081495 CC WS AgP
CITY COON'CJ:L l'DRK SFSSJ:CN
CITY OF SBOREl'DOD
MCNmY, AOOUST 14, 1995
5755 COUNmY CLUB ROAD
COtJH:::IL CHAMBERS
WORK SESSION
1 . DISCUSSION ON VISIONING PROCESS &: ESTABLISHING
. GOALS FOR 1996
2 . ADJOURN
To:
Mayor and City Council
James C. Hurm, City Administrator
From:
Date:
August 11, 1995
Re:
Work Session
This work session is very important. It is the first step in establishing a budget for 1996.
In order to assure that our budget reflects the wishes of the City Council, the Council needs
to establish goals to be attained in 1996.
In order to assist you we have included background material for your review:
· List of issues as you prioritized in January (1)
· Management Action Plan (2)
· Citizen survey comments (3)
· Goals established in the Comprehensive Plan (5)
The "Goals for 1996" (5) exercise is intended to help the Council agree upon the top goals
to be reached in the next 1 to 2 year and 3 to 5 year time frames.
A second exercise is included on Visioning (6). Please work on this exercise which is the
first step in developing a "Shared Vision" for the City.
If there is not enough time following the regular Council meeting you might want to
consider a special work session night (i.e. Monday, August 21).
.. r
(1)
REVIEWING 1995 PRIORITIZED ISSUES
Early this year the Council prioritized issues. The attached chart breaks
the issues into groups:
. AdministrationlPersonnel
. Capital Improvements
. Cooperation
. Planning Development
. Projects
Those issues given the highest priority, 1, 2 etc., are on top, with the
lowest priority (7) at the bottom.
It is important to review this material before beginning to establish goals
for 1996.
1/95 , , ..
1995 ISSUES
ADMINISTRA TION/PERSONNEL
CONSE1''ISUS ISSUES
PRIORITIES
2 Initiate negotiations for a new two year AFSCl\IlE
agreement incorporating ideas deveLoped through the new
Shorewood Improvement Program
..., DeveLop an orientation package for new commission
:J
members and staff
Improving administration technical efficiency (cost
effective)
Rethink budget philosophy
Updare the City's comparable worth pay plan
4 Establish a Shorewood improvement program to address
issues of motivation and productivity of Shorewood
employees including consideration of some form of merit
pay
Improve communications - pamphlets (i.e. si~s)
5 Revise and update the planning commission ordinance
6 Establish a policies and procedures manual
7 Update existing personnel reLationship policy handbook
-
, .
,
1/95
1995 ISSUES
CAPITALI~~ROVEMrnNTPROG~~
1 City Street Policies: Special assessments on
reconstruction, establish design criteria, and MSA Street
designation
Make policy decisions necessary to implement the water
system section of the Comprehensive Plan
Order and prepare a feasibility report for a west end
watertower
3
Continue to identify problem areas of the sanitary sewer
system for televising, sealing and repair
5
Finalize a decision on replacing the Public Works shed at
the Badger well with a smaller buildim~ enclosing: the well
Adopt criteria for when and how private streets may be
constructed
1
COOPERATION
Improve imag:elrelations among: cities
Fire Depamnent - joint services strategy
...,
:J
Increase the provision of facilities and services on a joint
use basis between units of government
6
Work with Excelsior and the other southlake cities in
reviewing the police Contract and address discrepancy in
police service requirements of the various cities
,
1/95
1995 ISSUES
PLANNING/DEVELOPMENT
1 Include tree preservation and replacement and site landscaping
for all developments
Set aside land which is considered suitable for senior housing and
rigorously pursue a senior housing project
Update Shorewood's flood plain regulations (mandated)
Update Shorewood's wetland code, including adjusting setbacks
and requiring new construction to construct environmental ponds
2 Adopt regulations regarding development on steep slopes
?repare a separate housing plan - including affordable housing
Issues
3 Address problems associated with the County Road 19/Country
Club Road intersection
4 Update ordinances related to filling, grading and excavating
Update the City' 5 zoning and subdivision ordinances
5 Consider an ordinance regulating chemical treatment such as
lawn fertilizers and mosquito spraying
Develop a commercial maintenance code
6 Work on transportation safety issues including Galpin Lake Road
intersection realignment; close off Lake Linden Drive entrance to
Highway 7; realignment of Seamans Drive and Yellowstone
Trail; a Freeman park entrance from Highway 7
7 Develop a truth in housing code
Update shoreland recreational zoning district requirements
- --
" . /
1/95
1995 ISSUES
PROJECTS
1 Coordinate with the. non-protit corporation. the constrUction of the
senior community center at the Badger Park site
2 Proactivity in affordable housing
Ramifications of affordable housin~ legislation (be proactive)
4 Council - policy book
Develop regulations which limit the extent of dam~ae done to City
streets by garbage trucks or initiate the process of establishing
refuse collection districts, awarding contracts to low bidding
private haulers
Improve audio visual in chambers
Rescue response time
Revisit the issue of allowing snowmobiles usage within the City
5 Undertake a City visioning process
6 Attempt to more fairly match mass tranSit service with taxation for
mass transit
Work on changing the sewer services method for charging for
Inflow and Infiltration
Work with soccer, hockey and baseball youth organizations in
providing additional facilities
7 Address the issue of whether there should be lights installed at the
softball fields in Freeman Park
Work with LMCD to identify a suitable location for public access
to Lake Minnetonka
.
." -
(2)
REVIEWING 1995 MANAGEMENT PmLOSOPHY
AND ACTION PLAN
This Administrator's Action Plan is a big undertaking and is intended to
flow into 1996. It should be quickly reviewed before beginning to
establish goals for 1996.
A
MANAGEMENT
ACTION
PHILOSOPHY
PLAN
1} CJ:TJ:ZENS FJ:RST
Be recognized by Shorewood citizens as a model or good
government!
Related City Values:
· Open, democratic government is enhanced by an informed populace.
· Responsiveness to the needs and desires of the citizens; public
service.
· Fair and equitable interpretation in enforcement of City codes.
· A reputation for dependability and integrity.
Princioles and Exoectations:
· Strive to provide the highest quality of service in a caring,
responsive, and effective way.
· Promote active citizenship by harnessing the citizen energy to
work with us in a positive fashion, to anticipate and solve
problems rather than to wait for NIMBY (Not In My Back Yard)
situations to arise.
· Keep citizens informed and involved early and often.
· Be responsive. Get the job done cheerfully. Be friendly and
helpful toward citizens. Even when the situation is unpleasant,
citizens and their interest and opinions should be treated
respectfully.
· Stay close to citizens. Listen to what they have to say,
especially when they offer criticism.
· Strive to improve citizen satisfaction. As in the private
sector, you are only successful when the "customer" says you
are.
· In recognizing that conflicts arise between a common good and
the interests of individual citizens, or between citizens, the
City should emphasize conflict management, and seek alternatives
to litigation.
Obiectives and Strateaies:
· Citizen satisfaction with services, helpfulness, courteous, and
professionalism should be measured annually with results
reported and used in establishing budget objectives.
Page 1
· Use alternative dispute resolution (ADR) methods whenever
possible. Communicate to citizens about ADR alternatives and
attempt to get them to commit to ADR whenever possible.
Annually track expenditures on litigation versus ADR.
· Provide an easy to follow citizen participation flow chart for
improvement projects.
· Provide a specific communication plan for people affected by
each project or issue. Provide for early, meaningful
opportunities for input and for evaluation at the end. Send an
evaluation piece to affected citizens following projects.
· Keep citizens informed of our purpose, values, vision,
successes, and general City news.
Page 2
2) RESPECT FOR EMPLOYEES
Respect employees, not only
members, who with a shared
and accountability, are the
as our greatest asset, but as team
vision or increasing productivity
key to service excellence!
Related City Values:
· Respect for City employees, who with fair treatment, proper
training, and a willingness to let them excel, will take pride
in association with the City and serve the people well.
· Professional development.
· Adherence to professional, ethical standards of conduct.
Princioles and Exoectations:
· People want to be great. If they aren't, it is because
management hasn't given them the proper tools or won't let them.
Our people should be challenged and encouraged to grow by being
given authority and responsibility.
· Learning and responsibility are invigorating. Aspirations make
our hearts beat.
· We should strive to be self starting, problem solving,
responsibility grabbing, independent thinkers.
· Strive to be a group of people who function together in an
extraordinary way - who trust each other, compliment each
others' strengths and compensate for each others' limitations,
who have common goals that are larger than individual goals, and
who produce extraordinary results... a great team.
· Treat people the way you want to be treated.
· Team work, creativity, positive attitude, and excellent
performance need to be acknowledged.
· Work should be enjoyable. Personal growth and balance between
work and home are to be supported.
· New members of the team deserve to have a complete orientation,
including City vision, values, purpose, budgets, plans and
personal expectations.
· Recognize employees as customers just as we do citizens.
Page 3
Obiectives and Strateoies:
· Establish a Shorewood Improvement Program among employees to:
Review and recommend suggestions for improvement in
productivity, morale, and working conditions;
- Recommend awards;
- Provide a forum for communications; and
- Identify educational opportunities.
· Work with union and non-union personnel to develop a program to
recognize excellent performance.
· Each person in the organization should have a personal growth
plan. The City should then provide knowledge and training based
on organizational and individual needs.
· Envision and strive toward an ideal work situation. Take an
employee survey to learn what changes peopl~would like to see
in order to:
- Make what you do more meaningful;
- Serve citizens better;
- Make what you do more efficient;
- Save or make money for the CitYi and
- Improve morale.
· Do performance appraisals of people and teams based on budget,
work plan and personal growth plan objectives.
· Be clear on responsibilities and expectations.
· Provide team building training~
· Meet with Public Works personnel at least once a month.
· Provide employees copies of the City Council meeting Executive
Summary identifying actions taken.
· Keep job descriptions (expectations and responsibilities)
updated and disseminated.
· Talk with employees and review employee surveys.
· Provide an evaluation form for all training exercises.
Page 4
3) QUALITY SERVICES
Provide the highest quality services, a value in municipal
services!
Related City Values:
· Striving for improved productivity and efficiency through new
technology and innovation.
· Team work and action oriented problem solving (acting rather
than reacting) .
· Employee selection by merit.
Princioles and Exoectations:
· Create an environment where excellence and quality work is the
norm. Only mediocre people are always at their best.
· Continuously trying to find ways to do things better (series of
small wins). ..
· Thrive on identifying opportunities and solving problems.
· Always think positive. Can do!
· Creative ideas and solutions should be encouraged, not
discouraged by put down or fear of added work.
· High performance is a product of people who care rather than an
organization that controls.
· Acknowledge success.
· Performance begins with expectations. Expect excellence. Be
specific. We should then be held accountable for excellent work
for goals and objectives.
· You are accountable when it makes a difference to you what you
do.
· Set measurable obj ecti ves .
· Tie performance reviews to expectations and objectives of the
individual and the department.
· We are feedback poor. Get people to tell us 'when we are doing a
poor job.
Page 5
.,
Obiectives and Strateqies:
· Develop departmental work plans which are reviewed quarterly for
progress. They should set specific objectives based on City
goals, budget objectives, citizen satisfaction survey results
and personal meetings. They should include strategies for
increased effectiveness and identify demotivating factors in
conflict situations.
· Meaningfully measuring performance by tying reviews to personal
improvement plans, departmental work plans, and personal
expectations set for the year. Keep track on simple charts,
which should be reviewed at least quarterly, revising priorities
for the next quarter.
· Evaluate opportunities offered by technology and our capacity to
absorb and utilize them to reach our objectives.
· Look for opportunities to publicly "pat ourselves on the back"
(i.e. apply for awards, emphasize high citizen satisfaction
survey results). Do press releases on acknowledgments, awards,
and noteworthy positive activity.
· All team members should know precisely what is expected of them.
· Citizen satisfaction surveys and City Council evaluations are
the ultimate measures of performance. Insist they continue
annually.
Page 6
r
4) BE "USER FRIENDLY"
Utilize "user friendly" systems
with the City, in any capacity,
focused as possible.
and processes. Association
should be as enjoyable and
Related City Values:
· A strong sense of commitment to the City and its statement of
purpose.
· Provision of accurate, timely information to the City Council,
through proper channels, so that the best possible decisions can
be made.
Princioles and Exoectations:
· Absolute honesty.
· Be proactive rather than reactive.
· City Council members have the toughest, lowest paid job. They
deserve our full support and respect.
· The City Council begins our "journey of 1,000 miles with a
single step", by establishing and refocusing a clear vision for
the City. .a picture of the future we seek to create.
· The City Council, as our team leader, is responsible for our
purpose/mission. .why do we exist? And for our values. . how
do we want life to be on a day-to-day basis while pursuing the
vision?
· Provide a structure for the governance process to:
- Give the City Council control by assuring all action plans,
operating budgets, comprehensive plans, and capital
improvement programs are consistent with their policies,
values, visions and purpose;
- Make the Council's job rational and enjoyable;
- Keep the Council focused on the broad policy picture rather
than on micro management;
- Keep the Council informed with relevant facts and materials
with which to base decisions;
- Develop Council leadership skills;
- Focus on results; and
- Allow for orderly, meaningful linkage to citizens.
· Keep long-term planning and short-term problem
anticipation/solving as integral parts of our organization.
Page 7
· Budgets, plans, programs and reports must be simple and
understandable and designed to encourage a policy focus for the
Council.
Obiectives and Strateaies:
· Provide an operating budget format which is based on mission,
sets specific objectives, and provides meaningful information.
Use line items only for re-enforcing, reporting, control and
auditing.
· Carefully follow the City Council work cycle as closely as
possible, the whole time keeping focused on our vision, what we
really want.
· Encourage Council members to endorse the City Council
Commitments annually.
· Produce a Capital Improvement Program document which is simple,
rational, ties projects to financing, and lists policy
questions, in which the City Council can take pride.
· The Comprehensive Plan document must have a simple executive
summary which can easily be reviewed each year.
· Encourage Council members to develop leadership skills and
attend conferences and training.
· Action plans should be developed, implemented and carefully
tracked, keeping the City Council fully informed all the way.
· Provide opportunities for consensus and team building exercises.
· Provide facilitation for visioning, goal setting, and
prioritization exercises.
· Communicate often to the City Council and to the citizens the
City vision, values, purpose, and goals.
,
· Provide weekly "Notes to the City Council" so that they are
fully aware of what is happening throughout the organization.
· Maintain an extensive orientation program for Council and
Commission members, as well as employees, on the governance
process.
· Communicate City Council priorities.
· Report quarterly to the City Council on the status of budget
objectives and priority issues.
· Encourage the City Council to evaluate the City Administrator
based largely on the status of established priorities, and on
how the governance process is succeeding and focusing efforts
toward our vision and purpose.
Page 8
..... _t
(3)
REVIEWING 1995 CITIZEN
Ev ALUATION SURVEY
Attached is a 4 page preliminary summary of our citizens' service
evaluation survey for 1993, 1994 and 1995. It is a summary of the fIrst
338 returns from this year. Another 50 are now being processed for the
final report in several weeks.
It is a very good report. All of those marked with an asterisk(*) show
improvement and are "statistically significant". There are no areas
trending down over the last 3 years.
All written comments have been taken from the surveys and are attached
hereto. Keep in mind they have been trickling in for several months.
You should find this information useful in establishing goals for 1996.
t.
City Of Shorewooa
1995 Util i ties Survey
1993 1994 1995
Physical condition of my street
Not Satisfied -r- 179 45.5X 101 41.6X 120 36.7%
Satisfied Residents 214 54.5% 142 58.4X 207 03 .J%
Physical condition of nreets in general
Not Satisfied ~: 160 40.3% 91 37.0% 84 ZS .5%
Satisfied Residents Z31 59.7% 155 03.0% 245 74.5%
Cleanliness of streets
Not Satisfied \. . 100 ZS.2% 43 19.7% 41 12.5%
Satisfied Residents ~ 291 74.8% 196 80..3% 281 81.5X
Amount of street lightinq
Not Satisfied ~- 158 41.5% 107 44.6% 109 33.7%
Satisfied Residents 223 58.5X 133 55.4X 214 66.3%
Number of trees along city streets
Not Satisfied ')L. 86 23.5% 51 21 .7% 43 15.1%
.' -,
Satisfied Residents 280 76.5% 184 78..3% 270 84.9%
Level of parle maintenance
Not Satisfied 21 8.2% 18 10.4% 16 6.9%
Satisfied Residents 235 91.8% 155 89.6% 216 93.1%
Condition of the hiking/biking trail
Not Satistied * 33 13.6X 22 13.7% 13 6.3%
Satisfied Residents 210 86.4% 139 86..3% 193 93.7%
Condition of parle playgrOU1d equipment
Not Satisfied "i 34 18.5X 21 16.5% 13 7.7%
Satistied Residents 150 81.5% 106 83.5% 156 92.3%
Amount ot recreation equipment in paries
Not Satistied ~ 50 25.0% 34 25.0% 20 11.8%
Satisfied Residents 150 75.0% 102 75.0% 149 88.2%
Televising of city cOtn:il IIIltetings
Not Satisfied 22 12.6X 7 5.9% 11 9.1%
Satisfied Residents 153 87 .4X 111 94.1X 110 90.9%
Feel ing ot safety in my neigtlborilood
Not Satisfied ~ 43 12.2% 34 13.9% 27 8.2%
Satisfied Residents 346 81.8% 211 86.1% 304 91.8%
City office personnel
Not Satisfied 44 16.0% 23 13.1% 26 12.8%
Satisfied Residents 231 84.0% 152 86.9% 177 81.2%
Ci ty assessor
Not Satisfied 35 29.7% 21 Z6..3% 21 29.0%
Satistied Residents 83 70..3% 59 73.8% 66 71.OX
~
City Of Shorewooa
1995 Utilities Survey
1993 1994 1995
!1S;leCtion service persomel
.at Satisfied .~ 33 31.4X 21 12.7% 24 24.5X
'atisfied Residents n 68.6% 144 87.3% 74 75 .5%
,lice persomel
1t Satisfied 21 10.3% 16 12.4X 12 8.6%
:tisfied Residents 182 S9.7% 113 81.6% 121 91.4%
" personnel
t Satisfied 1 1.4: 3 6.1% 1 1.9%
,tisfied Residents 70 98.6% 46 93.9% S2 98.1%
,bl ic wries personnel
ot Satistied 20 18.5% 6 S.5% 11 16.2%
atisfied Residents 88 Sl.s% 65 91.5% 51 83.8%
,ater utility personnel
J)t satisfied 13 24.5% 2 5.3% 3 11.5%
"'tisHed Residents 40 75 . 5% 36 94.7% 23 88.5%
,i_l control personnel
;)t Satistied 32 50.8% 21 51.2% 18 41.9%
atisfied Residents 31 49.2% 20 43.8% 25 58.1%
~ lake police, overall servi ce
>t Satisfied 29 12.6% 14 10.2% 13 8..3%
tisfied Residents 202 81.4% 123 89.8% 144 91.7%
tice response time to my call
t Satisfied 11 6.6% 7 7.7% 6 5.3%
,tiSfied Residents 156 93.4% 84 92.3% 108 94.7%
'lice courteousness/professionali..
,t Satisfied ~ 26 12.0% 15 11.1% 7 4.4%
,tisfied Residents 191 88.0% 120 88.9% 152 95.6%
"i ice crime prevention progr..
Jt Satistied .~ 10 10.4% 11 21.6% 5 7.7%
.tisfied Residents 86 89.6% 40 78.4% 60 92..3%
ice traffic enforcement
'; Satisfied 54 31.0% 31 29.8% 36 26.5%
isfied Residents 120 69.0% 73 70.2% 100 73.5%
~.
City Of Shorewood
1995 Utilities Survey
1993 1994 1995
Fire department overall service
Not Satisfied 2 2.6% 3 6.8% 0 .0%
Satistied Residents 74 97.4% 41 93.2% 53 100.0%
Fire department response time to mv call
Not Satisfied 3, 5.8% 0 .0% 1 2.91
Satistied Residents 49 94.2% 27 100.OX 34 97.1%
Fire department courteousness/profess i ona l i SIft
Not Satisfied 2 2.4X 1 2.4% 1 1.91
Satisfied Residents 81 97.6% 40 97.6X 53 98.1X
Fire department inspection and tire prevention program
Not Satisfied 3 6.5% 5 17.2% 2 5.3%
Satisfied Residents 43 93 .5% 24 82.8% 36 94.71
Animal control overall servi ce
Not Satisfied 40 58.8% 32 66.~ 25 48. IX
Satisfied Residents 28 41.2% 16 33.3% 27 51.91
Animal control response time to mv call
Not Satisfied 22 56.4% 18 58.1% 17 54.8%
Satisfied Residents 17 43.6% 13 41.91 14 45.2%
Animal control courteousness/professional ism
Not Satisfied 13 25.5% 15 38.5% 9 22.5%
Satisfied Residents 38 74.5% 24 61.5% 31 77 . 5X
City administrator and clerks overall service
Not Satisfied 30 13.OX 20 12.3% 25 13.2%
Satisfied Residents 200 87. OX 142 87.71 165 86.8%
Administrative courteousness/professionalism
Not Satisfied 31 14.71 18 .11.5% 23 13.1%
r r
Satisfied Residents 180 85 .3% 139 88.5% 153 86.9%
Building inspection overall service
Not satisfied 36 26.1% 18 16.1% 26 24.3%
satisfied Residents 102 73.9% 94 83.9% 81 75.71
Building inspection courteousness/professionalism
Not satisfied 36 26.71 20 18.OX 21 19.3%
satisfied Residents 99 73.3% 91 82.Q% 88 80.7%
City assessor overall servi ce
Not Satisfied 30 25.6% 19 21.8% 27 28.4%
Satisfied Residents 87 74.4% 68 78.2% 68 71.6%
City assessor courteousness/professional ism
Not Satisfied 20 17.2% 14 16.5% 20 21.5%
Satisfied Residents 96 82.8% 71 83.5% 73 18.51
CitY Of Shorewood
1995 Utilities Survey
1993
1994
1995
aMing deparc.nt overall service
{It Satisfi ed
3atisfied Residents
"lanning deparc.nt courteousness/professional ism
Ilot Satisfied
Satisfied Residents
i~e department overall service
.It Satisfi ed
,atisfied Residents
inance department courteousness/professional ism
~ot Satisfied
Satisfied Residents
Maintenance of IllV street
Not Satisfied
Satisfied Residents
Snow r~al
Not Satisfied
Satisfied Residents
Recycling pickup program
Not Satisfied
Satisfied Residents
Water pressure
Not Satisfied
Satisfied Residents
intenance crew response
t Satisfied
tisfied Residents
--;r-
-*
~
145
210
~
45
326
27
S5
32.9%
67.1%
87
140
22
211
36
196
8
75
,.27
55
1
16
18
37
32.7'%
67..3%
96
200
16
290
32
287
10
105
20
46
30.3%
69. 7'%
27
341
15
117
52
77
6
26
20
55
26.7'%
73.3%
15
37
28.8%
71.2%
18
45
28.6%
71.4%
11
16
40 . 7'%
59.3%
6
14
30.0%
70.0%
2
13
13.3%
86.7'%
7
16
30.4%
69.6%
3
18
14.3%
85.7'%
3
12
20.0%
80.0%
40.8%
59.2%
12.1%
87.9%
7.3%
92.7'%
11. 4%
88.6%
40.3%
59.7%
18.8%
81.3%
38.3%
61.7'%
9.4%
90.6%
15.5%
84.5%
9.6%
90.4%
32.9%
67.1%
5.9%
94.1%
32.4%
67.6%
5.2%
94.8%
10.0%
90.0%
8.7'%
91 .3%
33
82
28.7'%
71 .3%
Q
12
.0%
100.0%
. L ,-
1. Please Indicate how satisfied you are with the following services that
are currently provided by Shorewood (circle 9ne response for each
item):
Haven't used! Very Somewhat
Don't Know Satisfied Satisfied Satisfied Dissatisfied
A Physical condition of my street X 3 2 l' 0
B. Physical condition of streets in general X 3 2 1 0
C. Cleanliness of streets X 3 2 1 0
D. Amount of street lighting X 3 2 1 0
E. Number of trees along City streets X 3 2 1 0
F. Level of park. maintenance X 3 2 1 0
G. Condition of the hikinglbiking trail X 3 2 1 0
H. Condition of park. playground equipment X 3 2 1 0
I. Amount of recreation equipment in parks X 3 2 1 0
J. Televising of City Council meetings X 3 2 1 0
K. Feeling of safety in my neighborhood X 3 2 1 0
2. In the past year have you had any contact with the following? If so,
how helpful are they when you need information about programs or
services provided by the City of Shorewood or need to have a
problem resolved (circle one for each Item)?
,
Have had Very . Somewhat Not
No Contact HelDful HelDful Helpful Helpful
A City Office Personnel X 3 2 1 0
B. City Assessor X 3 2 1 0
C. Inspection Service Personnel X 3 2 1 0
D. Police Personnel X 3 2 1 0
E. Fire Personnel X 3 2 1 0
F. Public Works Personnel X 3 2 1 0
G. Water Utility Personnel X 3 2 1 0
H. Animal Control Personnel X 3 2 1 0
" > ".'--":"L'
i<>,. Haven 'tused!' Very
.. pon't Know. ~atisfied
3A. Are)'oUr servedbyCit)'\V~ter:' yes
3D. If Yes, please~dicateh<?\'t~isfied you are. With: .
:':,:.: ,~;
Water pressure . . ..... ':.
Waterqualily · . .._ .
Maintenance crew response .' .-.
x
X
X
3
3
3
2
2
2
-.,
~"-
..........'.;...'''.",...-...,
4. If you have had no personal experience with these City services
circle the X and go to the next line. For those with which you have
had personal experience, please rate them 0 to 3.
Have had no Have Had Experience
EJqICI'ience Excellent Good Fair Poor
A-I South Lake Police, overall service X 3 2 1 0
A-2 Police response time to my call X 3 2 1 0
A-3 Police courtesy/professiollalism X 3 2 1 0
A-4 Police crime prevention plograms .X 3 2 1 0
A-5 Police traffic enforcement, X 3 2 1 0
B-t Fire Dept overall service X 3 2 1 0
B-2 Fire Dept response time to my call X 3 2 1 0
B-3 Fire Dept courtesy/professionalism X 3 2 1 0
B-4 Fire Dept inspection/fife I,revention program X 3 2 1 0
C-l Animal control overall service 'X 3 2 1 0
C-2 Animal control response tiine to my call X 3 2 1 0
C-3 Animal control courtesy/professionalism X 3 2 1 0
D-l City Administrator & Clerks overall service X 3 2 I 0
D-2 Administrative courtesy/~rofessionalism X 3 2 1 0
B-1 Building inspection overall service X 3 2 1 0
B-2 Bldg inspection courtesy/professionalism X 3 2 1 0
F-l City Assessor overall service '.. X 3 2 1 0
F-2 City Assessor courtesy/professionalism X 3 2 1 0
G-l Planning Dept overall service X 3 2 1 0
G-2 Planning Dept courtesy/professionalism X 3 2 1 0
H-l Finance Dept overallllervice X 3 2 1 0
H-2 Finance Dept courtesy/professionalism X 3 2 1 0
I. Maintenance of my street X 3 2 1 0
J. Snow removal X 3 2 1 0
K. Recycling pickup program X 3 2 1 0
For the following questions, please mark an (x) by the most correct
answer:
5A. In the past twelve months. have you made a complaint to the City of Shorewood?
1) Yes,and I was satisfied with the way my complaint was handled
2) _ Yes, and I was dissatisfied with the way my complaint was handled
3) _ No, I have not made a complaint
5B. If yes, what type of complaint (most recent one)?
1) Animal 4) _ lunklNuisance
2) Traffic 5) _ Street RepairlMaintenance
3) Other
CITY OF SHOREWOOD
JULY 1995
SURVEY EVALUATION COMMENTS
A Just barges in with no prior notice.
A Something has to be done about the deer population (over population) they are
ruining all of our neighborhood gardens and flowers -- and a menace on the roads! !
Why doesn't Shorewood City respond to this???
A I see too manvloose dogs.
A We need more animal control - we have dogs running all the time.
A It takes too long to get to Shorewood from Chanhassen to hear a dog that is a
"nuisance barker".
A Animals always run wild in my area!
A The animal complaint call was on the weekend, so police personnel were involved
instead of Animal Control.
A 2H Animal Control. Lousy
A 4C-l thru C-3 Animal Control. Worse
A Barking Dogs
A I would really appreciate a flyer on horse regulations and fencing. - 474-8848
As a single parent supporting my child with my teaching income, I hope very much
to be able to keep my well rather then hitching up to City water which would be
unaffordable. She would like to have feedback.
A Lots of dogs running around Woodside Rd.
A Animal control is helpful but we have approximately 5-7 dogs who run free on
Murray St. and Galpin Lane.
AD In response to paragraph 3 of The Citizen Informer - perhaps you would get a higher
then 11 % rate to this survey if you paid the postalZe.
AD 5A Complaints - Dissatisfied with results. re: overhead noise & flying of play
planes.
AD (5B type of complaint) Newspaper delivery
AD (5a #1 - COMPLAINTS) -- Has not been resolved
AD When is CitY Council meetings televised?
AD We'd like to know more about what's happening, planning, crimes/safety issues!
problems.
AD Please enforce cleaning up rules, and on street parking rules - don't make neighbors
"tell" on neilZhbors except as last resort. WARN, then next time fine!
AD Thanks for the opportunity to give opinion.....
AD Need to mail 2 surveys in future to residents so both husband and wife can respond.
AD Fire- the City Manager. He's never there to answer Questions.
AD Shorewood - Should get their own police and fire service.
AD 11 Televising City Council. Poor sound!
AD 5A Complaints - Dissatisfied with results. #2 - so far
AD 5B -other- plan to over cost of utility/sewer bill!
AD #1 A-K "too narrow" assuming they meant the ratings
AD Not enoulZh Dolice Datrols - Echo Road
AD Recycling don't take cardboard anymore! Whv?
AD Had a complaint about the water hydrant back-up problem. It was handled partly by
the water co. & fixed by City.
AD Dissatisfied with the water pressure - very brown water even though I am now
paying several hundred $ a year in taxes for water treatment.
AS (5B type of complaint) assessor
AS 2B Assessor. No answers to tax?
AS Left message on machine 3 times to discuss change in market value of house-No
Response.
F Shorewood utility rates are high! Why?
F Water is outrageously expensive, somethinlZ has to be done
P #2 Our complaints, especially to Joe, very nice and helpful.
P 4 G-2 No courtesy from Brad Nielsen
P Planning Dept in order to discuss problem with Brad Nielsen you must make and
appointment this is ridiculous
P 5B Complaints. Setback limitations
P Complained to Building Inspector. That the contractor left the blvd. a mess on
Brentridge Drive. It took lyr to get it cleaned up. Poor follow up by Bldg.
Inspection Dept. & poor enforcement by the CitY.
P Dissatisfied with planned development in our neighborhood. Felt it was poorly
planned & that we had no input or control over it. We feel the City is more
interested in pleasing developers than easing the tax burden for the citizens. Ex: city
water installation in western Shorewood.
P I am most dissatisfied with the push to develop the land with more expensive homes
and no effort to use creative designs for community layout. We need more open
land.
P 4G-l I tried to contact them but very hard to reach--inaccessible!
P Yes, I was dissatisfied with the way my complaint was handled - Building on our
land. New Planning Commission implement ridiculous setback requirements (35'
W 15' buffer). These people are not even elected and have WAY to much power!
PK No bike trail on Covington to Silverwood .
PK Playground equipment at Badger is very poor.
PK Some of the playgrounds don't have much for toddlers- Manitou for example has
nothing really mv 2 yr old can climb!
PK Is there a way to add a bike path along Mill Street between John the Baptist Church
and the 5 way intersection leading to Excelsior. ?
PK When will new playground behind Lake Lucy Rd be complete?
PK 1 F-I Parks. None available on Enchanted Island.
PK 6 Parks. None available on Island.
PK We live on Enchanted Island where the City of Shorewood collects our taxes and
provides us with minimal police and fire services. No park/playground for our
children, no walking path-nothing.
PK 5B Complaints. Skating rinks not open.
PK Park in Shady Hills not maintained at all. This land was purchased by Shady Hills
residents and donated as park to city.
PK We use Silverwood Park and it is very near but the big sliding boards are
dangerously fast and the bolts on the sides have caused some injuries. Too sharp of
bolts.
,
PK I hope the warming house comes back and skating is available this winter at
Cathcart Park. She would like to have feedback 474-8848
PS Street lights would make her feel safer at Beverly & Cathcart Dr.- One female police
officer was not helpful. I really would like the police to be more visible to help with
speeders and break-ins. It would help me feel safer. Snowmobilers driving the
length of my property because it parallels Cathcart Dr. I am concerned over safety
for my 6yr old and liability in case of their injuries. Neighbors children who don't
respect property lines. I'm concerned about liability.-474-8848 -
PS Police traffic enforcement terrible.
PS The speed limit at 30 mph is simply too fast for a curved residential street! !
Speeding on top of the 30 mph is life threatening.
PW #1 But we like our roads in rough condition- Keeps speeding down.
PW 5B COMPLAINTS -- Brand Circle cuI de sac ( 5A2) --- Street repair/maintenance
(5A1)
PW 5B Complaints-- Water in Street.
PW My children especially hate the tarring and graveling of the roads. It spoils summer
bike riding and roller blading. I have never seen this kind anywhere but here.
Perhaps there is another alternative.
PW Coming down from City Hall on 19 as you turn right on Wood Duck Circle there is
a pothole big enough to lose a wheel that has been there for 2 yrs. and never fixed.
Our road is terrible. The City keeps working little spot repairs when the whole road
needs upgrading. You promised in letters last year that the road would be upgraded
in June & then July. Only first few feet were done.
PW Potholes take too long to fill.
PW Covington by Sweetwater entrance is pretty rough.
PW Trees on Covington outside our driveway need trimming.
PW Chaska Road at bottom of Murray Hill has a low spot & water piles up there when it
rains. Cars splash me when I get my mail.( V.S. 6090 Chaska Road)
PW Something must be done with the street re-coating process. My street is now a
mess! The rock used is too large and is sharp. Traffic rolls the rock over exposing
more tar! Anyone taking a fall from a bike, roller blades, running etc. is going to get
cut up in the sharp stones. I've never seen anything like it! (David Johnson 19480
Elbert Pt)
PW We need shoulders on roads, or sidewalks, or trails. There are none near my house
and being a pedestrian is very dangerous. There is no place for joggers or bikers
unless you happen to live near the one bit trail. Shorewood is way behind every
other suburb I can think of in this respect only.
PW The poor choice of crushed gravel as a resurfacing material is cleaned from my
floors daily. Most of this crushed gravel is gone leaving tar that is tracked through
my house. Please resurface with small river rocks ASAP. Call if you do not
understand 474-3834 Mike LaCroix
PW This street (McKinley Place) was paved and covered with a ~ rock- every time a
child falls down it is a trip to Urgent Care- You're going to get the bill!! Karen L.
Evans
PW We brag about how good our snow removal is.
PW Blacktop needs work
PW Very dissatisfied with my street due to sharp rocks.
PW A little slow (snow removal). .
PW Too sharp of rocks.
PW Sharp ground on Chestnut Terrace is hard on children's knees, elbows and bare
feet.
!
PW Recently signed petition to do something about the sharp gravel on Chestnut
Terrace. No reSDonse yet.
PW Trees blocking driveway exit view.
PW 5b #5 exceDt sigillng petition about street sealing.
PW IB very dissatisfied!
PW 5a #3- Other than a neighborhood (cuI de sac) letter about our terrible street
condition.
PW Our street has rocks (stones) all over it, and tar! Our children are always falling in it
and getting hurt and the tar is always being tracked in the house. Our floors &
carpet are getting ruined from tar!
PW 2F Tree gUYs? Surely!
PW Idlewild Path has no street lighting.
PW The Quality of the road on Elbert Point is very poor and a danger to children.
PW Do not put black grainy matter on road. It is still being tracked in my house.
PW 1B Covington Rd needs work.
PW Tree were cut back too much - i.e. Birch Bluff (IE).
PW IB Dissatisfied-where seal coated recently(8/94).
PW 2A &2F Are not responding too quickly to our street condition problem i.e. poor
seal coating.
PW Surface needs one more coating.
PW Too many potholes left too long before being fixed.
PW 1 C - circled dissatisfied and wrote "ours"
PW Snow removal is good but leaves large mounds in my driveway after my plower has
plowed. A problem for me and my mailman. 474-8848 She would like to have
feedback.
PW Cathcart Park needs better parking
PW Street Maintenance this year excellent (3)beforethis year it was only fair.(l)
PW There are some Dot holes on Rustic Way
PW Deephaven has resurfaced Vine St. - when is Shorewood going to complete it to
Manor Rd.
PW Street is only 1 block long and snow plowing is forgotten most of the time.
R New recyclers are more dependable.
R 5B type of complaint -- recycling service
R 4k - Recycling AWFUL
R 5B other No Dick-up of stuff on May 21.
R 4K They carelessly leave stray items after their pick-up.
R New hauler is excellent (Recycling pickup Drogram).
T Is the speed between the cemetery & pot holes 50 & over?
T We need a right turn lane at Hwy 7 and Wood Dr - very dangerous. We also need a
light at that intersection.
T Asked for street light, was told to get up a petition. One had previously been filed.
T What we need is an intermittent Stop Light- Signal at Eureka Road and Highway 7-
It takes forever to turn East from Eureka Road-It is very DANGEROUS!
T One thing you could improve is this: Please install a stop sign on Cty Rd 19 where it
meets Smithtown Road at the Country Club & gas station intersection. It is now a 3
way stop. It should be a 4 way stoP. It is such a hassle to get across.
T Please patrol the smaller side streets for vehicles - especially with children out of
school for the summer!( 5B-type of complaint)
T 5B type of complaint-- Country Club comer. Traffic stop signs in Shorewood Oaks
not needed.
j
T Our cuI de sac should have one more light.
T Needs to catch more construction traffic instead of homeowners.
T My biggest complaint with our roads is that they are too narrow and/or too curvy to
be safe Jor children, bikes, or walkers.
T Speed signs - none Enchanted Island. Not posted in Shorewood.(5B-2,3)
T Speeding on Christmas Lake Road is threat.
T Because of the traffic problems on our street we are selling and leaving Shorewood!!
T Construction still in progress (lots of truck actiVitY)
W Would like information on water Quality.
W Well water is very poor- wish we had city water.
W City Water - too much rust - wish we were still connected to Mtks water.
W 3A - Water - And I don't want to be connected!
W 2G - Water Personnel - HAH!
W 3B Water. Lately has been very yellow at times.
W 3B Brown in color sediments visible--frequently.
W I think there should have been this kind of questionnaire on whether citizens of
Shorewood want water- early fact finding should have revealed how water was to be
financed. There should be a public hearing on water specifically!
W 3A Water- And don't want it!
W 3B (water quality) yellow hue. I have a Culligan softener.
W 3A Water - And we don't want to be!
W 3A &3B Too much rust
,.~
A = Animal Control
AD=Administration
AS=Assessors Office
F=Finance
P=Planning
PK = Parks
PW=Public Works
R = Recycling
T=Traffic Control
W=Water
....)..,
(4)
REVIEWING GOALS SET IN
THE COMPREHENSIVE PLAN
Attached are goals set in the various chapters of the Comprehensive Plan.
It is important they are reviewed before beginning to establish more
specific goals to attain in 1996.
Transportation
Goal and Objectives
Community -
Facilities/Services
Goals and Objectives
Transportation Goal
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.
Community Facilities/Services Goals
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 developing and
maintaining a sound financial planning program for capital
improvements, relating such improvements to actual need,
proper location and timing.
Natural Resources
Goal and Objectives
Land Use
Goals and Objectives
Natural Resources Goal
The City will establish guidelines and adopt regulations to
ensure preservation and protection of the natural
environment.
Land Use Goals
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 harmonious 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 .
The City shall promote the development of safe, healthy and
affordable housing options.
..
(5)
GOALS FOR 1996 EXERCISE
Please review the attached material which attempts to explain what it is we
mean by the term "goal". With this and with having reviewed the 1995
survey comments, 1995 prioritized issues, Comprehensive Plan goals and
Management Plan we can begin drafting goals for 1996. . . which will then
be used in budget drafting.
Please write on the attached sheet at least 3 of the most important goals that
you would like to see reached in the next one to two years (short term).
Then on the second sheet please write at least 3 goals that you feel should
be reached in the next three to five years (long term).
At the work session we will share everyone's list. Our job then will be to
reach consensus on a list of 5 to 10 goals to be reached in the one to two
years, and a list of 5 to 10 goals to be reached within the next three to five
years.
Each goal should meet the following criteria:
1) Address one or more of the issues as prioritized by the Council.
2) Attainable within the appropriate 2 or 5 year timeframe.
3) Success in attaining the goal must be defined and measurable.
4) Consistent with the City's purpose (attached), and Comprehensive
Plan goals.
5) Priority goals should be reached by consensus ofa super majority of
the Council.
SETTING OVER-i.\LL
SPECIPIC
GOALS AND
OBJECTIVES
Goal sac~~g qec3 eve~~one pulli~g e=gec~e=_
Goal sec~~~g nel;s you s~a~d your ci~e mo~e effsc~ively.
. Goa: sat~i=g ascablis~es clsa= guideli~es for t~e A~~=ist=ator.
. Goal sac~~=g g~7es you some usaf~l budgec guiceli~es.
Goal sat~~~g ~el=s you cOnmRL~ic~ts
sup9or~ for prog=ams ~~c policies.
-:Ni~.::.
consc.:..r;:.:enC5
ar..d
, ....
.:JU.l.~:::'
. Goal sac~~g gives you ~~ avaluacion tool.
;:---::m ~' "'....=&C o-t::.c': =.1.5 .::"arc:J::ook:. (300le!)
. Soecific objeccives ma~e it easy co cefi~e success.
. Specific objec-;ives a.=e necessa=".;( ::0 establish ac::ou..,-:cabilit'i.
Soeci:ic objeccives
oe-en rsacb.ed.
,"""'QI~
---~
us to cece~~e wha~ cve=all goals ~ave
. Specific objec~i7es a-= necsssa=".;( to cete~~e bucgecs.
Specific objectives sat
C-.; .,...=,--
----...
targets
for each ce9a=::me~~.
iEX_~MPLZ :
Goa: - - Icentit? mear..s oc i=c=easing revenues without raisi=g
taxes on residen~s.
Objec~ive !a - Apply fo= state gr~~ts i~ the follcwi~g t~-=c
areas: special eCucation, highway maincen~~ce, ccmpu~==~zac~on
of public safety, rssponse syscem.
Objec~ive Ib - Apply for federal funding in two
consc~~ccion, and frse l~-:c~ p==grams for th=ee
areas:
h.igh.....ay
sc.::.ools.
. ~ .
pl.l.O.L.1.C
Objec~ive Ic - I~c==ase or~vac= ccncri~utions to t~e fou=cation
suppor~~g ~e oublic sc.::.oo1 syscem ~y 10%.
Objec~i~.Te ::c - !~c=sasa co:,,?oracs ta=<: re"ienues by 4%.
Objec~ive !~ - P=ojec~ i=c=eases ~n =asicential t~x =eve~~es to
~e ce=~ved ==om i=c==asa ~~ home assessmencs and i~-mig=acion by
Dece.rnce= 31.
I
SETTING GOALS
(From the Elected Officials Handbook. 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 neetl 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.
I
Example 1
'Iowd
~IIiNEW
~.~BRI~
OUR VISION
To be the preferred place to live,
work and do business
OUR MISSION
By working in partnership with our citizens,
we are committed to guaranteeing that their investment in
New Brighton will be protected and will be returned to them
in financial and social diJlidends.
OUR GOALS
Assuring clean, well-kept physical surroundings
appreciating property values
full range of well-maintained housing options
safe, pure drinking water
aesthetically pleasing surroundings
concern for the natural environment
Fostering safe, cohesive neighborhoods
low crime rate and a sense of personal safety
high levels of participation in community events and organizations
respect fat the diversity. among residents
pride in our schools and our community
....
Being leaders in developing a vital and compatible business
community
attractive commercial districts with low vacancy rates
expanding tax base
secure employment base
redevelopment of undesirable land uses
desirable mix of retail services
803 Fifth Avenue NW . New Brighton, MN 55112 . (612) 633-1533
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CITY OF GRAND RAPIDS
,
Example 2
/!fISSION' STATEMENT
We will me~t the basic ne~ds of our City with cost effective, quality services;.
.will facilitate healthy growth; and will prepare for the long-ter3 development
of our community.
1993 CITY GOALS
To ~aintain and enhance financial stability:
That the Ci ty will develop and ~aintain operating poli~ies which
will seCJre financial stability for all City funds.
To maintain and improve the City's infrast~~cture:
That the City .will establish c::-iteria and adopt and maintain an
infrastructure plan as a part of the Ci ty' sCapi tal Improvement
Plan.
To maintain and improve the City's physical assets:
That the City will establish criteria and adopt and maincain a
Capital Improvement Plan.
To maintain and improve public and internal communication:
That the City shall !o:ork toward a process of on-going communication
with the public.
To provide for effective and fair City administration:
That the City will provide an on-going staff SUpport system to
enhance quality service.
To protect our environment and natural resources:
That the City will be aware of future gene~ations when policies are
set !o:hich will affect the environment and natural resources.
To provide for community recreation and cultural needs:
That the City shall provide programs and facilities that will help
meet the recreation and cultural needs of the community.
To improve public safety:
That the City will initiate policies, programs and infrastructure
chang~s that ~ill ~:pi~~e public safety.
To be a vi tal and growing communi t7:
That the City will be pro-active in economic development and
community planning.
To work cooperatively with other governments and organizations:
That the City will initiate and participate in cooperative effo~ts
with other governments and commUIlity organizations.
PRIORITY 1-2 YEARS
GOAL 1
GOAL 2
GOAL 3
"SHARED VISION"
· 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 un~que ~mage 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.
~~
--
QUESTIONS TO ASK YOURSELF IN
CLARIFYING YOUR VISION
· 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 writing your
ideal or unique image of the future for you and
the City.
· 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?