell people
• Public works interaction with the general public
• Clearly and consistently communicate policies
• Recognize that people process information in different ways
• Understand the needs of our audience
CORE VALUE: LEADERSHIP
• Taking proactive measured risks and working with others to move in a shared direction
• Everyone has leadership capacity
• Clearly articulated direction
• Setting a positive example
• Looking beyond obstacles; overlooking distractions
• Being credible and willing to take responsibility
• Making difficult yet informed choices for the greater good
• Displaying confidence and trust in others
• Non judgmental; provides us with a reason to stay and the freedom to go
• Encourages action and involves others
• Participative , engages others, does not assign blame and should not be feared
• Generates trust and reflects integrity
• Shorewood's management of the community center
• Willing to do things differently
• Leadership of department teams
• Residents have positive interactions with the City
• Advancing collaborations with other cities, leadership by example
• Providing balanced perspectives on issues that have many sides
• Setting aside time for Council and staff strategic planning
• Recognizing the contributions and achievements of others
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EXTERNAL FACTORS
The survey was used to collect information on what the City Council and staff considered to be the major external factors that
will impact the City's ability to provide quality services. The facilitator expanded on the external factors, referencing
comments participants provided in the survey.
External Factors:
These external factors overlap in many ways. Public concerns about the cost
• Declining revenues
of government were noted as well as the perception held by many property
• Economic conditions
owners that lower property values will reduce property taxes. Revenues
• State and federal government impacts
generated by permit fees and interest earned on municipal investments are
also declining. State and federal mandates could create a further drain on
• Fiscal impact on joint powers organizations
revenue. Moreover, there are concerns that other levels of government may
transfer the costs of some public services to local governments.
Residents are likely to resist increased taxes, in part because they expect that
their taxes will decline if their property values are lower. Service level
expectations are not likely to decrease; services that are nice to have may not
continue to be provided. Also, service level expectations are likely to change
• Resident expectations and resistance to change
or increase as residents age. Many residents are not engaged in city
government, which may indicate overall satisfaction with services. It will be
important for the City to get ahead of the curve in its communications with
residents and to explain the choices that will need to be made. It is human
nature to resist change.
Shorewood and other South Lake Minnetonka communities have a history of
cooperation. The financial climate may have impacts on joint powers
• Local government cooperation and resistance
organization, particularly if the cost - sharing arrangements of those
organizations and member organizations become distressed. Some give and
take is expected, but a larger issue may be the interplay of the larger "sense
of community" and the existing government structure.
• Demographics
As Shorewood residents age, new services may be needed. Housing policies
that allow for independent senior living could be explored.
• Environmental concerns
Environmental concerns, particularly the health of Lake Minnetonka, were
noted in survey responses.
• Sense of community and community direction
This external factor relates to such things as the need for a cohesive vision
and the quality of resident -staff interactions.
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NTERNALFACTORS
The survey was used to collect information on what the City Council and staff also identified major internal factors that could
impact the City's ability to provide quality services.
Internal Factors:
These internal factors not only overlap but they can also be addressed in the
strategic planning sessions. The importance of having agreement on shared
• Council -staff alignment
priorities was noted; clear goals would provide greater clarity, increase the
• Shared goals (needed)
alignment between the City Council and advisory boards and commissions,
and build trust among Council and staff. Similarly shared goals would
• Teamwork
promote increased teamwork between departments and encourage
interdepartmental problem solving and out -of -the box thinking. Staff
cohesion is important even though staff have different work sites.
This internal factor relates to measuring performance and determining
• Measuring performance
successes and failures as well as continuous improvements. How to measure
performance, define service levels, and communicate results to residents are
ongoing areas for discussion.
Workforce
This factor addresses the importance of staff being up to date on current
•
practices and fully engaged and the importance of succession planning.
• Staff resistance to change
Shared goals and a common sense of direction are most important in times of
• Uncertainty
uncertainty. Communication needs to be increased, even if it is telling people
• Trust /lack of trust
what you do not know.
These internal factors are paired to reflect structural budget issues that are
• Budget limitations
being addressed at all levels of government and the corresponding impact on
• Time restrictions
workload. If workload is perceived as being overwhelming or
unmanageable, it also affects the level of uncertainty in the organization.
There are some concerns about not having proper equipment and possibly
• Work environment
issues pertaining to the physical workspace. One respondent noted that the
City's work environment is positive.
• Community- focused
Having pride in the City's work and in serving the community; having a
customer service orientation.
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STRATEGIC ISSUES
Participants were assigned to three small groups for the purpose of identifying strategic issues. To identify strategic issues,
the small groups were asked to consider:
• External and internal factors identified in the pre- workshop participant survey
• Long term needs through 2013
• Related to the mission
• Could improve the organization
• Could respond to citizen needs
After meeting in small groups, the participants reconvened and shared their ideas. Following discussion and synthesizing
ideas, seven strategic issues were discussed. The strategic goals emerging from the discussion are shown below.
• Improve community engagement in Shorewood and among the South Lake Minnetonka communities, recognizing the shared interest in preserving
Lake Minnetonka and other area lakes
• Identify and respond to service needs for changing community demographics
• Meet the public transportation needs of residents
• Expand recreational opportunities
• Address water quality and other natural resource challenges
• Identify City economic development and redevelopment opportunities
• Define and address sustainability
The strategic goals are presented on the following pages using a template that supports integration of the strategic goals with
the City's policy activities and day -to -day operations. The template provides space to clearly state objectives and actions, to
identify outcomes that will be used to measure progress, to assign responsibility for actions, and to establish an estimated
target date for each action. The template can be used to provide updated quarterly or semi - annual updates.
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ORGANIZATION MISSION AND VISION
Mission Statement
The City of Shorewood is committed to providing residents quality public services, a healthy environment, a variety of attractive amenities, a
sustainable tax base, and sound financial management through effective, efficient, and visionary leadership.
CORE VALUES
Values
Description
We will communicate clearly and honestly with residents, colleagues, collaborators, and
Communication
others. We will foster an environment that encourages and respects discourse and supports
a free expression of different opinions.
We will work together towards clearly articulated goals, setting a positive example that
Leadership
generates confidence, trust, and integrity. We will actively engage others and encourage
action. We will make difficult yet informed choices for the greater good of our
community.
We will work together to achieve the stated objectives for our community even if it means
taking on tasks that are outside our traditional sphere of responsibility. We will listen to our
Teamwork
co- workers so we clearly understand their point of view and recognize their individual
abilities, knowledge, and skills they bring to the table. We will share and celebrate our
success and share responsibility when things do not go as planned.
We will take full responsibility and ownership of my actions, conduct, decisions, etc, and
Accountability
not make excuses or place blame on others. We will ensure co- workers, supervisors, and
council are kept appraised of project status and, if problems arise, to communicate the
reason and solution as soon as possible.
Positive Attitude
TBD
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GOALS, OBJECTIVES, MEASURES, ACTIONS, AND TARGETED COMPLETION DATES
GOAL 1: IMPROVE COMMUNITY ENGAGEMENT
ASSIGNED STAFF:
Assigned
Targeted
Actual
Objectives
Measures
Actions
Responsibility
Completion Date
Completion Date
1.1 Build citizen awareness
a. Utility billing
statements
b. Calendar sync
c. Facebook
page
d. Newsletter
e. "All Call
system
f. Serving as an
information
`clearing
house'
1.2 Develop marketing plan and coordinate with
a. Calendar sync
South Lake area partners
b. Sync
programs
c. Cross promote
d. Sustain
budgets,
volunteers,
eco- efforts
14
GOAL 2: RESPOND TO SERVICE NEEDS FOR CHANGING COMMUNITY DEMOGRAPHICS
ASSIGNED STAFF:
Assigned
Targeted
Actual
Objectives
Measures
Actions
Responsibility
Completion Date
Completion Date
1.1 Evaluate housing needs
a. Zoning
regulations to
address
changing
housing needs
b. What mix of
housing
1.2 Improve community accessibility
a. Sidewalks,
trials
1.3 Transportation
a. Flexible, local
trips
b. Survey seniors
w/ target
questions
c. Connect w/
churches and
other
community
groups
d. Senior service
clearing house
1.4 Volunteer coordination
1.5 Senior programs
1.6 Community surveys
15
GOAL 3 >: MEET THE PUBLIC TRANSPORTATION NEEDS OF RESIDENTS>
ASSIGNED STAFF:
Assigned
Targeted
Actual
Objectives
Measures
Actions
Responsibility
Completion Date
Completion Date
1.1 Assess public transportation needs
a. Survey
residents to
determine
need of
commuting
bus service
b. Survey seniors
regarding need
for local
shopping
activities
1.2 Enhance community walkability
a. Update Trail
Commission
Report and
incorporate in
to the CIP and
Comp. Plan
16
GOAL 4: EXPAND RECREATIONAL OPPORTUNITIES
ASSIGNED STAFF:
Assigned
Targeted
Actual
Objectives
Measures
Actions
Responsibility
Completion Date
Completion Date
1.1 Increase cross promotion/central
communication of recreation programs
1.2 Assess community needs to expand age
groups and provide year -round programming
1.3 Identify recreation programming needs and
a. Set up
meetings with
desires of local organizations
South Lake
cities, police,
fire, schools,
Three Rivers,
Arboretum,
clubs, SSSP,
Courage
Center,
Hennepin
County,
MCWD,
humane
society, dog
park and
others
17
GOAL 5: ADDRESS WATER QUALITY AND OTHER NATURAL RESOURCE CHALLENGES
ASSIGNED STAFF:
Assigned
Targeted
Actual
Objectives
Measures
Actions
Responsibility
Completion Date
Completion Date
1.1 Ensure the viability of the community's trees
a. Review and
and woodlands
evaluate tree
ordinance
1.2 Address and plan for treatment of City water
(arsenic)
1.3 Increase AIS enforcement
a. Work with
municipal
marinas and
DNR to train
volunteers
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GOAL 6: IDENTIFY CITY ECONOMIC DEVELOPMENT AND REDEVELOPMENT OPPORTUNITIES
ASSIGNED STAFF:
Assigned
Targeted
Actual
Objectives
Measures
Actions
Responsibility
Completion Date
Completion Date
1.1 Determine appropriate financial role for the
a. Use of
City
Community
Investment
Fund
b. TIF
c. City EDA
1.2 Coordinate Council and Planning
Commission roles and vision in
redevelopment areas
1.3 Identify opportunities for redevelopment and
a. Re- examine
business development
Comprehensive
Plan in
Smithtown
Crossing and
Garden Patch
areas
b. Evaluate market
need for
different
businesses in
Shorewood and
South Lake area
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