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CJ:'l'Y COUIfCIL DB'I':t8
AG E H DA
1 . CONVB1lB WOU SBSSIOH
A. Roll Call
B. Review Agenda
2. RBVIBW.A!1D COlO"IIUI "COtnfCJ:L COBI'l'DIft'S.
3 . JtBV1:BW 1ST QUARTER DPORT 011 1996 "BU'DQIl'1'
OBJBC'1'XVBS.
.. . lU:VXBW.A!1D DBVBLOP COIISUSUS 011 GOAL
8'1'A'1'8I1BII'1'S
5. DBVZLOP A COIIPRBHDSJ:V1!: LJ:8'1' 01' J:SSUBS roB
1996
6 . COIISUSUS J:H PRIORJ:'l'Y OF ISSUBS .11m won
PBOQRAII .ITDS
7 . COIISXDBRA'1'J:OII 01' BXPAHDIIIQ 'l'JIBSftVBY If()
XllCLUDB WOU PLAN J:DLJDIBJI'l'ATXOR I'1'_S
8. "SJ:IA1UCD VXSZOII. BXBRCISB
9. AD JOUB"BR'1'
.
, ..
SBOREWOOD CJ:TY COUNCJ:LMEMBER COMMJ:TMENTS
I, , as a member of the Shorewood City
Council, recogn~z~ng the important responsibility I am undertaking
serving as a member of the City Council of the City of Shorewood,
hereby personally pledge to carry out in a trustworthy and
diligent manner all the duties and obligations inherent in my role
as Councilmember.
MY ROLE
I acknowledge that my primary role as a Councilmember is (1) to
contribute to the defining of Shorewood I s mission and governing
the fulfillment of that mission, and (2) to carry out the
functions of the office of City Councilmember.
My role as Councilmember will focus on the development of broad
policies that govern the implementation of institutional plans and
purposes. This role is separate and distinct from the role of the
Administrator to whom is delegated the determining of the means of
implementation.
MY COMMITMENT
As a member of the City Council I will:
1. Represent the interest of all people served by the City, and
not favor special interest inside or outside of this public
organization.
2. Not use my service on this Council for my own personal
advantage or for the advantage of my friends or supporters.
3. Keep confidential information confidential.
4.
Approach all Council issues with an open mind.
make the best decisions for everyone involved.
Prepare to
5. Do nothing to violate the trust in those who elected me or to
the Councilor to those we serve.
6. Focus my efforts on the mission of the City and not on my
personal goals.
7.
Never exercise authority as a
acting in a meeting with the
delegated by the Council.
Councilmember
full Council
except when
or as I am
8. Establish as a high priority my attendance at all meetings of
the Council and Commissions on which I serve.
..
. -. ~
9. Corne prepared to contribute to the discussion of issues and
business to be addressed at scheduled meetings, having read
the agenda and all background support material relevant to
the meeting.
10. Represent Shorewood in a positive and supportive manner at
all times and all places.
11. Observe the parliamentary procedures outlined in Robert's
Rules of Order arid display courteous conduct at all meetings.
12. Refrain from intruding in administrative issues that are the
responsibility of management, except to monitor the results
of actions taken.
13. Avoid conflict of interest between my position as a
Councilmernber and my professional life by carefully complying
with the City's Code of Ethics (Section 105.04). If such a
conflict does arise, I will declare that conflict before the
Council, and refrain from voting on matters of which I have a
conflict.
14. Support in a positive manner all actions taken by the City
Council even when I am in a minority position on such
actions.
15. Agree to serve as a liaison on a least one Cornrnissionand an
affiliated organization. As a Council liaison I will:
· Attend all meetings.
· Make reports of all meetings to the City Council at
their next regularly scheduled meeting.
16. Participate in an annual strategic planning session, Council
self-evaluation programs, and whenever possible attend
Council development workshops, seminars, and other
educational events that enhance my skills as a Councilmernber.
DATED:
( signature)
,.
1996 BUDGET OBJECTIVES
Status Report:
4nril'QQ~
CITY COUNCIL
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" Televise all City Council meetings 1
" Inform citizens through quarterlv City newsletters 1 I
Identify and address zoning issues for specific sites I
" for senior housing projects 1
,
Meet with Cooperative Services Study Task Force I
" semi-annually 1
Undertake a meaningful goal setting session during I I
" 1996 1 I I
As a follow up to the'Comprehensive Plan update, I I I
I
" undertake a City visioning process 1
I
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Key: I I I
I
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1 = Reporting First Quarter January - March ,
i
2 = Reporting Second Quarter April - June i !
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3 = Reporting Third Quarter July - September I !
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4 = Reporting Fourth Quarter October - December i
I
Page ,
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ADMINISTRA1l0N
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..J Complete annual citizen serivce evaluation (May
survey) 1
..J Take a leadership role in intergovernmental I
cooperative efforts in the Lake Mlnnetonka area 1
..J Review City objectjve~ each quarter 1
..J i
Follow up on sewer rate task force work 1
..J Coordinate subregional affordable housing issues 1
..J Further develop Shorewood Improvement Program 1
i
Professional Services Budaet Obiectlves:
" Contain costs on contracted professional services 1 i
Attempt to utilize mediation services to avoid I
..J litigation 1
" .
Improve on helpfulness rating for assessor (71 %) 1 I
I
1996 BUDGET OBJECTIVES
Status Report:
A II 1996
Page 2
1996 BUDGET OBJECTIVES
Status Report:
4nril 1QQR
PLANNlNGlPROTECllVE INSPECTION -
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.!! '70 (J ;=g o! z_
..J Update City SubdMsionCode 1
..J Establish an action plan to implement Comprehensive
Plan 1
..J Begin work on a short-term implementation Plan 1
..J Complete a Housing Plan update 1
Protective Inspection:
Increase and enhance public information through the
..J development of at least two additional handouts
relative to building codes (total of 4) 1
..J Draft an article for each City newsletter 1
..J Explore joint inspection possibilities with adjoining
communities 1
..J Implement automated permit tracking system 1?
..J Increase helpfulness ratings of building inspector (76%
helpful to very helpful in 1993) 1
Increase citizen excellent/good rating on overall
..J service (76%) and courteousness/professionalism
(81%) of inspection staff - 1993 1
..J Increase City excellent/good rating on overall service
of animal control personnel (58% helpful in 1994)
..J Response time (45%) and Courteousness/
Professionalism (78%)
Page 3
1996 BUDGET OBJECTIVES
Status Report:
ADril 1996
ENGN:ERING -
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" Complete an inventory of right-of-way needs on
collector street system 1
" Keep construction project files up-to-date and
accurate 1
Communicate in written form to affected
" residents at least 2 times during a construction
project 1
" Keep change orders at less than 5% of original I
contract amount i 1
" Complete a smooth transition to the City I
Engineer/PW Director position 1
" Provide in-house engineering at or below 15% of
project construction cost 1
" Keep in-house design below 7% of project cost 1
I I
Provide good public relations with property I
I " owners adjacent to construction projects 1
Page 4
GENERAL GOVERNMENT -
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~ Update City Code in-house on a semi-annual basis 1
Implement system software to its fullest capacity
~ and identify necessary training, including input of
minutes for easier retrieval/indexing 1
~ Continue to improve public relations by providing
i responses in a timely manner 1 ;
~ I Improve City newsletter quality 1 i
~ Develop orientation pac~age for new commission !
members and staff 1 i
Update existing personnel relationship policy ; ,
~ ,
handbook 1 ,
~ Maintain or improve on helpfulness rating for office
personnel (87%) 1
:
,
MuniclDal Buildlna - City Hall: I
~ Improve City Hall landscaping 1
~ Dispose of outdated items in storage area 1
1996 BUDGET OBJECTIVES
Status Report:
April 1996
Page 5
1996 BUDGET OBJECTIVES
Status Report:
4.nril 1Q96
FINANCE
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Prepare annual budget document and submit to GFOA
..J Distinguished Budget Award Program
Prepare CAFR for submittal to GFOA Certification of
..J Excellence Program
..J Provide monthly reports to staff, qtrly reports to Council
..J Implement Capital Improvement Annual Budget format
Review debt issues and make recommendations on debt
..J structure
..J Establish financial policies and procedures manual
Page 6
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1996 BUDGET OBJECTIVES
Status Report:
Anrfl 1QQR
POUCE
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" Complete review of police funding formula 1
" Maintain high helpfulness rating of police
personnel (91 % helpful to very helpful) 1
Maintain or improve on high excellent rating
on overall service (92%), response time
" (96%), courteousness/professionalism (96%)
and crime . prevention programs (93%) 1
Maintain or improve on ufeeling of safety in
" my neighborhoodU (satisfied to very satisfied -
92%) 1
" Address discrepancy in level of service
requirements of the various cities 1
" Maintain helpfulness rating of fire personnel
(98% helpful to very helpful) 1
Maintain or improve on high excellent/good
rating on overall service (100%), response
time (97%), courteousness/professionalism
" (98%) and inspection and fire prevention
programs (96%) 1
Page 7
1996 BUDGET OBJECnves
Statu. Report:
April 1996
PUBLIC WORKS
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..J Perform preventative maintenance on aU equipment within 100
miles or 10 hours of scheduled service 1
..J Perform 90% of City building repairs and preventative
maintenance using City personnel 1
..J Maintain or improve on helpfulness rating of PW personnel (84%
helpful to very helpful) 1
Stream and Roadwavs:
..J Develop a pavement management system to aid in scheduling of
street projects 1
..J Paint lane markings on all designated streets 1
..J Sweep each City street at least once annually 1
..J Mow roadsides at least twice annuaHy 1
..J Mow boulevards at least 6 times annually 1
..J Visually inspect storm drainage grates annually and repair as
needed 1
..J Increase satisfaction rating on condition of streets (my street
63"10; streats in general 75%) 1
..J Maintain or improve satisfaction level on cleanliness of streets
(88%) 1
..J Increase citizen excellentlgood service rating on street
maintenance (68%) 1
Snow and Ice Removal:
..J Remove snow and ice and complete saIlIsand operations within
14 hours after the end of a snow event 1
..J Complete widening and clean up functions within 48 hours of a
snow event 1
..J Maintain high citizen excellent/good service rating on snow
removal (96%) 1
Traffic Control/Street Liahm:
..J Perform a cost efficiency study of street lighting system 1
Sanlmtlon/W..te RemovallWeed.:
..J Resolve aU property cleanup complaints 1
..J Resolve 100% of weed complaints 1
Tree Maintenance:
..J Remove 100% of diseased trees on public property 1
..J Respond to all property owner request to identify diseased trees 1
..J Maintain and trim trees on City property which present a hazard
to public 1
Water:
..J Supply a safe. clean uninterrupted source of water to all
connections 1
..J Explore possibility of interconnecting with other communities 1
..J Maintain helpfulness rating of water utility personnel (94%) 1
Sanl arv Sa~ rer:
Work with MCWS to correct inflow and infiltration into the
..J sanitary sewer system 1
..J Work with MeWS to reduce sewage treatment costs to the City 1
R..", "linn:
..J Continue weekly pickup of recyclable materials 1
..J Hold curbside pickup of househofd and yard wastes in the Spring
of the year 1
..J Improve on excellentlgood rating for recycling program (85%) 1
..J Provide a leaf and vard waste disoosal site in FaD of the year 1
Page 8
1996 BUDGET OBJECTIVES
Status Report:
Anril 1QQR
PARKS
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~ Add and/or replace 5 picnic tables per year 1
~ Plant at least 10 trees per year 1
Assist Shorewood Parks Foundation in coordination of
~ fund raising efforts I 1 I
Assist Shorewood Parks 'Foundation in building a I
I !
I
~ concession building - Freeman Park north I 1
. I
Continue to develop user support for funding I
~ I
improvements and maintenance in parks 1 I
~ Increase knowledge and use of Shorewood's parks I 1
~ Increase satisfaction rating of condition (92%) and I
amount of recreation equipment in parks (88%) 1
~ Maintain satisfaction rating of park maintenance (93%) I 1
Page 9
To:
Mayor and City Council
James C. Hurm, City Administrator
April 1, 1996
From:
Date:
Re:
Work Sessions of April 8 and 9, 1996
The Comprehensive Plan has identified goals for 4 of 5 major areas: natural resources,
land use, transportation and community facilities/services. Resolution 95-107 established
affordable housing goals (the fifth major area) for the Livable Community Act. However,
there are other "operational" areas within which the City Council should consider
establishing goals: citizen involvement, input and evaluation; working with other
governments and other sectors; operations and personnel; "user friendly" systems; and
service efficiencies.
Monday evening you will be asked to review and come to a consensus on draft operational
goals. Comprehensive Plan goals which have already been adopted will be reviewed
Tuesday with the Planning Commission.
Staff has developed a list of issues or work program items which you are being asked to
prioritize. Operational, Monday night, and Comprehensive Plan related Tuesday night.
When all is done we hope to have clear overall goals and a prioritized list of issues and
work program items from which the staff will draw action plans.
The steps are as follows:
1 . City Council consensus on goal statements.
2. City Council prioritized issues and work program items and relate them to
the goals.
3 . Action plans for priority issues and items in the work program are
developed by the staff.
4. Action plans are incorporated into the budget (with measurable objectives),
CIP, ordinances and policies.
5 . City Council monitors issues, work program items and budget objectives on
an on-going basis. Staff submits a report on progress to the City Council
quarterly.
960408 Work Session
SETTING GOALS
(From the Elected Official~ flandbook, Fourth Edition)
Once you have developed a focused list of needs or problems, you will want to
describe what you hope to do to solve each problem or meet each need. The goals you
express may be both community goals and goals for your particular governing body.
Community goals are usually concepts that extend beyond what a single governing
body can accomplish within one term of office. You will most likely want to involve
citizens directly and actively in the process of setting community goals.
The goals of the governing body tend to be more focused. They express what you as a
governing body want to achieve within a highly specific time-normally one or two years.
Some governing bodies begin by communicating their understanding of the very broad
goals of the community and then focus on what the governing body hopes to achieve
toward meeting those long-range goals.
Once you have agreed on a goal-setting, you need to figure out how to develop a set of
goals acceptable to everyone. Negotiating is an important part of any goal-setting process.
You have to talk, think, and make compromises and adjustments. Some goals may need to
be restated several times before everyone can agree on them. Other goals may have to be
eliminated or replaced to build agreement.
Formal adoption of goals is a responsibility of the governing body-no matter what the
goal-setting process. Goals are a statement of your policy and should be adopted as such.
COMPREHENSIVE PLAN GOALS
A . Natural Resources
The City will establish guidelines and adopt regulations to ensure preservation and
protection of the natural environment.
B . Land Use
The City shall establish a pattern of land uses which is consistent with the residential and
recreational functions of the community.
The land use plan shall promote hannonious relationships between various land uses (e.g.
homes, commercial outlets, churches, parks, schools, etc.) through proper development
and locational planning.
Through land use planning discourage land uses which are inconsistent with the residential
and natural character of the community.
C . Transportation
The City shall provide and maintain a safe and efficient system of transportation, sensitive
to the needs of residents and the environment of the community.
D. Community Facilities (CIP)/Services
The City shall provide those basic facilities and services which ensure the health, safety and
general welfare of the public, the cost of which facilities and services are most efficiently
shared by the general public.
The efforts of varying government agencies shall be coordinated to avoid duplication of
efforts, unnecessary expense and improper location of public facilities.
The City shall establish a basis for development and maintaining a sound financial planning
program for capital improvements, relating such improvements to actual need, proper
location and timing.
E. Housing (From Resolution No. 95-107)
The City shall promote the development of safe, healthy and affordable housing options:
. Explore the concept of cluster planning and cooperative efforts to address
affordable housing needs in cooperation with the south Lake Minnetonka cities;
. Complete the housing section of the Comprehensive Plan;
. Pursue an estimated sixty units of affordable senior housing;
. Work with the Metropolitan Council in addressing barriers to affordable
housing in Shorewood which are direct responsibilities of the Metropolitan
Council, most specifically, high metropolitan sewage charges and the lack of
metropolitan transit service with no options for providing said services.
4/1/96
ORGANIZA TIONAL GOALS (first draft)
A. Be recognized by Shorewood citizens as a model of good government. Utilize ''user
friendly" municipal systems and processes and documents. Association with the City, in
any capacity, should be as enjoyable and as focused as possible.
B . Provide a value in high quality municipal services. Service excellence will be achieved by
respecting employees as the City's greatest assets, and as team members with a shared
vision of increasing productivity and accountability.
C. Work closely with other governmental jurisdictions as well as the private and non-profit
sectors to effectively address south Lake Minnetonka area issues and city goals.
D. Serve in such an efficient, friendly manner that residents feel good about being citizens of
the Shorewood community; continuously strive to keep citizens informed and to ask for
and listen to feedback.
E. Maintain policies, plans and procedures which will.secure financial stability for all city
funds.
4/1/96
To:
Mayor and City Council
James C. Hurm, City Administrator
April I, 1996
From:
Date:
Re:
Work Session Items 5 and 6
Please review the attached list of issues (which are not associated with the Comprehensive
Plan) and add any issues which you feel should be addressed in 1996. After the final list is
agreed upon you will be asked to rate the issues from 1 to 7. One being the items you'd
like to see accomplished first, are most important to you; and seven being the issues which
are of last important to you. . Please don't assign more than five or six items to each (Le. 5
or 6 priority one; 5 or 6 priority two; etc.).
Please prioritize the following issues by indicating in the first column the importance of the
issue from one (1) to seven (7). Try to assign approximately 5 to 6 items to each priority
number.
City Street Policies: establish design criteria, and MSA street designation
Improve image/relations among cities
Set aside land which is considered suitable for senior housing and rigorously pursue
a senior housing project
Ramifications of affordable housing legislation (be proactive)
Continue to identify problem areas of the sanitary sewer system for televising,
sealing and repair
Fire Department - joint services strategy
Improving administration technical efficiency (cost effective)
Increase the provision of facilities and services on a joint ~ basis between units of
government
Rethink budget philosophy
Update the City's comparable worth pay plan
City Council - policy bOok
Develop regulations which limit the extent of damage done to city streets by garbage
trucks or initiate the process of establishing refuse collection districts, awarding
contracts to low bidding private haulers
Establish a Shorewood improvement program to address issues of motivation and
productivity of Shorewood employees including consideration of some form of merit
pay
Improve audio visual in chambers
Improve communications - pamphlets (Le. signs)
Rescue response time
Address snowmobile related issues
Develop a commercial maintenance code
Revise and update the planning commission ordinance
Undertake a City visioning process
Attempt to more fairly match mass transit service with taxation for mass transit
Establish a policies and"procedures manual
Work on changing the sewer services method for charging for Inflow and Infiltration
Work with Excelsior and the other south lake cities in reviewing the police contract
and address discrepancy in police service requirements of the various cities
Work with soccer, hockey and baseball youth organizations in providing additional
facilities
Address the issue of whether there should be lights installed at the softball fields in
Freeman Park .
Develop a truth in housing code
Update existing personnel relationship policy handbook
Work with LMCD to identify a suitable location for public access to Lake
Minnetonka
"Our Community. . .Our Youth" initiative - youth involvement
Charging utilities for use of right-of-ways
Completing Trail Plan along collector routes
lTo:
Mayor and City Council
James C. Hurm, City Administrator
From:
Date:
April 1, 1996
Re:
Work Session Item #7
Items which a separate survey may be helpful to the City Council might include the
following. Please feel free to add items to be considered:
· Preference on different methods to collect garbage.
· Trails along streets which are planned over the next five (5) years.
· Herbicides and pesticides (with informational piece).
.
.
To:
Mayor and City Council
James C. Hurm, City Administrator
April 1, 1996
From:
Date:
Re:
Visioning - Work Session Item #8
Attached is a copy of a memo summarizing our last discussion on "visioning". It seems
appropriate to discuss the concept again at our "goal setting" work session.
Also attached is a visioning exercise which we did not get to last year. Please do the
exercise and bring it along to Monday evening's work session after the City Council
meeting.
TO:
Mayor and City Council
FROM:
James Hurm
,
vJ
OJ.. .
on ur V~s~on~ng
Meeting
DATE:
January 5, 1995
RE:
Attached are Notes
Please review these attached notes. This is a summary
of our vision meeting from my perspective because this
meeting is very important and I want to make sure that there
is a concensus of what was discussed and what the results of
the meeting were. Please make any suggested changes if your
perspective is any different or if I have missed anything in
the notes and drop them off or give me a call so I can
finalize the notes in a few days. Thank you.
Notes from the
Shorewood Council-elect Work Session
Wednesday December 28, 1994
3:30-5:00 p.m.
In attendance were Emil Angelica from the Wilder Foundation
Council-elect members Bob Bean, Jennifer McCarty, Doug Malam,
and City Administrator Hurm.
The discussion centered around developing a shared vision for
Shorewood. Although the Planning Commission is developing
issues in a Comprehensive Plan update, there are a number of
more global issues which the city should determine a stance.
Such issues might include:' senior housing, affordable
housing, cooperative efforts in a number of areas, and
transportation.
There is concern that the reaction to some of the issues in
the comprehensive plan will be, II where did this come from?"
The plan is being presented after being developed at the
Planning Commission. There was some feeling that there should
be early input from a number of people on developing a vision
and on identifying issues which should be addressed in a
proactive way.
There was some discussion on ways of getting such input. It
was suggested that City Council persons could make telephone
calls to residents randomly with a series of questions
regarding issue identification and priortization. There was
some discussion of identifying key people, calling them, and
requesting them to give their vision of Shorewood in ten
years in three minutes or less. The concept of using focus
groups was discussed.
The idea is that Shorewood should be proactive. We should
decide how we want to deal with issues before we are forced
to deal with them. In doing so we shape the way we deal with
issues.
The purpose of a visioning process was summarized in four
areas:
1. We need to describe how we see the City in ten years.
2. We should identify issues, taking a global approach.
3. We need to prioritize those issues determining which
ones need to be addressed first.
4. We need to develop action plans to shape the issue
rather than being backed into a corner.
There was a general feeling that one of the work sessions in
January, perhaps the January 19th work session, should be
devoted to visioning. Perhaps the members of the Coucil
could receive a copy of and review the Metropolitan Council
Blueprint. Then the Council could identify and prioritize
Shorewood Council-elect Work Session
December 28, 1994
Page 2 of 2
global issues. An outside person should be asked to
facilitate this meeting. The next step that was suggested is
to bring statistical validity to the process by having a
professional conduct focus groups or a telephone survey
asking residents to develop and prioritize a list of global
issues. We could have a survey sheet available at the
Comprehensive Plan neighborhood information meetings listing
the issues identified by the Council, asking if there are
other issues that are important and asking people to
prioritize the issues. This process should dovetail with the
Comprehensive Plan process by taking a more global view than
the Comprehensive Plan which identifies policies, goals, and
objectives in specific areas. A shared vision process should
look at the city in a more global way. It builds a vision of
the future for Shorewood. What are the real important issues
that we should be working on to position ourselves to
address?
Mr. Angelica will contact Jim Hurm with some suggestions for
facilitators and some sample vision questionaire sheets.
,
(8)
VISION EXERCISE
Please review the following 2 pages on "Vision". Take a few minutes to
write a vision statement in about 25 words or less for Shorewood. This
will be a fIrst step in developing a "Shared Vision".
By:
. ,
.
D SHARED VJ:SJ:OND
· A dream created in our waking hours of how we would
like the community to be.
· A clear statement of where the community or city is
going.
· Vision provides direction, aligns key players, and
energizes people to achieve a common purpose.
· Having an image of the cathedral as we mix the
mortar.
· An ideal and unique image of the future..
· A mental image of a possible and desirable future
state.
· A condition which is better in some important ways
than what now exists.
. Shared vision and values bind employees together in
working in common pursuits.
· A vision must be communicated to be shared.
· Leadership in public organizations requires a
vision that gives content and character to the work
of the organization.
..
QUESTJ:ONS TO ASK YOURSELF J:N
CLARJ:FYJ:NG YOUR VJ:SJ:ON
· How would you like to change the world for yourself
and your organization?
· If you could invent the future, what future would
you invent for yourself and your organization?
· What is the distinctive role or skill of the City?
· About what do you have a burning passion?
· What does your ideal organization look like?
One exercise would be to draft a vision
statement in 25 words or less by wri ting your
ideal or unique image of t.he future for you and
t.he Ci ty.
· A vision should be clearly written in one page as a
description of what is different in the world in
three to five years because we exist and what role
did we play in it?