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HomeMy WebLinkAbout1995-04-11 CC Packet Special Meeting AGENDA CITY OF STILLWATER CITY COUNCIL MEETING NO. 95-13 e April 11, 1995 . SPECIAL MEETING 7:00 p.m.* Council Chambers CALL TO ORDER ROLL CALL 1. Workshop a. City Goals and Objectives ADJOURNMENT * Note: No workshop is being held at 4:30. Council will meet only at 7 p.m. (Incorrect information printed in newspaper) /, e e MEMORANDUM TO: Mayor and Council FROM: City Coordinator SUB.ffiCT: Goals/Objectives DATE: April 7, 1995 Accompanying. this memo are the following items: 1) Reproduction of an article from the International City Manager's Association discussing goal setting; 2) City of Stillwater Mission Statement as amended by the City Council at your , recent team building workshop; 3) Executive Summary of the Leadership and Team Building workshop held in 1990 including a list of prioritized goals (Attachment A) set by the council in 1990; 4) Summary of goals/objectives developed by department heads for the 1990 workshop; 5) Goals as adopted by the City Council; and 6) A copy of the Capital Improvement plan that was incorporated in the Compo Plan that was adopted in the 80's. I think all of this information can be used as a starting point for the establishment of a revised or (new) set of goals and objectives. I am providing the staff with the same information and will be asking staff to prepare a list of departmental goals which will ultimately be incorporated into an overall set of goals and objectives. I can discuss this with further with you on Tuesday. e In regards to the Capital Imp. Program material, I have also asked staff to begin preparing a list of projects/capital purchases that they project will be needed over the next 5-10 years. Steve conducted a workshop with department heads this past week. The material Steve presented was very useful in giving. staff a sense of how the City might grow over the next 5-10 years and beyond. This will be the basis for their projections Although the COlUlcil and department heads can begin developing goals/objectives and a long range .. elF, ideally the final work will be based on the land use plan that will eventually be adopted by the .. City Councillbopefully some time this summer or fall). In any event the Council can start the ball rolling this coming Tuesday. ... 4.vO- el . Side-by-Side: Goal Setting in St. Louis Park 'i Local government managers have a tendency to view goal setting as a complicated, frustrating, time-consum- ing, and threatening process. While some problems cer- tainly may be encountered, the potential benefits and the rewards of goal setting provide an incentive for all or- ganizations interested in directing and managing their destination. To be successful, goal setting must be an on-going process and not a finite program. Goal setting is a flexible tool that can be tailored to meet the unique circumstances of any organization. Its structure and so- phistication will vary from organization to organization, but all organizations that set goals consistently do one thing in common-they make a deliberate decision to control their direction. The initial venture may be very limited in scope, but an organization's capabilities will expand as it gains experience with formulating goals and implementing action plans. Establishing a goal-setting program in St. Louis Park, Minnesota has been a gradual, multiyear process. It began when the city manager requested the establishment of work programs for staff. Subsequently, budget goals and objectives were developed. The seven-member city coun- cil recognized the benefits attained by establishing goals and implementation strategies in these areas and adapted goal setting to city planning. The goal-setting process used in this community of 43,000 with 220 employees was rooted in the city manager's practical application of planning techniques and a realistic expectation about the results to be achieved. SETTING GOALS WITH STAFf Ie Work Programs Shortly after his arrival in August, 1980, the city manager asked department heads and staff members to develop work programs for the coming year. The work programs were to resemble "performance contracts" that detailed anticipated accomplishments for 1981 with the exception This article was prepared by James L. Brimeyer, City Manager, with assistance from Sharon Klumpp, Assistant to the City Manager, St. Louis Park, Minnesota. . that there would be no penalties for non-performance. Department heads negotiated their programs with the city manager. Once mutual agreement on the elements to be contained in the work program was reached, the man- ager and the department head signed the "contract" and established a schedule to review progress. The purpose of the work program was to provide a measurement by which the manager and the individual, staff member could objectively appraise performance throughout the year and, more importantly, at the end of the year. The work program was divided into three sections: personal and professional, organizational, and things needed from the city manager. Personal and Professional. The purpose of this section is to stimulate employee growth and to bring out any per- sonal deficiencies that may affect performance. Through a discussion of personal and professional goals, the mana- ger has an opportunity to inject ideas that will expand an employee's capabilities or correct any weaknesses in the employee's professional development. Examples of per- sonal and professional goals are: · Learn more about how to manage the use of infor- mation systems and computer terminals · Learn emergency management procedures. Organizational. Organizational goals constitute the largest section of the work program. Organizational goals define on-going work programs as well as newly-proposed departmental programs and activities and may range from improving employee productivity to drafting a new sign ordinance. While it is not absolutely necessary, these goals are usually related to budget expenditures. From the city manager's perspective, it is helpful to identify the potential budget proposals well in advance of the budget process. Some examples of organizational goals are: · Identify additional areas in which to computerize management information systems data 2 Management Information Service · Recruit, train, and induct into the police reserve or- ganization 10 new volunteer officers by September 1984 at a cost not to exceed $3,000 · Develop and supervise acquisition of a new tele- phone system with bids to be let by October 1984 · Create a media specialist position with a job de- scription and accompanying costs to be determined by May 1984. Things Needed from the City Manager. City managers often find it difficult to ascertain the individual needs and preferences that motivate employees. This section of the program allows staff members to relate ways that the city manager can support their activities. It promotes a discus- sion of needs between the manager and individual depart- ment heads in a non-threatening arena. Some examples include: · Work assignments that require increasing competence and responsibility " · Support from the city manager in the form of budget- ary authority to utilize appropriation authorizations · Support for departmental decisions when needed · Feedback on quality of work performed. Accountability. Work programs proposed warrant a careful evaluation by the city manager and should be reasonable in scope. It is important to determine whether a program is overly optimistic or will require only a min- imallevel of effort. Some staff members develop work programs to impress the manager while others are cau- tious, hedging against the possibility that they may not be able to accomplish everything. With some experience using this system, a manager can develop a sense for what can be accomplished by certain department heads and what should be included to provide a little extra effort from some. Review Process. Work programs have been successful in St. Louis Park because they are reviewed periodically in meetings between the individual department heads and the city manager. Review occurs anywhere from monthly to every two months depending upon the staff member. The programs are flexible: the manager or the depart- ment head may suggest modifications during the review sessions to adjust a program so that it reflects organiza- tional changes, new council policy, or other changes that may affect activities it proposes. In addition, if a staff member makes a significant accomplishment during the year that was not anticipated when the original work program was developed, this accomplishment can be added. Similarly, the manager can incorporate a special project into an employee's program in mid-year if necessary. The work program provides an opportunity for de- partment heads to discuss their performance on a one-to- one basis with the manager throughout the year. Staff r ; \e members prefer an on-going work evaluation system over the traditional end-oF-year review that often is tied to salary increases. In fact, work programs have been so well received by department heads that many of them have voluntarily replicated this system with their own ~mployees. Recognition. Successful completion of an aggressive work program does not go without recognition from the city manager. Staff members demonstrating extra effort in their programs and accomplishments receive incremental salary increases. While these increases are minimal. they provide an important source of employee motivation by recognizing an employee's success. Work programs have been successful in St. Louis Park because they are reviewed periodically in meetings between the individual department heads and the city manager. Review occurs anywhere from monthly to every two months. /") Budget Objectives StaH Perspective. Six months after the introduction of work programs for department heads, the idea of devel- oping goals and objectives was carried forward into the preparation of the 1982 budget. Department heads met this new idea with a great deal of frustration and uncer- tainty. This resistance grew out of the staff's lack of ex- perience in examining departmental operations from an overall perspective. The city conducted a half-day seminar to familiarize staff members with the process used to develop budget goals and objectives. Department heads were instructed to write goals and objectives listing proposed projects for the 1982 budget year, describing how they would be ac- complished and specifying completion dates. The goals and objectives did not include estimated costs. Council Perspective. The goals and objectives were pre- sented to the city council in July 1981, four months before the 1982 budget was to be adopted. Initially, the city council also regarded the budget goals and objectives with some uncertainty. The council's first reaction was to ques- tion the cost associated with each goal and objective, but it was asked to consider only the merits of proposed goals and objectives and to concentrate on policy implications. _ Results. Reviewing budget goals and objectives enabled the council to examine closely the operations of the re- (t spective departments. More importantly, it was an op- portunity to evaluate various department operations and to suggest specific changes. Budget goals and objectives were reviewed at regular council study sessions. The productiveness of these meet- ings was recognized when the council began its 1982 budget review. Instead of reviewing the budget line item by line item, the council conducted its budget review by examin- ing the broader perspective of the organization. Because of council's familiarity with the goals and objectives that served as the foundation of the 1982 budget, the time needed for review was greatly reduced from previous years. In 1980 the council, manager, and city staff spent approximately 28 hours reviewing the budget; in 1981 the time was reduced to 16 hours; in 1982 it was again reduced from 16 hours to 12 hours; and in 1983 it went from 12 hours to 8 hours. It is probably too optimistic to anticipate that the review time during 1984 can be reduced below 8 hours. SETTING GOALS WITH COUNCil Q After the experience of setting 1982 and 1983 budget ob- jectives, the city council began to discuss the need to de- velop organizational goals and objectives for the city. With encouragement from the city manager, the council scheduled its first goal-setting session. It is significant that the impetus for goal setting came from the city council. Without the council's commitment, the goal-setting exer~ise could rapidly disintegrate into a debate over the need to establish goals or it might be perceived as a chance to "straighten oue' a certain city department. Participation in the goal-setting session was limited to city councilmembers. The city manager served as the facil- itator. While the ideal situation may be to use an outside facilitator, the possibility of using a staff member should not be overlooked. The key factor determining whether you select either an external or an internal facilitator is the comfort level that exists among councilmembers. Process ~ Acting as a facilitator, the city manager introduced the council to the Nominal Group Technique (NGT). He recommended its use as a process for generating and ranking issues, which can be translated later into goal statements. Issues are generated by asking members of the group to respond independently to a specific question. In St. Louis Park, the following question was used: "What should be the objectives of the city council to maintain or improve delivery of municipal services over the next 12 to 18 months?" Responses were stated in one sentence, and it was important that each response pertained directly to the question and prescribed the end product. Organizational Goal Setting 3 Nominal Group Technique. The NGT process included the following steps: 1. A silent generation of ideas: councilmembers re- sponded independently to the question. 2. A round-robin recording of ideas: each member stated, but did not discuss, one idea. The process was continued until every statement had been recorded. Similar ideas were then combined, where appropri- ate, to reduce the number of statements. . 3. A group discussion to clarify each statement: debate was not needed because the group would have an opportunity to vote on the statements. 4. Voting: in a preliminary vote, each councilmember silently and independently recorded the 8 to 10 state- ments from the group list that he or she considered to be most important. For the final vote, each par- ticipant was given eight 3" X 5" cards. Councilmem- bers recorded one of their top eight statements on each card. They were then asked to place an 8 on the most important card and a 1 on the least important, and to rank the remaining statements in between. 5. A tally of the votes: the cards were collected and tallied to generate the group's top five objectives. Getting Another Perspective. The city manager was curi- ous to learn how staff would respond to the same question that had been posed to the city council. Without telling the department heads the results of council's session, the city manager again acted as facilitator and guided depart- ment heads through an NGT session. The results of both sessions were then shared with council and staff. There were few similarities in the goals. The most striking difference between the goals was that the council goals were very specific, while the staff goals had a broader orientation. For example, councilmembers were more concerned about the public image of certain departments wl\ile staff observed that the entire organiza- tion needed to be more sensitive in its role of dealing with citizens and residents. Implementation. Council and staff agreed that a program was needed to implement the top goals of the city council. As a prelude to designing a plan for implementation, the city manager suggested a process in which each individual councilmember could offer reactions to each goal. The' assistant to the city manager was assigned the respon- sibility of conducting individual interviews with each councilmember to discuss how each of the top five goals could be addressed. While this proved to be an extremely time-consuming process for the staff, it did illustrate the organization's commitment to goals and, more impor- tantly, to the development of an implementation strategy. This process also helped differentiate the council's long- range goals from the daily "brush fires." As a result of the interviews, staff developed an action plan and presented it to the city council. It summarized the results of the con- 4 Management Information Service versations with council members and suggested various methods for implementing the top five priorities. Department heads were also asked to comment on the council goals. Some viewed the goals as somewhat threatening while others considered them insignificant. Staff probably perceived the problems differently because of their relationship and proximity to each problem. Staff had some difficulty in implementing the action plan, and consequently, progress reports to the city council were made infrequently. There were few similarities in the [council and staff] goals. The council goals were very specific, while the staff goals had a broader orientation. Interestingly enough, the city council was pleased with the goal-setting process. Most councilmembers viewed setting goals as an end in itself. SIDE.BY-SIDE Manager Evaluation. In March of 1983, the council con- ducted its annual review of the city manager's perform- ance. Comments on performance and items to be included as part of his work program for 1983-84 in many ways reflected the council's response to the goal-setting session. For example, the council suggested that the results of the first goal-setting session be reviewed sometime in the next 18 months. The council also included some of its goals as part of the city manager's 1983-84 work program. The work program was shared with department heads to show them the council's perspective of the or- ganization and community and to give them an apprecia- tion of what elected officials considered to be important. From the manner in which the council approached the manager's work program, it was obvious that the council was now more attuned to setting goals for the community and that they wanted it to be an on-going process. Concurrent Goal Setting with Council and Staff. Early in 1984, the city council decided that another goal-setting session was needed. This decision was reached without prompting from the city manager or staff. At council's request, staff participated in a concurrent goal-setting session. Initially, councilmembers and department heads met in separate rooms to generate ideas they felt the city needed to address within the next one to three years. After a short break, they met in a joint session to review and share reactions to the issues generated by each group. The city manager will examine the issues generated by both groups and assess the opportunity to introduce the more sophisticated elements of strategic planning. It is anticipated that strategic planning techniques similar to those presented during Telcon '84 will be used to promote an on-going process for evaluating goals and implementing strategies. n- \ /W CONCLUSION Goal setting has become a permanent fixture in the St. Louis Park organization since its initial introduction in the form of staff work programs. It has been incorporated into the annual budget and expanded into a policy-making activity of the council. Compared to the city's present goal statements, the 1981 statements may appear to be crude and unsophisticated. But more importantly, a climate of long-range thinking, team building, and establishing com- munity and organizational goals has been achieved. When city managers contemplate initiating a goal- setting process, they must recognize that leadership and risk are indeed crucial to the success of the process. City managers can also expect a less than enthusiastic response from council and staff. It will be necessary for city man- agers to recognize when to take three or four steps back- ward before taking the next step forward. Managers should not be deterred easily. The goal- setting process will ultimately be successful because people want to give definition to their activities, but expectations must be realistic. Because goal setting is a multiyear process, thereewill be some months when the time commitment will be intense, and other months when nothing productive happens. A certain amount of ambiguity should be expected in setting goals. City managers must be comfortable with this ambiguity and persist in keeping the process moving forward. /"">... . L.:-.' \,-j L' ~ Goal Setting: . A Practical Approach i) Management, according to Drucker, is not a discipline, but a "culture with its own values, beliefs, tools and language:'1, As professional managers, we know that consensus is fundamental to our culture. The importance of develop- ing consensus in municipal organizations is likely to in- crease as the trends toward participatory democracy and decentralization described in Megatrends become more pronounced, and the need for shared values within our organizations, described in In Search of Excellence, be- comes more recognized. The effective community leader of the future will be the one who is able to master the skills of facilitation and negotiation so as to forge the concerns of municipal elected officials, employees, and citizens into a shared vision of their community and define the role of the municipal organization in bringing that vision to reality. A consensus of purpose or mission is essential to provide effective services, particularly during the current - era of interest group participation, increased regulatory and entrepreneurial activities, and diminishing resources. Anthony Downs, in his treatise Inside Bureaucracy, noted that an organization "must have a strong consensus among its officials in order to achieve both desirable co- ordination and extensive decentralization of authority." Downs further stated that organizations that find consen- sus essential for effective operation have the following characteristics : ~ . Their functions require members to participate in their official roles in nearly total fashion, rather than departmentally . The actions lying within their officials' range of dis- cretion are extraordinarily important to society . Their functions require members to act in strong opposition to their own interests . Individual organization members are under strong external pressure not to discharge their functions efficiently . Their members must carry out a consistent set of policies under a very wide variety of circumstances . Their functions require members to exercise un- This article was prepared by Randall H. Reid. City Administrator of Green River, Wyoming. usually strong control over their natural impulses or to act in ways considered abnormal by their society . Top level officials cannot easily check on the per- formance of lower level officials.z Municipal organizations and their staff easily meet the majority of these criteria and, therefore, need a high level of consensus to operate effeCtively. Ironically, however, municipal organizations have a difficult time in achieving consensus because they lack the characteristics that pro- duce homogeneity among members. Following Downs' theory, characteristics inhibiting municipal consensus are the broad nature or scope of local government respon- sibilities and functions; the lack of stable operating en- vironments; variety in the numbers of functional activities or "product lines"; and lack of general agreement on the proper way to accomplish their functions or define their limits for service provision. 3 Highly entrepreneurial and innovative organizations, . promoted in current literature on excellence and local gov- ernment, have a particularly strong need for consensus. Downs states that "the need for variety and innovation creates a strain toward greater goal diversity in every organization, but the need for control and coordination creates a strain toward greater goal consensus:'. Modem municipal organizations that innovate and adopt an en- trepreneurial attitude toward developing new services may find that they concurrently need greater consensus on the question of what they should be doing. The processes for developing consensus used in Green River are not unique. They were derived from suc- cessful practical efforts in numerous cities and adapted to specific needs. A fundamental premise of this article is that goal setting should not be tied to one technique or format, nor should it be transferred intact from one organization to another. The process depends upon the abilities, understanding, and dynamics of the governing councilor board. While goal setting often can assist the manager in improving organizational efficiency, the primary benefit of the process is its ability to remedy the central weakness of public sector organizations-organi- 6 Management Information Service zational ineffectiveness. Organizational effectiveness is enhanced when consensus exists among the "governance team" on the question "What business are we or should we be in 1" Regardless of the terminology or degree of sophistication, goals, objectives, strategic plans, shared values and mission statements can serve as road maps for the future. Goal setting should not be tied to one technique or format, nor should it be transferred intact from one organization to another. THE GREEN RIVER EXPERIENCE Green River is a community of 14,000 located in the high, arid plateau of southwest Wyoming, approximately 180 miles east of Salt Lake City, Utah. The rural community is steeped in western history: it was a rail camp on the transcontinental railroad, and the origin of the John Wesley Powell expedition down the Colorado River. Green River is the center of the world's natural soda ash industry. Although the community has spent most of this century as a sleepy railroad town, the mineral and energy boom in the 19705 caused the city's population to explode from 4,000 to 13,000 in less than a decade. With the passage of state severance taxes, significant amounts of money gradually came to cities ill-prepared to use it ra- tionally. Boom-town problems, such as crime and a lack of housing and public facilities, overloaded Green River's part-time mayor and administrative structure and led to the creation in 1980 of a city administrator position. To provide the community direction in solving its problems, the new administrator recommended that the city council embark upon a goal-setting process to prioritize the im- mediate problems facing the community and perhaps develop a blueprint for the future. Projects and Policies Green River's elected officials and staff have used two somewhat different processes since embarking on goal setting in 1981. The first effort was geared towards establishing a priority list of needed projects and develop- ing policy guidelines for the administrator. The council gathered in a workshop retreat at a local church (a preferable out-of-town retreat was vetoed by a minority of councilmembers), where for two days they discussed problems and needed projects. A staff retreat was held before the council retreat to outline a "wish list" of suggested projects. Each council- member was provided a copy of "Goal Setting" from the Elected Officials Handbooks, which provides an excellent introduction to goal-setting techniques. Then with news- print surrounding the room, a total of 72 council objec- tives for the upcoming year and beyond were developed, written down, and prioritized by council with each "goal" given a rating on a scale of 1 to 5. A ranking of 5 indicated that a major effort should be directed to achieve a goal, while a ranking of 1 indicated that the goal was long-term in nature and should not necessarily be pursued at the present time, unless resources were easily available. As a result of this first goal-setting session, a series of sorely needed capital improvements was initiated or planned for, including a new city hall, a public works facility, continued sewer plant expansion, street recon- struction, park development, and a new indoor recreation center. Non-capital needs identified included an updated comprehensive plan, a classification/compensation plan, a master park plan, and a reorganization of administra- tive operations and the personnel system. Perhaps the most important benefit of the workshop was the tempo- rary feeling of teamwork that developed. The workshop also proved vital to ensuring the success of the new ad- ministrative form of government. 0e OrganaaffonalGoan A year and a half later, after an extremely divisive election that changed the mayor and four of seven council seats, the new council accepted the administrative recommen- dation that while progress was obvious on the original goals, anew, more condensed and communicable set of goals and specific objectives be formed. One of the short- comings of the original process was the lack of true goal statements expressing what organizational or community conditions the council desired to create. After another goals workshop with staff, the admin- istrator suggested regrouping the original objectives under broad, easy-to-communicate goal statements, which were likely to be only slightly altered each year, unless a signif- icant new goal needed to be developed. A new technique was used of assigning councilmembers in pairs to rework the subgoals or objectives under particular goal state- ments and report back to council. Thus at least two coun- cilmembers felt pride of authorship in each goal statement. The final goals report, as approved formally by council, covered a biennial period. An annual goals workshop was to be held, with a major goals workshop to be held every second year, after each election, allowing new elected of- ficials immediate and direct input on organizational goals and objectives. Citizens and city employees were successfully in- volved in this second goal-setting process. A series of public meetings, a survey, and communication of the results in the city's newsletter and local radio talk shows got the public involved. City employees were involved in a similar manner through a series of meetings and a sur- ~ () L. J' ~ vey of their opinions. They responded very positively. Goals were communicated to employees through meetings with supervisors, a posting in city facilities, and articles in the city newsletters. Department heads were encouraged to cite goals in memoranda and budget justifications to council, and to relate specific problems to goals or sub- goals. This practice keeps goal statements in the forefront of council and media discussions. It is important for staff to 'buy in" on the goals process. Michael Wriston indicates that goal setting works best: ,0. 'W . When staff participate in establishing their own goals-which, in turn, is most likely to work in organizations that are "open" and that minimize criticism and competition . When goals are accepted by staff-which is most likely if goals are established through participation, and if goal attainment is perceived as both feasible and "instrumental" . When goals are considered to be meaningful and challenging . When goals are part of a new or re-organized job, or are established prior to the time that staff members set their own performance standards . When supervisory and managerial staff are com- mitted to goal-setting themselves, and not just for their staff . When supervisory and managerial staff are perceived as trustworthy, competent and influential . When goal setting is tied to related "feedback" programs. 5 City Goals The most recent effort to expand upon our existing goal statements occurred in March 1984. In this workshop, council targeted specific, strategic action plans to assure accomplishment of the city's external advocacy goals, such as downtown revitalization and economic develop- ment. A new technique tried was the use of a facilitator to assist communication between councilmembers and pro- vide outside advice on how to best plan a strategy toward each objective. The council was asked to look at each goal and answer the following seven questions: ~ 1. What business are you in? 2. Is it the right business? 3. What is your basic objective? 4. Where do you want to go in the future? 5. Where should you be going? 6. How do you intend to get there? 7. How can you maximize your resources to accomplish your goals? After these important questions are answered, an action plan will be developed by assigning the who, what, when, Organizational Goal Setting 7 where, and how of each goal. Action plans should consist of specific, measurable objectives such as "create sixteen new jobs in Green River," "net three new businesses in the downtown," or "support chamber activities through par- ticipation on boards and committees." The development of written action plans permits both the opportunities and the .threats of any decision or objective to be weighed by the governing body. Action plans should consist of specific, measurable objectives. The develop- ment of written action plans permits both the opportunities and the threats of any decision or objective to be weighed by the governing body. Feedback The final step, which is extremely vital to the goal-setting process, is providing feedback to the council on how they are doing toward achieving their goals. This is done in Green River at the beginning of the annual goals work- shop in a goals progress report. This report identifies each objective and gives a brief description of actions taken. It keeps the council informed of the many important but unseen actions taken by the city organization to reach the stated goals of the council. Critics of the process may say these reports are petty or self-serving; but, for example, the creation of a city flag does contribute to a greater community identity, a goal of the council. Small, symbolic actions do count if followed by more serious efforts. In other cities progress reporting is enhanced through quarterly goal review workshops or through a special goal section on the biweekly or monthly agenda. However, for the smaller city, the important point is to keep elected officials informed that their goals statements are seriously considered by staff. A written record of goals, objectives, and achievements also assists new officials to learn and understand how goal setting is translated into action, and provides a historical record of city activities. Summary of Techniques Used In summary, Green River's experience has identified several good techniques for small local governments: . Use a workshop or retreat to focus solely on goals . Use visual communication at the goals meeting through a "war room" concept, with plenty of news- print to capture valuable thoughts and ideas . Involve the public and employees through meetings and surveys . Formally communicate goals to the public and employees 8 Management Information Service . Prioritize objectives to direct efforts toward the more serious issues . Use a facilitator from a nearby local government, college, or industry to maximize communication . Use goals publicly to justify budget proposals, proj- ects, or actions to the public, recognizing that goals must be supported both with money and with staff resources on a meeting-to-meeting, day-to-day basis if they are to be achieved . Develop action plans with specific directions to assure performance . Report performance to the council annually or more frequently. BARRIERS TO GOAL SETTING As stated earlier, consensus building through goal setting can improve productivity and performance. The process of goal setting has immense advantages for any organization: it can create a sense of purpose; reduce role ambiguity; and disseminate responsibility throughout an organiza- tion, preventing ossification in older organizations and promoting a bias toward action among staff. Why then does it remain such an under-utilized technique in the public sector? Matthew Arnold provided perhaps the best explana- tion of the fundamental barriers to successful goal setting when he noted: People often prefer not to risk loss of status or power by spelling out in advance what they expect to achieve . . . specification of activities reduces the freedom of the individual. . . . In addition. . . there is a great deal of tedious, time-consuming, hard work involved. It is boring and does not give the satisfactions of action. . . . And. . . many people have difficulty thinking in terms of specific activity output. 6 Old-fashioned "politics" and the increasing lack of dis- tinction between policy and administration roles prevent most small local governments from achieving the max- imum benefits from goal setting. In the political arena of the typical American council chamber, councilmembers have little to gain personally from clarifying goals or policy. Many elected officials, particularly in smaller communities, are most interested in "getting the potholes fixed." Minority representatives fear that their agendas may be threatened if they are revealed to the majority. Most officials feel they have limited bargaining chips and want to preserve their flexibility. They may prefer not to announce their plans and to use surprise initiatives to spark action. In Green River goal setting has revealed fundamental disagreements between representatives of interest groups, which might be only exacerbated by an open discussion of "What business are we in?" Over the history of goal .. '\. ("\.e setting in our community, council resistance has included avoiding the annual meeting, refusing to participate in teamwork exercises and, perhaps the most disruptive method, participating in such a manner as to subvert the goals by unrealistic positions or expressing vocal negativ- ism to discourage new councilmembers experiencing the process for the first time. This is detrimental because goal setting should be a positive, optimistic commitment to a better community future. Another problem that arises is that the principal actors fail to assume their expected roles and respon- sibilities in the goal-setting process. In most situations, the development of goals or subgoals is a joint respon- sibility of council and staff, and, in a broader context, employees and the public. The establishment of policies, ordinances, financing, and standards must remain with the council, and it is the quality of these legislative activ- ities that affects the ability of administrators to achieve results or accomplish goals. Review and assessment of performance activities are again the council's responsibility as they alone must evaluate whether community condi- tions are being met. The role of a council in creating positive change in a community is often must greater than many councilmembers perceive. The establishment of policies, ordi- nances, financing, and standards must remain with the council, and it is the quality of these legislative activities that affects the ability of administra- tors to achieve results or accomplish goals. () \../ With such a complicated web of responsibilities, it is often necessary for the manager to point out that the coun- cil's failure or delay in addressing goal-related policies, ordinances, and standards diminishes the prospect that the organization or the manager will achieve assigned goals. Failure by the council to follow goals with support for necessary policies or funding can hurt the public's and employees' belief in the process. Likewise, like goalposts in football, community goals cannot be changed in the course of the game without affecting team morale and leading to frustration. CONCLUSION Green River has enjoyed a successful experience with goal setting since its inception in 1981. Despite setbacks and critcism it has provided a publicly visible effort and com- mitment by the council to reach consensus for the public benefit. Since Green River's use of the goal-setting process, ',e -"- J . ~ it has been utilized for the first time in other public agen- cies in the city, including the school district and chamber of commerce. The real essence of goal setting in Green River has been to help people and the organization more appropriately focus resources, time, and energy toward a common purpose. Goal setting, we have learned, chal- lenges people and organizations into more meaningful per- formance. This consensus of common purpose or shared values becomes the mortar that binds the municipal or- ganization together and provides continuity in the culture of local government. fj t> Organizational Goal Setting 9 'Peter Drucker, Management (New York: Harper &: Row, 1977), pp. 17-21. 'Anthony Downs, Inside Bureaucracy (Boston: Little, Brown &: Company, 1966), pp. 277-78. >Ibid. <!bid. 'Michael J. Wriston, "In Defense of Bureaucracy:' Public Adminis- tration Review 40 (MarchI April 1980), 179-183. 6M.F. Arnold, ''Use of Management Tools in Health Planning:' Public Health Reports 83 (1968), pp. 820-26. CITY OF STILLWATER MISSION STATEMENT To provide the community with .a quality living environment and quality public services and facilities while protecting cultural, historical and natural resources through fair and open government, careful planning, effective management and efficient fiscal policy. Adopted by the City Council 1995 I ~ e I. INTRODUCTION A. General EXECUTIVE SUMMARY OF THE 1990 LEADERSHIP AND TEAK BUILDING WORKSHOP FOR THE CITY OF STILLWATER The stillwater City Council held their third annual Leadership & Team Building Workshop on Saturday, March 3, 1990. The facilitator for the workshop was Don Salverda, President of Attitude Development Consultants, Inc. of Roseville, Minnesota. Participants included Mayor Wally Abrahamson, Councilrnernbers Ann Bodlovick, Torn Farrell, Jay Kimble and Roberta Opheim, City Coordinator Nile Kriesel and City Attorney Dave Magnuson. The main objectives of the workshop were to: 1. Enhance communication between participants; 2. Identify, discuss and resolve problem areas; 3. Develop consensus on major issues facing the City; 4. Draft an updated goals and objectives program for the City; S. Fine tune participants leadership skills; and 6. Develop renewed esprit de corps among participants. B. Review of Progress Made During 1989 It was generally felt that considerable progress had been made over the last year. Significant successes include but was not limited to: 1. Progress was made on the development of an action plan for the elimination of excessive inflow/infiltration of the City's sewer system. 2. 3. 4. S. 6. e 7. Development of a written policy regarding economic development. Development and implementation of a curbside recycling program. Installation of alarm system at all sanitary sewer lift stations. Development of a quarterly city newspaper. Completion of land use study for the west industrial park area. Creation of a local city controlled economic development authority. 8. Development of a timely budget reporting system. J , e 9. Initiation of the study of joint issues with the City of Oak Park Heights. 10. Development of a plan to deal with dilapidated buildings. C. The facilitator determined that the council is very professional and was respectful of the free flow of differing opinions. However, a number of problem areas were encountered. These included, but were not limited to: 1. The needs of the city appear to exceed financial resources funding and staff capacity to meet all of the needs; 2. Council sometimes gets sidetracked on less important issues and may not always stay focused on major issues; and 3. Need to take more time to organize and plan. D. It was concluded that a number of lessons were learned by the group. These lessons included: 1. The council and staff need to place more emphasis on developing goals and programs for the city. 2. The council and staff could prioritize their time better. Especially if goals and objectives were clearly defined and communicated. 3. The staff has limited resources and time. Therefore, there is a limit to what they amy be able to accomplish within a given time frame. 4. Council is providing improved leadership every year because of increased awareness of City issues and departmental activities. 5. Dealing with conflict is part of the job of an elected officer. 6. An agreed upon goals program goes a long way in eliminating problems. 7. The Council needs more frequent goals updating and progress sessions with department head - perhaps quarterly. 8. There is a growing number of citizens who watch the council proceedings on Cable TV and this could lead to a more active, participative constituency. 9. The Council needs an annual leadership workshop - possibly longer than one day. e , ~ - e 10. The Council's performance is enhanced when different views can be expressed in a knowledgeable, open and respectful manner. It was generally felt that the overall performance of the City during 1989 was very good. On a scale of 1 (low) to 10.(high) the group gave the performance a rating of 8. II. SIGNIFICANT CHANGES AFFECTING THE CITY The group listed many changes that are anticipated to affect the City over the next five years. These changes include, but are not limited to: 1. A changing business profile with more emphasis being placed on tourism and recreation. 2. More new jobs being created in the industrial area. 3. Anti-growth people will be more active. 4. An increasing interest and emphasis on environmental issues. 5. The global economy could impact Stillwater. 6. An increased interest and emphasis on the st. Croix River. 7. Changing resources. 8. The limiting of available tax dollars. 9. An increase in crime from Non-Stillwater people. 10. More public/private sector partnerships. 11. Increasing efforts to reform state government. 12. The growing "red tape" bureaucracy of government. 13. An erosion of benefits for public employees. III. MAJOR ISSUES FACING THE CITY The Council brainstormed, discussing and prioritizing various issues facing the City. The highest priority issues, incorporating input from the department heads have been developed into a suggested goals program for the City. These goals are listed in Attachment A. IV. UNDERSTANDING INDIVIDUAL WORK BEHAVIOR STYLES Participants in the workshop participated in a well received exercise that examined their various work behavior styles. The exercise was designed to help participants: 1) identify their own unique behavior style, ,j , 2) to increase unders~anding and appreciation of d~fferent work styles; and to minimize potential conflict areas within the group. e 3) V. ORGANIZATIONAL CLIMATE QUESTIONNAIRE Each participant filled out an organization climate questionnaire that asked them to rate where the organization is currently and where it ought to be in seven organizational climate dimensions. It was agreed that there is room for improvement in all seven areas. Attachment B is a summary report. Individual ratings have been provided to the City Coordinator. VI. OVERALL EVALUATION OF THE WORKSHOP The workshop was very well received by all participants and was given an overall rating of "4.75" on a scale of "1" poor to "5" excellent. Some of the specific comments included "Good organization and enthusiasm", "very effective presentation", "we skimmed over some good stuff - maybe we should have longer sessions in the future". VII. SUGGESTED FUTURE ACTIVITY 1. Council will review high priority issues and goals, sorting out realistic from unrealistic and to officially adopt them at a future council meeting. 2. Staff will develop action plan or work program for each of the goals. 3. Council will consider quarterly update/progress sessions with department heads. 4. Council should continue participating in an annual workshop to review progress related to achieving goals and to establish new goals. Council should consider use of an "outside" facilitator and should also consider lengthening session (two days) (i.e., to allow more time to analyze important issues for goal setting). Report written by: Workshop Facilitator Don Sal vorda President - Attitude Development Consultants Assisted by: Nile L. Kriesel City Coordinator . I ~ e 1. 2. 3. 4. 5. 6. 7. I. , LIST OF PRIORITIZED GOALS FOR THE CITY OF STILLWATER Attachment A Develop action plan for elimination of excessive inflow/infiltration of sewer system. Construction of a new armory/community center. Develop a city-wide public improvement assessment policy. Develop a pavement management program including a fair and equitable financing plan for public improvements associated with management program. Develop system for providing continuous flow of information to the public. To develop a long-range financial program for the City. Develop staffing and facilities program that would address facility and staffing needs, including a satellite fire station, sale of parks headquarters building and use of City (Runk) property adjacent to city garage and the merger of parks and public works departments. 8. Develop and approve a mission statement for the City. 9. To formally lobby for a new interstate bridge. 10. Review of council meeting agenda format and the development of a councilmember policy/procedure manual for council meetings. 11. Develop Capital Improvement Program. 12. Develop policy for drafting and administering development agreements. 13. Develop an annexation policy with affected surrounding communities. 14. Prioritize the various parts of the Downtown Plan for implementation. 15. Develop an alternate finance plan for the city. 16. Develop both long-term and short-term (1 year) goals for the city. 17. Develop written policy regarding use of city park land including but not limited to use of parks by vendors. 18. Conduct study of computer usage within Stillwater city government to look for unnecessary duplication and/or use of noncompatible hardware and software. 19. To examine ramifications of a changing business profile. 20. To foster increased productivity, morale, pride and commitment of staff. 21. To combine 'elements of the downtown revitalization program into one, long term goal. 22. To more actively pursue grants and/or outside funding. 23. Prepare a comprehensive study for the use of Lily Lake recreational complex. 24. Review current purchasing policy as it related to adopted budget including, but not limited to, requests for attendance at conferences/seminars and capital outlay purchases. 25. Create system for open lines of communication with Met Council and other levels of government. 26. Develop action plan to deal with dilapidated buildings. J \ - e ;' l " e SUMMARY OF GOALS/OBJECTIVES DEVELOPED BY DEPARTIffiNT HEADS ADMINISTRATION: l. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. e 21. Develop city-wide performance appraisal system. Develop policy regarding sick leave usage. Conduct staffing and facility study. Conduct study regarding participation in construction and use of new armory. Develop work safety progr~~ for all departments. Update job description for all job classifications. Develop council reference manual covering a wide-range of city related items. Determine educational/training needs cf office staff and prepare a plan of action to meet education/training needs. Develop work rules and procedures for all city departments. Amend/eliminate city ordinances that are outdated or obsolete. Develop fleet vehicle maintenance and cost accounting program Conduct work site "tours" for city council to increase knowledge Lase of council for better understanding of various city departmental operators. Concuct "open housell program to educate general public on city operations. Develop policy procedure manual for handling of private data. Develop program to insure compliance with right-to-know laws. Up date comp worth study for new and/or changing job classifications. Develop local surface water management plans for Middle River and Brown's Creek WMO's. Develop alternative methods or options for financing sewer, refuse and recycling services. Participate in 1990 U.S. Census to insure accurate census count. Conduct joint study with other local communities/jurisdictions regarding jointly owne~/operated recreational facilities such as an ice arena. Develop a formal injury management and return to work program. '". J " 22. Provide for Accuracy in 1990. Election. . e 23. Develop policy manual for council meetings. 24. Provide for better system of updating city code. 25. Ieprove data retention program. FINANCE: 1. Preparation of 1989 financial statements. 2. Review and refine downtown plan pending council action. 3. Review sewer rates for policy. change for multiple dwelling units. 4. Increase use of IBM system 36. a. Fixed assets. b. Payroll benefits. c. Special assessments. d. Accounts receivable. e. parki:1g. f. Utility billing. 5. Negotiate/develop Township Fire Contracts. 6. Prepare appropriate report~ pertaining to TIF districts reporting. 7. Obtain bonds for financing capital outlay, special assessments project~ and debt refinancing. 8. Stl1a.y feasibility of setting up specfal districts for financing str,rm sewer work and parking improvements. 9. Develop uniform assessment policy for local improvements. 10. Prepare 1991 Budget 11. Prepare ar.d submit financial statements and reports for city council. 12. continue professional development in areas of finance and management. PUBLIC SAFETY: Division or Police: 1. Perform organizational audits. 2. Develop ane L~?lement a data retention program conforming with sta~e law within the police department. 3. Begin drafting and implementation of Standard Operating Procedures for the patrol investigative and records management divisions of'the police department. e i. e 4. Ccntin'..le to evaluate, craft and imple:nent departmental directives as necessary. 5. Begin the dev~lopment process for the creation of a performa:1ce evabatio!l system for police department employees. 6. Begin the preliminary planning for the implementation of the Drug A\'lareness and Resis~ance Ed~cation (DARE) program in School District 834. 7. Assist, as directed, in the plan development and implementation 0: a downtown ?ark~n; ma:1ase~e!lt plan. 8. Develop and implement a Directed Patrol Program for members of the patrol division. 9. Develop, implement and monitor goals and obj ecti ves statements for the following employee positions: a. patrol division commander, b. fire chief division, c. adult investigator, d. juvenile investigator, e. patrol sergea:1ts. 10. Reinsti tute the submission of monthly, quarterly and yearly reports ":0 the city ccun::il anc the.city c~rdinator'co:1cerning activity of the depr.j.rtment of public safety. Division of Fire: ~. Complete and issue the department directives for the division of fire. 2. Develop and implement an automated part-time firefighter activity report to include payroll information, run attendance information and on-sce:1e and on-cal information". 3. Develop and submit monthly, quarterly and yearly reports to the city council and the city coordinator on fire department activities. 4. Develop and implement Standard . Operating Procedures in the areas of incident command, basic fire equipment and manpower response, inspection activities, plant and equipment maintenance and training. 5. Develop, implement and monitor goal statements for the following personnel positions: a. fire division chief b. assistant fire chief c. fire captains 6. .Develop and implement a city-wide Ilwalk in" blood pressure testing service. Ie 7. Develop and L~lement a public CPR instruction program. . J 8. Adopt the 1988 uniform fire code and proper appendix sections. It 9. Develop and presem: for city council approval, a water supply supplemental system for the downtown area using the st. Croix River. 10. Begin the restructuring of the organization of the part. paid fire members. .COHMUNITY DEVELOPl~'iT (PLAL'ffiING AND INSPECTION): 1. Develop and maintain an up-to-date comprehensive plan. 2. Prepare spe=ial plans as a part of the :::omprehensive plan for areas of the city needing special attention and policy direction. 3. Develop ana maintain zoning and subdivision ordinances. 4. Identify historic resources~ building, sites and places. 5. D~velop Histori::: PreserJation Policy and implementation program. 6. Develop information to assist property owners recognize and rehabili~ate historic ar.d older structures. 7. Develop city economic development policy. 8.. Promote c~~y.econo~c development and provide assistance consistent wi~h . city economic development policy. 9. Administer and update city building codes. 10. Coordinate building permit review with the fire department, water departreent, public works and planning. 11. Maintain complete and up-to-date building permit files. 12. Enforce building codes equitably and consistently. 13. Develop and distribute public information on planning permits and building requireme~r.s. 14. Provide maximum opportunity for public involvement in plan development and impleme~r.a~ion process. 15. Provide planning and building staff assistance as needed for activities that are not the prL~ary responsibility.of the planning or building areas. 16. Effectively and clearly represent the city to other lo:::al, regio:.al and state gcver,~ents a~d organizations. PUBLIC WOrtKS: 1. COiliglete Pavement Management Program. e 2. P.e~cva~ of br~s~ and debris fro~ ravine areas. .:: e e ~ 3. 4. Develop plan to repair/replace deteriorated sidewalk beginning in 1990. Purchase equipment and develop program for televising city sewer lines. PARKS: 1. Provide cushioning material to play equipment at Washington Park. 2. Purchase new playground equipment for Meadowlark Park. 3. Co~struct picnic shelter of Washington Park. 4. Purchase and install new drinking fountain for Pioneer Park. 5. Replace windscreen at tennis courts at Northland Park. e City of stillwater GOALS (Approved by City Council, 1992) GOAL 1: Initiate a comprehensive review of city government organization, staffing and facilities. - formalize Council, Coordinator and Staff relationships and procedure - determine proper staffing and equipment levels to accomplish city mission - investigate a performance-based compensation plan GOAL 2: Update and implement the comprehensive city plan to include: - capital improvements - infrastructure acceleration of the downtown plan implementation and identification of resources for future projects. determination of the ultimate city size development of an economic "safety net" for the downtown GOAL 3: Continue street and sidewalk plan - develop options for a fair and equitable assessment policy GOAL 4: Develop a long-term (5 - 10 year) fiscal management plan. GOAL 5: Improve internal and external communication with a focus on staff morale. e GOAL 6: Protect natural and historical features and resources, to include downtown. '. 2. CAPITAL IMPROVEMENTS S~.ARY OF CAPITAL IMPROIlEME~ITS t e Costs Vs Finan~ing 1981 - 1985 1981 1982 1983 1984 1985 Estimated Costs: Administration and Finance 1,000 1,000 1,650 2,000 2,000 Plant Operation 55,000 4,000 4,000 6,000 7,000 Police Protection 22,000 30,000 26,000 33,000 30,000 Fire Protection 51,700 4,100 3,500 4,000 104,000 Public Works 4.022,400 23,040 4.318,744 230,860 158,000 Library 13 ,000 3,000 18,000 18,000 16,000 po.rks and Recreation 464,000 12,000 14,000 14,000 16,000 Total Costs 4,629,100 77,140 4 , 400 , 744 307,860 333,000 Financing: Tax Levy & General Revenues 232,600 77 ,140 120,744 210,180 333,000. . Special Assessment 4,000,000 426.500 Federal & State 271,500 3,853,500 97,680 Other 125,000 Total Financing 4,629,100 77 , 140 4,400,744 307,860 333,000 More detailed improvement programs and needs are as noted on the following pages. These sheets are Stillwater's initial efforts at developing its required long-range capital improvement program and budget. More detailed study and consideration is needed prior to official adoption by the City Council following a public hearing. Items to be given further consideration are, but not necessarily limited to, the following: a) Staged improvement needs in the Downtown such as ne~ street lighting and landscaping. b) Detailed utility improvement and extension needs including proposed annexation areas. c) City staffing needs for proper implementation and adminis- tration of the proposed housing and other programs outlined in this planning report. ' d) Matching fund needs in order to secure financial grants-in- aid for park land acquisition and other public needs. e 197 ... (e 1931 Ad~inistration/Finance: Furniture & Equipment Plant Operation: City Hall Building - Energy Saving Improvements Heating & Airconditioning Renovation Stairway to Basement Total Plant Operation Police Protection: Squad Cars (3) Miscellaneous Total police Protection (' ..........- Fire Protection: Breathing Apparatus Protective Equipment Hose & Brass Goods Pumper (Balance of 1980 Purchase) Total Fire Protection Public ~iorks: Fire Hydrants (8) Streets & Utilities (Oak Glen. Development) Special Projects Maintenance Shop Equipment Signs & Lighting Total Public Works Library: Building Improvements Heating & Airconditioning Reno'ration Micro-fiche Reader Total Library e ?arks & Recreation: Parks - Truck Playground Equipment Ice Arena Modifications Future Park Land Acquisition Park Construction :1iscellaneous Tot31 Park & Recrc3tion Total Capital Improvements '-. CAPITAL IHPROVENENT PL\N 1981 - 1985 TOTAL COST 1,000 40,000 5,000 10,000 55,000 21,000 1,000 22,000 3,200 1,500 2,000 45,000 51,700 6,400 4,000,000 12,000 2,000 2,000 4,022,400 7,000 4,000 2,000 13 ,000 8,000 4,000 80,000 270,000 100,000 2,000 46t..OOO 4,629,100 GENERAL REVENUES PROPOSED FI~~NCING SPECIAL FEDERAL ASSESSME~ & STATE 1,000 10,000 5,000 10,000 25.000 21,000 1,000 22,000 3,200 1,500 2,000 45,000 51 .700 6,400 4,000,000 2,000 2,000. 10,400 4,000,000 7,000 4,000 2,000 13 ,000 8,000 4,000 30,000 40,500 25,000 2.000 109.500 232,600 4,000.000 30,000 30,000 12,000 12 ,000 229,500 229,500 271. 500 OTHER co C'I - 50,000 .75,000 125,000 125.000 CAPITAL IMPROVEMENT PLAN (CON I T) 1982 Administrotion/Finance: Furniture & Equipment Plant Operations: City Hall- Special Projects Police Protection: Squad Cars (4) Fire Protection: Portable Radios Protective Equipment Total Fire Protection . Pub lic Works: Street Lighting Fire Hydrants (8) ~Aintenance Shop Equipment Total Public Works Library: Landscaping Parks & Recreation: Equipment Storage Shed Playg~ound Equipment Misce llaneous Total Parks & Recreation Total Capital Improvement 1981 - 1985 ESTIM.o\TED COST 1,000 4,000 30,000 2,500 1,600 4,100 14,000 7,040 2,000 23,040 3,000 6,000 4,000 2,000 12,000 77 ,140 199 GENERAL REVE~1JES PROPOSED FINANCING SPECIAL FEDERAL ASSESS~ffiNT & STATE 1,000 4,000 30.000 2,500 1,600 4,100 14,000 7,040 2,000 23,040 -3,000 6,000 4,000 2,000 12,000 77 , 140 OTHER .. e e . CAPITAL I~.!PROV2'[Drr PU.N (CON'T) ..e 1981 - 1985 1983 ESTH!ATED COST PROPOSED FINANCnlG GENEN\L SPECIAL FEDERAL REVENUES ASS:::SS}!ENT &. STATE Admini:;t:ration & Finance: Accounting System Modification 15)000 15)000 Furniture & Equipment 1,500 1,500 Total Administration/ Finance 16,500 16,500 Pl~nt Operations: S?ecia1 Projects 4.000 4.000 Po1Lce Protection: Squad Cars (3) 25)000 25,000 Hiscel1aneous 1.000 1.000 Total Police Protection 26,000 26,000 Fire Protection: Hose & Brass Goods 3,500 3,500 , Public ~.jorks: .i 4)000,000 Sewer Rehabilitation 400)000 3,600,000 Street Lighting 28,500 28,500 Fire Hydrants 7,744 7,744 St!'eet Improvements 255,000 26,500 238,500 ~tiintenance Shop Equipment 2,500 2,500 Special Projects 15,000 15,000 Total Public Harks 4,318,744 )8,744 426,500 3.853,500 Library: Visual Aids 15,000 15,000 ~liscellaneous 3.000 3,000 Total Library 18,000 18,000 Parks & Recreation: Truck 10,000 10,000 Parks & playground Equipment 4,000 4,000 Total Parks & Recreation 1l..,000 1l..,000 Total Capital Lrnprovement 4,400.744 120.744 426,500 3,853,500 ,e 200 OTHER CAPITAL TI1PROVEMENT PLA~ (CaN'T) 1984 A~inistration/Fin3nce Furniture & Equipment Plant Operation Special Projects Police Protection: Squad Cars (4) Fire Protection: Protective Equipment Public t~orks: Fourth Street Revine Street Lighting Fire Hydrants Maintenance Shop Equipment Special Projects Total Public Works Library: Automated Circulation Equipment Machine Assistance Reference Service Total Library Parks & Recreation Grounds Maintenance Equipment Parks & Playground Equipment Total Parks & Recreation Total Capital Improvements 1981 - 1985 10,000 10,OCO 4,000 4,000 14,000 14,000 307,860 210.180 97,680 ESTWATED COST 2,000 6,000 33,000 4,000 195,360 3,000 8,500 4,000 20,000 230,860 15,000 3,000 18,000 GENERAL REVENUES 2,000 6,000 33.000 4.000 97,680 3,000 8,500 4,000 20.000 133,180 15,000 3,000 18,000 201 PROPOSED FI~~NCING SPECL~L FEDE~~L ASSESS~IENT & STATE 97,680 97,680 OTHER . ~~.e "I' . '\ e ., .. CAPITAL IMPROVEMENT PLAN (CON'T) e 1985 Administration & Finance: Furniture & Equipment Plant Operation: Special Projects Police Protection: Squad Cars (3) Miscellaneous Total police Protection Fire Protection: Protective Equipment Substation Total Fire Protection \ Public Works: Fire Hydrants Trucks (2) Motor Patrol (Grader) Maintenance Shop Equipment Total Public Works Li brary : Catalog Terminals (6) Building Improvements Total Library Parks & Recreation: Pick Up Park & Playground Equipment Total Parks & Recreation Total Capital Improvements ;e 1981 - 1985 ESTllIATED COST 2,000 7,000 29,000 1,000 30,000 4,000 100,000 104,000 9,000 65,000 80,000 4,000 158,000 6,000 10,000 16,000 12,000 4,000 16,000 333,000 GE~{ERAL REVENUES PROPOSED FlNA~CI~G SPECIAL FEDERAL ASSESSN~l & STATE 2,000 7,000 29,000 1,000 30,000 4,000 100,000 104,000 .9,000 65,000 80,000 4,000 158,000 6,000 10.000 16.000 12,000 4,000 16,000 333,000 202 OTHER 1- 9:00 2. 3. 9:00 4. 9:10 5. 9:30 6. 7. 8. 9:45 9. 10:00 TO 10:30 10. 10:30 TO 11:15 11. 11:15 TO 11:45 12. 11:45 TO 12:15 W ASIllNGTON COUNTY Dennis C. Hegberg District 1 COUNTY BOARD AGENDA APRIL 11, 1995,9:00 A.M. **STH FLOOR SOUTH CONFERENCE ROOM** Mary Hauser District 2 Wally Abrahamson District 3/Chalnnan Myra Petarson District 4 Dave Engatrom District 5 ROLL CALL CONSENT CALENDAR COUNTY ATTORNEY'S OFFICE - R. ARNEY, COUNTY ATTORNEY SET PUBLIC HEARING TO CONSIDER THE JUVENILE CURFEW ORDINANCE GENERAL ADMINISTRATION - J. SCHUG, ADMINISTRATOR A. CITY OF OAKDALE HOUSING AND GOLF COURSE DEVELOPMENT AGREEMENT B. CONTRACT WITH AMC FOR METROPOLITAN COUNCIL MONITORING SERVICES DISCUSSION FROM THE AUDIENCE VlSlTORS MAY SHARE 1HE1R CONCERNS WTIH THE COUN1T BOARD OF COMM/SSlONERS ON ANY TIEM NOT ON THE AGENDA. THE CHAIR WIIL DIRECT 7HE COUN1T ADMINISTRATOR TO PIlEPARE RESPONSES TO lOUR CONCERNS. lOU ARE ENCOURAGED NOTTO BE REPE11110US OF PREVIOUS SPEAKERS AND TO UMrI' lOUR ADDRESS TO FIVE MJNUn:S. COMMISSIONER REPORTS - COMMENTS - QUESTIONS 7ll/S PERJOD OF 11ME SHAlL BE USED BY THE COMM/SSlONERS TOREPOlrI" TO THE FUlL BOARD ON COMMlITEE AC11VlT1ES, MAKE COMMENIS ON MATTERS OF INIEREST AND INFORMA110N, OR RAJSE QUES110NS TO THE STAFF. 7ll/S AC1l0N IS NOT INIENDED TO RESULT IN SUBSTANTIVE BOARD AC1l0N DURING 7ll/S TIME. ANY AC1l0N NECES.'WlY BECAUSE OF DISCUSSION WIIL BE SCHEDUU:D FOR A FUIVRE BOARD MEE17NG. BOARD CORRESPONDENCE ADJOURN WORKSHOP WITH PUBLIC WORKS DEPARTMENT - 5TH FLOOR ST. CROIX BRIDGE AND TRUNK HIGHWAY 36 IMPACTS ON COUNTY ROADS WORKSHOP WITH COKKUNITY SERVICES/JOB TRAINING - 5TH FLOOR A. FUTURE OF EMPLOYMENT AND TRAINING PROGRAMS IN THE COUNTY B. OVERVIEW OF LOCAL INTEGRATION PLAN FOR A "ONE-STOP SERVICES AREA" WORKSHOP WITH ASSESSOR , AUDITOR-TREASURER - 5TH FLOOR LAND VALUES AND UNBUILDABLE PROPERTY WORKSHOP WITH ADMINISTRATION - 5TH FLOOR PRELIMINARY DISCUSSION OF 1996 BUDGET PROCESS * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Date April 12 April 13 MEE~ING NOTICES Co_ittee Library Board Community Social services ~iae 6:30 p.m. 7:30 a.m. Location Woodbury Library Washington County Government Center I' you need .Mi_ne. dw ro diability OI1engwg. IMrrieI, pi... caN 430-6003 (TDD 439-3220) EaUAL EMPLOYMENT OPPORTUNITY I AFFIRMATIVE ACTION EMPLOYER WASHINGTON COUNTY BOARD OF COMMISSIONERS CONSENT CALENDAR** APRIL 11, 1995 - The following items are presented for Board approval/adoption: DEPARTMENT/AGENCY ADMINISTRATION ITEM A. APPROVAL OF THE MARCH 28, 1995, BOARD MEETING MINUTES. B. APPROVAL TO APPOINT RAYMOND KENOW, COTTAGE GROVE, TO THE REGIONAL RAILROAD AUTHORITY CITIZENS ADVISORY COMMITTEE TO FILL AN UNEXPIRED TERM TO DECEMBER 31, 1996. C. APPROVAL OF THE FOLLOWING APPOINTMENTS TO THE MENTAL HEALTH ADVISORY COUNCIL: JOAN MEYER, FAMILY MEMBER REPRESENTATIVE, TO A TERM EXPIRING DECEMBER 31, 1997; AND EILEEN HERBERT, AMI REPRESENTATIVE, TO FILL AN UNEXPIRED TERM TO DECEMBER 31, 1995. COMMUNITY SERVICES D. APPROVAL OF ABATEMENT APPLICATIONS FOR SPECIAL ASSESSMENTS, HOMESTEADS, REDUCTION IN VALUE AND DISASTER CREDIT. E. APPROVAL OF PROGRAM YEAR 1995 (JULY 1, 1995 THROUGH JUNE 30, 1996) UPDATE TO LOCAL PLAN FOR EMPLOYMENT AND TRAINING (LPET) FOR SUBMISSION TO STATE DEPARTMENT OF ECONOMIC SECURITY. AUDITOR-TREASURER HUMAN RESOURCES F. APPROVAL OF LOCAL SERVICE UNIT (LSU) PLAN FOR STATE PROGRAM YEAR 1996 (JULY 1, 1995 THROUGH JUNE 30, 1996), FOR SUBMISSION TO THE MINNESOTA DEPARTMENT OF ECONOMIC SECURITY. G. APPROVAL OF BANDING AND GRADING OF THE FOLLOWING JOB DESCRIPTIONS IN PUBLIC WORKS: PARK MAINTENANCE WORKER II - B22-2; PARK FOREMAN - B33-2; AND, PARKS MANAGER - C44-1. H. APPROVAL OF CHANGES TO THE COUNTY PERSONNEL RULES AND REGULATIONS, SECTIONS 12 AND 15. RECORDER I. APPROVAL OF PLAT OF FOX RUN OF WOODBURY 3RD ADDITION, WEST LAKELAND. SHERIFF J. APPROVAL OF CONTRACT FOR EXTRA FUNDS FROM THE DNR TO ASSIST IN ENFORCEMENT OF BWI LAWS ON THE ST. CROIX RIVER. K. APPROVAL OF RESOLUTION, GRANT AGREEMENT WITH THE MINNESOTA DEPARTMENT OF PUBLIC SAFETY REGARDING THE 1995 COUNTY CRASH REDUCTION ENFORCEMENT EFFORT. el -Consent Caleodar items are generally defmed u items of routine business, not requiring discussion, and approved in ODe vote. CommissiODers may elect to pull a Consent Ca1eIIdar item(s) for diacussiOD and/or separate action.