CITY OF INVER GROVE HEIGHTS AGENDA SPECIAL CITY COUNCIL MEETING APRIL 3, 2014 6:00 PM INVER GROVE HEIGHTS CITY HALL CITY COUNCIL CHAMBERS

1.

CALL TO ORDER – Mayor Tourville

2.

DISCUSSION OF DRAFT MISSION AND VISION (6:00 - 6:30)

3.

ISSUES/CHALLENGES PRESENTATIONS BY DEPARTMENT HEADS (6:30 – 7:30)

4.

DISCUSS AND PROVIDE DIRECTION REGARDING DRAFT JOB DESCRIPTIONS (7:30 – 8:00)

5.

COUNCIL STRATEGIC PLANNING (8:00 – 9:00)

6.

ADJOURN

CITY OF INVER GROVE HEIGHTS ESTABLISHMENT OF VALUES, MISSION, VISION The City has recently set forth down a road to establish organizational Values, a Mission Statement and a Vision Statement. The City Council, after reviewing recommendations from the management team, chose Ethics, Excellence and Engagement. Supervisors and Department Heads have met three times as a group and defined the words in the context of the various services provided across the organization and also wrote broad statements about how we live the values (attached). Next in line was the development of a Mission Statement. Fourteen volunteers from across the organization met in three two-hour sessions with facilitator Barbara Strandell. Those employees are: • • • • • • • • • • • • • •

Adam Wiederhoeft, Police Officer Barry Underdahl, Streets Maintenance Superintendent Eric Bergum, Assistant Fire Chief Jennifer Blackbird, Customer Service Specialist Joe Hawkins, Parks Maintenance Leadworker John Daniels, Police Sergeant John Schmeling, Engineering Technician Karl Luhr, POC Firefighter Kristi Smith, Finance Director Matt Moynihan, Inver Wood GC Clubhouse Coordinator Melissa Kennedy, Deputy City Clerk Tammy Abrahamson, Aquatics Coordinator Tom Link, Community Development Director Tracy Petersen, Recreation Superintendent

In the first session of three sessions the group familiarized themselves with the need for and the context around articulating a “Mission Statement” for the City. They looked at statements from other cities (both from within and without Minnesota), and private businesses. Sample City Mission Statements Fort Collins, CO Our Common Purpose as City Employees Vision: To provide world-class municipal services through operational excellence and a culture of innovation. Mission: Exceptional service for an exceptional community.

Lacey, WA Our mission at the City of Lacey WA is to enrich the quality of life for all our citizens...to build an attractive, inviting, and secure community. We pledge to work in partnership

 

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with our residents to foster community pride, to develop a vibrant, diversified economy, to plan for the future, and to preserve and enhance the natural beauty of our environment. Rochester MN The mission of the City of Rochester is to provide a safe, attractive environment through the responsive, efficient, and cost-effective delivery of municipal services. The City will strive to enhance community pride by improving the physical, environmental, economic, cultural and social quality of the community. Oakdale, MN The City of Oakdale is committed to serve the continuing community-wide needs of our citizens by enhancing the vitality and quality of life for all. The group also familiarized themselves with the individual Mission Statements from the departments. Parks & Rec We dedicate ourselves to providing quality programs, services, and facilities. We take pride in consistently adding value to the community and creating a positive experience for those we serve. Public Works The Inver Grove Heights Public Works Department's mission is to enhance the quality of life through the planning, design, construction and operation of a safe, effective physical environment; to protect public health and safety, and the natural environment; and to provide our neighborhoods, our businesses and our visitors with the efficient, quality services necessary to meet the demands of our growing diverse community. Fire Comfort and serve everyone within our community, while preserving life, health, property and the environment. We will accomplish this by continually offering high quality fire prevention, community education, and emergency response services. Community Development The mission statement of the Inver Grove Heights Community Development Department is to foster a high quality physical environment for the current and future community, through the delivery of effective, professional, and customer oriented services Finance The mission of the Finance Department of the City of Inver Grove Heights is to provide financial information to the City Council, city departments, residents and community. Police We, the members of the Inver Grove Heights Police Department, pledge ourselves to improve the quality of life through a partnership with the citizens of our community. We are committed to the protection of the constitutional rights for all individuals and maintaining public order with an emphasis on respect, dignity and integrity. We are dedicated to providing prompt and courteous service to our entire community, while creating an atmosphere of safe and secure neighborhoods

 

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Administrative Services Administrative Services manages the various functional areas of the organization as a whole, and implements the policies and programs of the City Council. We provide services and support in the areas of human resources, information technology and resident communications through promotion of a positive work and service-oriented culture. The group received an assignment to be completed for their next meeting – not too much work, things to think about and talk about within their workgroups. A. A mission statement captures in a short concise paragraph the purpose of the organization's existence and what actions it takes to fulfill this purpose. a. Mission statements are directly connected to vision statements but, whereas a vision statement describes the desired future state of the organization, the mission statement describes how that vision will be achieved. B. A Mission Statement defines the organization's purpose and primary objectives. a. Its prime function is internal – to define the key measure or measures of the organization's success. C. An organizational mission is an organization's reason for existence. a. A good mission statement inspires employees and provides a focus and direction for setting lower level objectives. It should guide employees in making decisions and establish what the organization does. •

Wal-Mart: "To give ordinary folk the chance to buy the same thing as rich people."

•

3M: "To solve unsolved problems innovatively."

• •

Walt Disney: "To make people happy." The Aldrich Contemporary Art Museum advances creative thinking by connecting today’s artists with individuals and communities in unexpected and stimulating ways.

The large group split into four smaller groups and each of the groups was assigned one of two questions: Why does the City exist? What is the purpose of the city? (This answers the question of why IGH exists, but doesn’t describe what it does. This should be a short succinct statement that describes the ultimate result you are hoping to achieve. The purpose typically will include a verb that indicates a change-increase, decrease, improve, provide. Prevent and so on. Example: The purpose of IGH (city government) is to provide _________________ for its _______________.

Group #1 answered this way:

 

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We came up with the following: service, safety, health, quality of life, community, homebase, info center of services and of geographical area, common denominator for people, provides identity/location for people and to connect people to services and programs. Out of this we focused on: connections, structure, identity and community service We then answered the question as follows: The purpose of IGH is to connect the community through structure, identity and services. Group #2 answered it like this: The purpose of Inver Grove Heights is to provide essential services to its Citizens. What makes IGH different from other cities? What is unique or special about IGH? Example: Only IGH is like other cities in MN of its size, but it has the unique combination of ___________________. The groups were asked to create a compelling Mission Statement by answering the following questions: 1. 2. 3. 4. 5.

Why does the City (IGH) exist? What makes IGH different from other cities? Who are the City’s primary customers/users? What services does IGH deliver to its customers/users? What happens as a result of providing such services?

Group #3 answered it like this: •

Inver Grove has the unique combination of urban and rural sections of the city. The northern end of the city is built up with businesses and regular city lots, but southern Inver Grove Heights has much more agricultural areas and larger lots.

•

I am not aware of any city nearby that still clears off the sidewalks for residents after a snowfall. Most other cities require residents to do it themselves.

•

Inver Grove Heights is an established city that is close to the twin cities, with a small town feel, kind of a bedroom community and still has room to grow and develop.

•

Inver Grove Heights is broken into 3 school districts

Group # 4’s answer: We had a good discussion and decided that IGH is very different from most cities in that the north end of our city is very dense and populated and the south end of our city is very rural and open. This affords the city to attract a broader base of residents and creates a mixture of city and rural orientated cultures. We also feel that IGH has a great base of parks linked by recreational trails. Also our parks are not just open grass areas. IGH has many parks that offer recreational opportunities for citizens that range from

 

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playground equipment to disc golf courses to baseball and softball fields. They are all easy to get to and often linked by walking and biking trails which afford our residents a recreational way to get to the parks. We felt that the diverse cultures mixed with our parks creates the unique lifestyle only IGH can offer. In a nutshell, “IGH is different from other cities because we offer a unique mix of rural and urban environments with a quality park system to provide residents options for a healthy and active lifestyle.” 1. Why does the city exist? What is the purpose of the city? (This answers the question of why IGH exists, but does not describe what it does.) This should be a short succinct statement that describes the ultimate result you are hoping to achieve. The purpose typically will include a verb that indicates a change-increase, decrease, improve, provide, prevent, and so on. Example: The purpose of IGH (city government) is to provide _______________for its ___________. 2. What makes IGH different from other cities? What is unique about IGH? Is there overlap with what other cities do? Example: Only IGH is like other cities in MN of its size, but it has the unique combination___________. 3. Who are the City’s primary customers? Example: All residents who live in IGH, visitors to IGH and people who work in IGH, and ______________. 4. What services/programs/products does the City government deliver to its “customers”? Describe the primary services, programs, or products provided by IGH. 5. What happens as a result of providing such services/programs/products? Example: An improvement in the quantity and quality of life for residents, and availability of value-added programs and services for all customers. The major themes from the groups who were tasked to answer Question #1 –Why does the City exist? Services, Connections, Identity The major themes from the groups who were tasked to answer Question #2 – What makes IGH different from other cities? What is unique or special about IGH? Unique combination of urban and rural, Quality parks system All of the smaller groups were asked to answer Questions four and five from above. What are the services/programs/products does the City government deliver to its “customers”?

 

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The major themes were: Police and Fire, Utilities, Roads, Recreational/Social, Governance. What happens as a result of providing such services/programs/products? Major theme: those services form the basis for quality of life. In preparation for the third and final meeting of the group the members received the assignment to ask five co-workers which of these sample mission statements most appeals to them. The Mission of Inver Grove Heights is to:

 

A.

Provide high quality public services for residents, businesses and visitors that will create strong community bonds.

B.

Respond to the continuing needs of our citizens by creating and maintaining life safety, infrastructure and recreational services that will enhance the quality of life for those who live, visit and work in our community.

C.

Connect and develop our city through structure, identity and services designed to provide a basis for community.

D.

Build and maintain efficient and cost-effective core public services that ensure the safety, health, and vitality of our community.

E.

Contribute to a high quality of life for our community members by providing strong life-safety services, a well-maintained infrastructure, fiscally responsible governance, and offer a unique mix of rural and urban environments with a park and recreation system that gives residents options for a healthy and active lifestyle.

F.

(Create your own – use as input to me for discussion – you can have employees vote on it too if you wish)

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73 IGH Employees participated in the Mission Statement Development Project Highlighted names indicate that they were on the Mission Committee 1. Dennis Tumberg 2. Scott O’Donnell 3. Michele Iaria 4. Cora Bauer 5. Jennifer Blackbird 6. Wade Carlson 7. Jen Graham 8. Judy Wonick 9. Dana Lindsey 10. Bethany Adams 11. Tracy Petersen 12. John Fisher 13. Dennis Hogan 14. Darrin Hughes 15. Leon Otness 16. LoAnn Evenson 17. John Daniels 18. Corey Thomas 19. Jeff Benning 20. Nels Engstrom 21. Eric Bohrer 22. Shane Rambaum 23. John Schmeling 24. Carrie Isaacson 25. Pete Hindman 26. Kathy Fischer 27. Steve Dodge 28. Kristi Smith 29. Monica BelleIsle (Fire) 30. Amy Crary 31. Kim Fox 32. Shannon Battles 33. Judy Thill 34. Joe Weber 35. Dan Bernardy 36. Mark Johnston 37. Luke Steenberg 38. Barry Underdahl 39. Lissa Blum 40. Rick Jackson 41. Angie Freier 42. Jeff Lengsfeld 43. Tom Otto 44. Alice Lesney 45. Pahoua Yang 46. Teri O’Connor 47. Al Vandehoef 48. Tammy Abrahamson

 

49. Amy Jannetto 50. Joe Lynch 51. Diane Easton 52. Dennis Halverson 53. Melissa Kennedy 54. Jim Gilhousen, 55. Ken Felix, 56. Brian Swododa, 57. Tony Blackbird, 58. Joe Hawkins 59. Debbie Pawlenty 60. Nicole Cook 61. Frank Martin 62. Heather Botten 63. Tom Link 64. Karl Luhr 65. Dennis Suchy 66. Justin Massicotte 67. John Patnaude 68. Cory Rosendale 69. Eric Bergum 70. Matt Moynihan 71. Adam Wiederhoeft 72. Jenelle Teppen

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Based on the results the M Committee brain-stormed and word-smithed a selection of Mission Statements using the provided statements as background information. The selection of Mission Statements are as follows: A. To ensure the safety, health and vitality of our community by delivering services that enhance the quality of life. B. Deliver services that protect, maintain and grow the vitality of our rural-suburban community. C. Create a vibrant community with a rural-suburban identity that provides services and facilities that enhance the quality of live. --- Top choice by employees surveyed (the group dislikes “respond to deliver/provide language”) --D. Respond to (Deliver/Provide) the continuing needs of our citizens by creating and maintaining life safety, infrastructure and recreational services that will enhance the quality of life for those who live, visit and work in our community. Recommendation: Mission: The mission of the City of Inver Grove Heights is to provide services and facilities that enhance the quality of life in this vibrant community. Values: We are committed to (will deliver our mission using) ethics and engagement to achieve excellence in all that we do. Ethics We hold ourselves to the highest standards of ethics. Moral principles guide our behavior and decision-making and integrity is practiced throughout organization. Excellence We believe in the unlimited ability to increase the quality of what we do by using ingenuity and exploring ideas that could result in innovative improvements to city operations and governance. We are committed to taking personal ownership for our decisions and actions and using positive, forward thinking approaches whenever possible. Engagement We recognize teamwork, collaboration and cooperation as the cornerstones to healthy work relationships and better service to our customers – internal and external. All individuals’ views and work are worthy of respect, honor and consideration. Active engagement will be our standard for interaction and decision-making.

 

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Rural-ness Each member was asked how "the rural" characteristic of Inver Grove Heights touches them in their job. Here are a few of the responses: Parks Developed parks and undeveloped parks. The example of this is Rich Valley athletic complex and Heritage Village park Police Outside of the obvious physical characteristics of a rural area, such as the open fields, wooded areas and the lay of the land, serving a rural community mixed with a developed community, as a police department, makes for a unique experience. Managing calls for service and directly serving such an array of people, from farmers to “downtowners”, requires a good working knowledge of both cultures. Officer’s may go from a densely populated multi housing development to a 5 acre homestead. Police officers may be patrolling a bustling Friday night bar district on Concord and minutes later be on a empty, darkened, gravel roadway with no one to be seen but local wild life. Our response to certain incidents may vary based on these variables and it is important to be aware of this to provide a safe and positive outcome no matter what incident needs to be dealt with. The police department needs to be prepared to handle any public safety situation quickly and appropriately which drives our ever evolving look at equipment. “Rural-ness” needs to be taken into account when choosing everything from the vehicle we drive to the boots we wear. I can remember walking for over a mile through snow and brush to respond to someone who was injured on horseback in a rural area of our city. Logistically this proves difficult not only to get to them, but to get the medics to them, provide aid and export them to a hospital. The ability to think outside of the box and use “ruralness” as an advantage and not an obstacle is key. I have had the opportunity to work directly with our citizens and have found that they offer a unique look into “rural-ness” as well. Often I hear citizens mentioning city employees by name. Whether they be city council members, other officers or city workers in some other capacity I truly believe that our citizens, because of our unique blend of rural area so close to a major population, identify with Inver Grove Heights as being a true community that they call home.   Community Development • There is an emphasis on open space and the preservation of natural resources when development designs are considered • There is support for environmental issues, such as the preservation of trees, wetlands, and other environmental features • Inspectors must be qualified in septic system design • Land use regulation is more complex since it must consider both “urban” and “rural ” neighborhoods • There is a greater awareness of groundwater issues because of the many private wells and the possible contamination of them by septic systems • The lower density makes it more difficult to support retail development • There is occasional opposition to development since it is perceived as being inconsistent with the rural characteristics Recreation 1. Impacts and directs type of recreation and leisure programming offered to residents (needs, wants, interests, etc.) 2. Plays role in type of parks, open areas, spaces and trails for recreation that are built and utilized. 3. Provides challenges for community involvement and engagement-different view/mindset of what makes a viable community (land, not close to neighbors, just want “essential” services, etc.)

 

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4. Rural-ness characteristic provides financial challenges to support parks and recreation services (lack of financial resources or desire provide them for recreation) 5. Provides for long term opportunities with available land and terrain Finance Utility Billing – all parcels within the city receive a utility invoice – services vary depending on well/septic but all have storm water Golf Course The rural feeling at the golf course comes from the fact it is one of the few city owned golf courses in the metro that you will see very few houses and can witness a variety of wildlife.

 

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Following the work of the Mission Committee, another group of employees was asked to volunteer to review and draft Vision statements. 15 staff members met twice, the first meeting was devoted to identifying the five most important issues facing the future of Inver Grove Heights. Those are: • • • • •

Smart, progressive development and well-planned, organized growth Business opportunities – being a good place to live and work Preserve diversity of open space and recreational opportunities Needs of residents with changing demographics Education and schools.

The group was divided into sub-groups around those five issues and asked to meet and develop a SWOT analysis using the following elements in the context of the issue. 1. Strengths: What have we achieved so far? Or, what do we do well? When you think of other nearby cities compared to ours, where are our strengths in this area? 2. Weaknesses: Where do we need to improve? In what areas (of this issue) can we be stronger? 3. Opportunities: What are the areas to explore for future growth, efficiencies and better service to our community, around this issue? What would “taking it to the next level” necessarily include? 4.

Threats: What are some of the things that will keep us from achieving our goals, or “taking it to the next level”? Identify barriers to progress (including both internal and external, if possible).

Out of that work the following DRAFT vision statements were prepared for the City Council to consider:

 

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To become a community where people want to live, work and play.

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To become a community where people don’t want or need to leave.

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Inver Grove Heights, a community offering unique opportunities to live, work and play.

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Striving to be the community of choice.

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A better place to live work and recreate.

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The community of choice.

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City of Inver Grove Heights POSITION DESCRIPTION Position Title:

City Administrator

Department/Location:

Administrative Services

Immediate Supervisor:

Mayor and City Council

Latest PD Revision:

3.14

Position Summary: The City Administrator is appointed by the City Council and serves as the chief management and administrative officer of the City. The City Administrator supervises the operations and functions of the city departments, plans and directs the administration and the supervision of City affairs. This position is responsible for effectively recommending policies, employee staffing, budgeting and expenditures to the City Council. Essential Accountabilities and Expected Outcomes 1) Directs the overall management and leadership of the organization. a) Effectively supervise the operations and functions of all departments of the City. b) Oversees the personnel function of the City, and recommend the appointment and removal of personnel. c) Oversees employee and labor relations activities. d) Establish the City’s annual budget, submit the budget to the Council for consideration and adoption, and monitor budget compliance upon adoption, advising the Council of the financial condition of the City. e) Works in partnership with other governmental units, and business and citizen groups affected by city policies and operations. f) Develops a culture within the organization that reinforces positive values and accountability to job responsibilities. 2) Develops and sustains an effective and productive working relationship with all employees, City Council, Advisory Commissions, and the public. a) Demonstrates an ability to work with others in a team atmosphere. b) Ability to foster collaboration between elected officials, staff, and the public. 3) Oversees the development of policies and procedures for the efficient and effective provision of city services. 4) Prepares overall City operational and capital budgets. a) Monitors revenue and expense budgets ensuring budgeted amounts are met. b) Budgets are designed to protect the city’s investment in personnel, programs, facilities, equipment, and infrastructure. 5)

Responsible for establishing and maintaining positive and respectful relationships with co-workers and members of the public.

6) Assumes additional accountabilities as assigned. Accountabilities Shared by all City Employees: Developing and maintaining a thorough working knowledge of all department and City-wide policies, protocols and procedures that apply to the performance of this position.

Demonstrating by personal example the service excellence and integrity expected from all employees. Developing respectful and cooperative working relationships with co-workers, including willing assistance to fellow employees so that their job responsibilities can be performed with confidence as quickly as possible. Conferring regularly with and keeping one’s immediate supervisor informed on all important matters pertaining to assigned job accountabilities. Representing the City in a professional manner to all outside contacts when doing the City’s business and also with the general public. Typical Working Environment: Demands of the position require employee to work days/evenings/weekends as the demands of the position require. Position is primarily administrative in nature, working in a typical office environment with occasional need to visit programs, facilities or projects outside of the office in the elements of a year-around season. Typical Physical Requirements for this Position: Must be able to sit, stand, speak, hear, and effectively communicate. Selection Criteria to Qualify for this Position: Bachelor’s degree in Public Administration or related field. 10 years of governmental experience, 5 years supervisory experience. Proven capabilities in leadership, problem solving, strategic thinking, and knowledge of governmental operations. Valid unrestricted Minnesota Drivers license. Clean background check. Desirable – Graduate degree in Public Administration and more than 5 years supervisory experience.

Employee’s Acknowledgement and Date:

_____________________________________

Supervisor’s Acknowledgement and Date:

______________________________________

Administrative Services Acknowledgement and Date: ______________________________

City of Inver Grove Heights POSITION DESCRIPTION Position Title:

Administrative Services Manager

Department/Location:

Administrative Services

Immediate Supervisor:

City Administrator

Latest PD Revision:

3.14

Position Summary: To direct and provide ongoing leadership to the Administrative Services Department of the City to include the functional areas of City Clerk, Human Resources, Information Technology, Communications, and Building Maintenance. Provides assistance to the City Administrator in planning the activities of the City and carrying out the direction of the City Council. Essential Accountabilities and Expected Outcomes 1) Directs the overall management and leadership of the Administrative Services department. a) Establish administrative and internal procedures and plans for the future needs of the department and community. b) Effectively motivates employees, establishes performance goals to ensure job performance standards are clearly specified, deals with employee conflict, provides feedback to employees, disciplines when necessary, develops and coordinates employees training and professional development. c) Develops a culture within the department that reinforces positive values and accountability to job responsibilities. 2) Develops and sustains an effective and productive working relationship with the City Administrator, other Department heads, City Council, Advisory Commissions, department staff and the public. a) Demonstrates an ability to work with others in a team atmosphere. b) Ability to foster collaboration between elected officials, staff, and the public. 3) Oversees the development of policies and procedures for the efficient and effective provision of department services. 4) Prepares overall department operational capital budgets. a) Monitors revenue and expense budgets ensuring budgeted amounts are met. b) Budgets are designed to protect the city’s investment in personnel, programs, facilities, equipment, and infrastructure. 5) Assists the City Administrator in all labor relations activities. 6)

Responsible for establishing and maintaining positive and respectful relationships with co-workers and members of the public.

7) Assumes additional accountabilities as assigned.

Accountabilities Shared by all City Employees: Developing and maintaining a thorough working knowledge of all department and City-wide policies, protocols and procedures that apply to the performance of this position. Demonstrating by personal example the service excellence and integrity expected from all employees. Developing respectful and cooperative working relationships with co-workers, including willing assistance to fellow employees so that their job responsibilities can be performed with confidence as quickly as possible. Conferring regularly with and keeping one’s immediate supervisor informed on all important matters pertaining to assigned job accountabilities. Representing the City in a professional manner to all outside contacts when doing the City’s business and also with the general public. Typical Working Environment: Demands of the position require employee to work days/evenings/weekends as the demands of the position require. Position is primarily administrative in nature, working in a typical office environment with occasional need to visit programs, facilities or projects outside of the office in the elements of a year-around season. Typical Physical Requirements for this Position: Must be able to sit, stand, speak, hear, and effectively communicate. Selection Criteria to Qualify for this Position: Bachelor’s degree in Public Administration or related field. 10 years of governmental experience, 5 years supervisory experience. Valid unrestricted Minnesota Drivers license. Clean background check. Desirable – Graduate degree in Public Administration and more than 5 years supervisory experience.

Employee’s Acknowledgement and Date:

_____________________________________

Supervisor’s Acknowledgement and Date:

______________________________________

Administrative Services Acknowledgement and Date: ______________________________

City of Inver Grove Heights POSITION DESCRIPTION Position Title:

Human Resources Director

Department/Location:

Administration

Immediate Supervisor:

City Administrator

Latest PD Revision:

3.14

Position Summary: Managing and administering the personnel and communications functions of the city. Performs specialized administrative duties and projects as assigned by the City Administrator. Essential Accountabilities and Expected Outcomes 1) Manages the day-to-day human resources division activities of the city. a) Maintains the City’s compliance with all aspects of a public sector human resource program. b) Assists the City Administrator in all labor relations activities. 2) Manages the City’s Communication activities including all print materials, social media and web site. 3) Effectively motivates employees, establishes performance goals to ensure job performance standards are clearly specified, deals with employee conflict, provides feedback to employees, disciplines when necessary, develops and coordinates employees training and professional development. 4) Develops a culture within the department that reinforces positive values and accountability to job responsibilities. 5)

Responsible for establishing and maintaining positive and respectful relationships with co-workers and members of the public.

6) Assumes additional accountabilities as assigned. Accountabilities Shared by all City Employees: Developing and maintaining a thorough working knowledge of all department and City-wide policies, protocols and procedures that apply to the performance of this position. Demonstrating by personal example the service excellence and integrity expected from all employees. Developing respectful and cooperative working relationships with co-workers, including willing assistance to fellow employees so that their job responsibilities can be performed with confidence as quickly as possible. Conferring regularly with and keeping one’s immediate supervisor informed on all important matters pertaining to assigned job accountabilities. Representing the City in a professional manner to all outside contacts when doing the City’s business and also with the general public.

Typical Working Environment: Demands of the position require employee to work days/evenings/weekends as the demands of the position require. Position is primarily administrative in nature, working in a typical office environment with occasional need to visit programs, facilities or projects outside of the office in the elements of a year-around season. Typical Physical Requirements for this Position: Must be able to sit, stand, speak, hear, and effectively communicate. Selection Criteria to Qualify for this Position: Bachelor’s degree in Public Administration or related field. 10 years of governmental experience, 5 years supervisory experience. Valid unrestricted Minnesota Drivers license. Clean background check. Desirable – Graduate degree in Public Administration and more than 5 years supervisory experience.

Employee’s Acknowledgement and Date:

_____________________________________

Supervisor’s Acknowledgement and Date:

______________________________________

Administrative Services Acknowledgement and Date: ______________________________

CITY OF INVER GROVE HEIGHTS MEMORANDUM

TO:

Mayor and City Council

FROM:

Joe Lynch, City Administrator

SUBJECT:

2013 Council Strategic Planning Session summary

CC:

Department Heads

DATE:

March 14, 2013

Council Strategic Planning Session On Saturday, March 9th the City Council held their annual Strategic Planning meeting. The meeting and the outcomes were terrific! In summary, the outcomes were as follows:  Meet with all employees and have discussion around adoption of Values statement for the city and our organization  Council identified a consolidate list of Values they would like to see come back to them with further refinements and explanations: Ethics, Excellence and Engaged  Meet with Department Heads and other employees to bring forward a Mission and Vision statement for their consideration  Each Department should review and revise their current Mission and Vision statements so they are aligned with the new Mission and Vision statement of the city  Council established 4 criteria through which they will frame decisions and determine outcomes: ability to remain fiscally stable, improve or stabilize operational efficiencies, improve or stabilize customer service and mindful of our regulatory and mandated environment  Discussed and determined that there about 9 major issues/challenges facing the city over the next ten (10) years and we need to remain focused on dealing with those as a top priority: Transportation, economic development, housing, financial stability, technology, infrastructure: roads, sewer, water and storm water systems, public safety, facilities management and improvement and Parks & Recreation services  Established new Council Work session meeting dates and times and determined that these will be the meetings where the budget discussions and deliberations will take place, as well as continued discussions related to the progress of our 10 year strategic plan  Council will do away with the twice monthly Work session starting at 5:30 p.m. before each Regular Council Session

 Council discussed the need for Performance measurement and the value of measuring that over time to determine the change in our Performance – we must begin by asking ourselves what data we currently collect that would be of value to review and then what other measure we should put in place that will help the Council over time  Council discussed the ongoing need for training and education with our employees and the need to talk about and make inroads on Quality Improvement efforts  Council discussed two major issues some more in depth: Economic development, in particular the Concord redevelopment Plan and their role in it and the Interchange(s) at 494 and Argenta and Argenta and T.H. 55  Council determined that they would like to do this type of Session more than just once per year an requested that the city administrator inquire about the availability of the council to meet again on either June 1 st, 8th or 15th, all Saturday dates. The Administrator will send out a request to each Council Member

CITY OF INVER GROVE HEIGHTS MEMORANDUM

TO:

Mayor & City Council

FROM:

Joe Lynch, City Administrator

SUBJECT:

Council Strategic Session II

DATE:

May 31, 2013

The City Council met on March 9, 2013 to review past Strategic Planning Sessions, determine direction and pursuit of objectives and priorities, and to further discuss topics of great interest to the group, as well as make changes to meeting schedule and organization. This is the second meeting of the year, which is something the Council decided they wanted, in order to review the progress made on objectives and direction given in March, further discuss any topics and review the changes made to the meeting schedule to ensure that the changes made are working for all.  Establish new Council Work Session meeting dates/times and calendar for the year. This has been accomplished. Beginning in April of this year, Council has met on the first Monday of each month to discuss topics of interest and further direction that will return at a later Council Regular Session for a decision. Council has expressed frustration with the number and frequency of additional meetings. This is due to the fact that meeting once a month presents scheduling and logistical maneuvering. Council has already seen the impatience of the general public when a resident appeared before the Council to try and have his issue about Wind Turbines dealt with before having to wait an additional two months for it to appear on a July Work Session agenda. There were four items scheduled and discussed in April, there were four items scheduled and discussed in May and there will be four items discussed in June and a potential for five items on the July Work Session. Council also requested that these be the meetings that staff schedules for more complete budget information presentation and discussion and those will start every month beginning in August (possibly the last Monday in July as considered by Council at our last Work Session discussion due to

timing issues). I want to be sure that the Council is satisfied with this change and want to maintain this type of a schedule and calendar for the remainder of the year.  Establish values and introduce them to employees We have had a discussion with all of the Supervisory staff to introduce the values, as determined by the Council, and planned for further discussion with all employees to get their feedback and input into what they mean, how they are lived at work and how we hold each other accountable for them. I expect this to be completed by the end of July.  Establish a Mission & Vision statement for the City We have had discussion at the Department Head level about what this means, how we might do this and what process to follow and an identified timeline. We are about to start this process with a group of employees that will review Mission statements from other Minnesota and nonMinnesota cities, talk about the incorporation of our identified values in the statements and review Departmental Mission statements so that they can be tied in with the overall Mission statement of the city and modified to reflect it more accurately. We will then have another group do the same with a Vision statement. We will have milestone dates to check back in with the Council and staff to ensure we are on the right path, have the right words and ideas and discuss engagement and education of the community about each of these statements. I anticipate that it will take about 6 to 9 months to go through both processes and hope that we can have a finished product of a Mission Statement by the end of the 3rd Quarter and Vision Statement before the end of the 1st Quarter in 2014.  Performance Measurement One of the items identified by Council at your March meeting was to identify measurement data that we are currently collecting, as well as determine other parameters that could be used for the same purpose; measure our performance over time and evaluate our progress or explain changes that need to be made in order to meet expectations. We will have a set of current data points within a month. We will then work on what other data could/should be collected that will help further refine/define our performance. I expect that we will have discussion at the beginning of the year about a system to track the data, provide it to the Council on a regular basis and examine it over some time to determine the change and the meaning of that change.

 Quality Improvement We have not yet had a chance to discuss this desire of the Council, its meaning and measurement, as well as a plan for implementing a quality improvement examination and change system. This will have to start after the end of the 3rd quarter of 2013 due to the start of the budget discussions with staff and Council. The last portion of our discussion should center on two topics:  Economic Development/Redevelopment – The objective is to determine clarity around the role, responsibility and planning for determination of setting priorities for development/redevelopment centered along Concord Boulevard with our identified 4 geographic areas: 66th-68th Street, Allied Waste/Republic, Dickman Trail & Dixie Avenue and the CDA properties along Concord Boulevard Transportation Planning – Planning for the design, construction and change centered around the Argenta/55 and Argenta/494 interchanges, as well as the realignment of Argenta Trail. What will our financial position and role be, what will our physical role and responsibility be and how do we communicate to the community.

INVER GROVE HEIGHTS CITY COUNCIL SPECIAL MEETING SATURDAY, JUNE 8, 2013 – 8150 BARBARA AVENUE 1. CALL TO ORDER The City Council of Inver Grove Heights met in special session on Saturday, June 8, 2013, in the Mayor’s Conference Room. Mayor Tourville called the meeting to order at 9:05 a.m. Present were Council members Bartholomew, Madden, Mueller and Piekarski Krech; and City Administrator Lynch 2. STRATEGIC PLANNING SESSION II A. Assistant Fire Chief return to Paid On Call Status Council indicated they would support the decision of the City Administrator after he had met with the Fire Chief and the Assistant Fire Chief to evaluate the advantages and disadvantages to allowing the Assistant Fire Chief to return to duties as a Paid On Call firefighter while continuing to serve as the full time Assistant Fire Chief. B. Miscellaneous Updates Mr. Lynch updated the Council on a number of items that had recently been communicated via email including road projects, timing on Upper 55th street, College Trail and Braddock. Mr. Lynch also reviewed the current situation with the retaining walls that had collapsed or been taken down at City Hall due to design and construction issues, as well as the attempt to get the contractor to mill the top 2 inches of asphalt on the east City Hall parking lot and replace with the proper thickness and grade of material. C. Review Progress on Council Direction from March 9, 2013 Meeting Mr. Lynch reviewed the direction given at the March 9th meeting and progress to date on those items. He explained supervisory staff met to go through the words (values) chosen by Council to discuss and discern an approach with all employees. The group of supervisors, along with their respective Department Heads, will meet with all employees to go through the words, discuss their meaning and connection to the work that everyone does for the City. The process should be completed by the end of June. With respect to Mission and Vision statements the Department Head group met to discuss how these discussions might be planned, with whom and when. Completion of the Mission discussion should take place first so that process can inform the development of a Vision statement for the City. He estimated it would take approximately 6-9 months to complete both parts. D. Concord Boulevard Redevelopment Project Council urged Mr. Lynch to continue to meet and talk with Allied Waste to see if there was a way to relocate the business and acquire the property for residential/retail redevelopment. Council directed Mr. Lynch to see if there was a developer who might be interested in working with the City to redevelop the area between 66th and 68th Streets, on the west side of Concord Boulevard, while working to incorporate the two existing commercial business/property owners in such a redevelopment. Council reiterated they would not use condemnation to acquire an active business or currently occupied single family, owner-occupied homes. E. Transportation System Plan Council discussed the transportation plan between the two interchanges at TH 55/Argenta, 694/Argenta and the realignment of Argenta Trail. Mr. Lynch advised that all together it may be a $100 million dollar project and the City may be expected to contribute up to 20% of the entire cost for construction, acquisition and administration, legal, engineering, etc. Council acknowledged the potential overall cost and indicated a desire to work with Dakota County to bring forward a strategy that the City Council and Dakota County Board could support seeking funding for and completing a preliminary design for all aspects of such a plan. 3. ADJOURN The meeting was adjourned by a unanimous vote at 11:50 a.m.