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13. Authorize Development of Strategic Plan for the City of Chanhassen, Brimeyer Group1 k C MEMORANDUM CITY OF 13 �SANBASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 TO: Mayor and City Council Update: Mr. Brimeyer's references are included at the end of this packet. FROM: Don Ashworth, City Manager Don't forget to bring your calendar to select meeting dates. Setting dates for DATE: February 20, 1996 item 14b is also required. DWA SUBJ: Authorize Development of a Strategic Plan for the City of Chanhassen, Brimeyer Group At our last work session, copies of the proposals from Nancy Goetzinger and Hoisington, Inc. were distributed. Following a brief discussion, the city council asked that an additional proposal(s) be provided. The Brimeyer Group was identified as a potential candidate as well as the individual used by Chanhassen State Bank. Attached please find the proposal as received by Jim Brimeyer. Peter Brown, the consultant for Chanhassen State Bank, is engaged in a rather large project and declined to submit a proposal. He did refer me to Bill Svrluga. Unfortunately, telephone tag precluded our ability to discuss the project prior to today. Both Mr. Svrluga and I agreed that attempting to prepare a proposal at this late date simply was not possible. I was surprised by Brimeyer's cost estimate for the project. Mr. Brimeyer is a highly respected professional and I sincerely believe he will do an excellent job in acting as a facilitator for development of a strategic plan for the City of Chanhassen. Accordingly, I would recommend that the city council approve the proposal as submitted by the Brimeyer Group. The Brimeyer proposal anticipates two work sessions to complete the Strategic Plan. The proposal also anticipates including a representative from each commission as well as department heads. Although the city council had stated that they would prefer sessions to be on the off Mondays, these dates would not work for Mr. Brimeyer (see his cover letter). Hopefully we can establish a Tuesday, Wednesday, or Thursday evening during the first and third weeks of April, with Mr. Brimeyer being charged with completing the plan by May 27. Selecting dates in April will ensure that staff can get back to each of our commissions and allows sufficient time for them to designate a representative. Mr. Brimeyer would also like to be able to distribute materials to the city council, commission representatives, and city staff approximately two to three weeks in advance of the session dates. Completion of the plan itself will take approximately one month following the final session. Please bring your calendars. gAmgr \strategc.pin Proposal Development of Strategic Plan for City of Chanhassen Presented to: Don Ashworth, City Manager City of Chanhassen P.O. Box 147 Chanhassen, MN 55317 Phone: 937 -1900 Fax: 937 -5739 By: Nancy Goetzinger Communications Consultant 5937 Dupont Avenue South Minneapolis, MN 55419 -2110 Phone and Fax: 612 - 861 -1902 February 8, 1996 Table of Contents Understanding of the Project 1 Scope and Outcomes of the Project 1 Process for Developing the Strategic Plan 3 Session 1 4 Session 2 5 Production and Presentation of the Strategic Plan Document 6 Compensation Related Experience and Critical Skills 7 7 Resume Understanding of the Project The City Council (the Council) of Chanhassen wishes to undertake the development of a long- term strategic plan that will guide the management of the city and its resources through the actions of its elected and appointed leaders, professional administrators, and staff for a period of from three to five years, in service of a vision for the city based 20 -40 years from now. Scope and Outcomes of the Project Nancy Goetzinger, Communications Consultant/Facilitator (the Consultant) will develop the Strategic Plan (the Plan) to be consistent with, and partially derived from, existing planning efforts and documents, including Chanhassen Vision 2002, the Highway 5 Corridor Land Use Design Study, the City of Chanhassen's 1991 Comprehensive Plan, and the Bluff Creek Watershed Natural Resources Management Plan (currently in progress). The Consultant considers planning to be a logical process which succeeds only when begun with a clear sense of context and purpose on the part of those who will be bound by the outcomes. Therefore, she will lead two half -day working sessions, the first devoted entirely to context. At the two sessions, input for the following components will be generated by participants (and/or refined from existing materials): Session 1 • Community values • Vision for the community • Community mission • Values, Vision, and Mission Session 2 • Strategic (long -range) objectives to achieve vision • Mid -term goals (to accomplish objectives) • SWOT (strengths, weaknesses, opportunities, and threats) relative to achievement of the vision and objectives • Priority strategic issues For plans to succeed, they must flow from a context. Values, vision, and mission provide that context. They answer the questions: "What do we care about? What's our purpose? Who are we serving? What things are integral to the quality of our lives and to the long -term sustenance of that quality? How do we want to relate to one another and to the environment in which we live? What do we want to become in the future ?" ©Nancy Goetzinger, Communications Consultant Page 1 Chanhassen Strategic Plan Proposal I The values to which a community subscribes underlie all other choices. ' The community's long -term vision defines a desirable future state, in terms of the factors which ' the community must consider, including its people (numbers, densities, demographics); its economy (retail, industrial, agricultural, service); its housing, infrastructure, and services (physical, technological, human); the natural environment; institutions and related services (educational, cultural, medical, technological, recreational, protective, legal); and the role and performance of its government (finance, taxation, capitalization). The mission statement is a relatively brief, memorable, specific, and inspiring summation of that ' which makes the community and its vision distinct in the eyes of its leaders, constituents, and the world outside. ' Strategic Objectives and Priority Mid -Term Goals Strategic objectives are outcome -based statements of measurable conditions that must be fulfilled ' over the long term in order to achieve the state described in the vision. They answer the question, "What must we do in order to get to the desired future state we've described ?" Mi -term al achievable within three to five ears are the intermediate steps required to d goals ( years) p eq accomplish the strategic objectives. They should be reviewed and updated annually. ' SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis With a clear picture of where it wants to go and what it will take to get there, the community can now enumerate and evaluate both the internal, controllable factors (community and organizational strengths and weaknesses) and the external, uncontrollable factors (threats and opportunities posed by local, regional, or national circumstances or trends) which will affect the community's ability to accomplish its aims. • Priority Strategic Issues The participants will establish the 4 -5 most significant areas within each domain of the SWOT analysis, then devise broad strategies for addressing them: ' - bolstering strengths - fixing weaknesses - countering threats - capitalizing on opportunities. 4 The results of this exercise will likely yield additions to the long -term goals and vision for the community. ©Nancy Goetzinger, Communications Consultant Page 2 Chanhassen Strategic Plan Proposal Other Important Areas not within the Scope of this Project Additional components that should be developed later by staff, or in future work sessions involving the Council and other appropriate participants, include action plans, means to measure success, and the city administration's organizational values. • Each goal within the Plan should have corresponding, clearly stated action steps, enabling the Plan to become reality. In addition, there must be a system for measuring progress on objectives, goals, and actions. Action planning and a tracking or measuring system are the province of the city's departmental staff. • Delineation of the administration's organizational values (involving such factors as teamwork, motivation, compensation, etc.) would highlight any areas in which there is an inconsistency between what's considered a desirable work ethic and work environment, and what's required to accomplish the plan. For example, if "manageable work loads" are an organizational value, and current staff would have to work overtime daily for 6 months to accomplish the Plan's priority goals, then more staff needs to be added or something in the plan needs to be cut back. Process for Developing the Strategic Plan To facilitate input from participants, two half -day working sessions will be conducted. Given current schedules, the sessions would be held from 8:00 a.m. to noon on Saturdays in March of 1996, with a minimum of 3 weeks between to allow time for consultant and participants to review materials from the previous session and prepare for the upcoming session. The consultant recommends that participants in this process include the Mayor, City Council members, City Manager, Commission members (from Planning, Public Safety, HRA, and Park & Recreation), and department heads of Public Safety, Public Works, Park & Recreation, and Planning These are the principal individuals currently most familiar with the city's present realities and future possibilities. Together, they could provide a comprehensive set of perspectives that would yield the most viable long -term vision and plan. And the more involvement that implementers of the Plan have in creating it, the greater will be their commitment to its fulfillment. The Consultant will utilize proven ground rules to enable diverse viewpoints to reach consensus through constructive and respectful dialogue. Following consideration of all viewpoints and input, the Council will then determine the Plan's final content. ©Nancy Goetzinger, Communications Consultant Page 3 Chanhassen Strategic Plan Proposal I i n C. C C 11 Session 1 Values, Vision, & Mission Consultant I Participants Advance Work Develop a participant information and work Review and understand all materials in packet packet that includes the following: received from Consultant. • Description of the upcoming Strategic Planning process • Distillation of long -range strategic objectives from existing project planning documents (see earlier list) • Restatement of community values • Examples of vision, mission, objective, and goal statements • Guidelines for participants to follow in preparing for Session 1, so as to make the session as productive as possible • Ground rules for participation in upcoming sessions. Formulate ideas (on paper) as directed by guidelines in the packet. At the Session • Facilitate the meeting agenda and exercise • Understand and observe ground rules. processes: • Participate fully in exercises, as directed: - Review and refine values - Generate vision for future of Chanhassen - Generate mission for the community. (Total of 4 hours) - Values: < 1/2 hour - Vision: 2+ hours - Mission: 1+ hour. ©Nancy Goetzinger, Communications Consultant Page 4 Chanhassen Strategic Plan Proposal Session 2 Strategic Objectives, Mid -term Goals, SWOT (Strengths, Weaknesses, Opportunities, Threats) Consultant Advance Develop a participant information and work packet that includes the following: Participants Work Review and understand all materials in packet received from Consultant. • A draft of the collective vision and associated long- and mid -range objectives and goals, compiled from ideas generated at Session 1 (as well as from existing project documents). • A draft of the mission statement, compiled from the top one or two statements (determined by voting) which were generated at Session 1. • Description of the purpose and process for the SWOT analysis. As directed by guidelines in the packet: • Develop revisions and additions to vision, mission, objectives, and goal statements. • Formulate ideas (on paper) for SWOT analysis. At the Session • Facilitate the meeting agenda and exercise • Understand and observe ground rules. ' processes: • Participate fully in exercises, as directed: - Review and refine vision. - Review and refine mission. - Review and refine objectives and goals. - Generate strengths, weaknesses, opportunities, & threats (SWOT), relative to vision, objectives, & goals. - Generate additional strategies required to fulfill vision, objectives, & goals in light of SWOT. (Total of 4 hours) - Revisions & refinements: 1.5 hours - SWOT analysis: 1.5 hours - Priority strategic issues: < 1 hour ©Nancy Goetzinger, Communications Consultant Page 5 Chanhassen Strategic Plan Proposal Production & Presentation of the Strategic Plan Document Consultant Participants (Council only) Production Develop results from Session 2 into a Strategic Review and suggest revisions to Strategic Plan Plan document. document, as directed. Submit to City Manager for review. Deliver comments to Consultant within time period requested. Revise accordingly. Submit to City Council for review. Revise accordingly. Presentation to City Council Present final Plan for approval and adoption at I Attend and participate. the Council's April meeting. ©Nancy Goetzinger, Communications Consultant Page 6 Chanhassen Strategic Plan Proposal Compensation Consultant proposes a service fee of $6,250 plus expenses,* based on the following: • Services and tasks to be completed by Consultant, as described under "Scope and Outcomes of the Project" and "Process for Developing the Strategic Plan." • Provision of the following services and related expenses by the city of Chanhassen: - Computer data entry of verbatim ideas and comments generated on flipchart paper by participants during sessions. - Volume printing and mailing of all participant materials (work packets, guides, instructions, draft reports). - Coordination and cost of meeting facilities and amenities. Requests for additional Consultant services can be managed through a mutually- agreed -upon extension of the current agreement, or through cumulative hourly billing plus expenses. * Expenses are estimated to be no more than $270, covering such items as mileage, supplies and exercise materials for sessions, fax and laser printouts, minimal copying. Related Experience and Critical Skills Nancy Goetzinger, Communications Consultant/Facilitator, brings 25 years of experience in creating, presenting, and facilitating communications for businesses, governmental agencies, and non - profits. She is currently facilitating the vision and goals process for the development of a Natural Resources Management Plan for the city of Chanhassen's Bluff Creek Watershed. Immediately prior to that, under contract to the National Audubon Society, she designed, organized, and facilitated a series of Community Roundtables on Wetlands in four major Minnesota communities, bringing together disparate voices to learn about local wetlands, discuss related land use and other local management issues, and suggest means of resolving the associated conflicts. She has also facilitated the development of missions, goals, and action plans for businesses and non - profit organizations. Nancy's work is consistently marked by strong clarity of thought, purpose, and written presentation, in order to ensure that the end product can be clearly understood and readily used by those who must rely upon it.. She brings leadership, energy, and successful completion to the facilitation of group processes. ©Nancy Goetzinger, Communications Consultant Page 7 Chanhassen Strategic Plan Proposal I Nancy C. Goetzinger ' Communications Consultant 5937 Dupont Avenue South Minneapolis, MN 55419 -2110 ' Phone and Fax: 612 -861 -1902 E -mail: 74653.1775 @compuserve.com Summary ' 25 years of experience in creating, presenting, and facilitating communications for businesses, governmental agencies, and non profits. Applications include strategic and action planning; organizational development; human resource seminars; education; employee training and orientation; product sales; new product and technology introductions; employee and public relations. ' Special skills include leadership, public speaking, group process facilitation, writing, project management, directing professional talent and staff, image and copy editing, and still photography. ' Seminar Desian and Facilitation • Wilson Learning Corporation: Developed sales training and human resource seminars, with related ' instructional materials, for Fortune 500 companies (IBM, Sears Merchandise Group, US WEST Direct, Bell Atlantic). ' • Minnesota Audubon Council: Designed, produced, and facilitated a series of four -hour "Community Roundtables on Wetlands" in Minnesota. Brought together landowners and community leaders to learn about wetlands in the local watershed, to devise approaches to emerging local environmental problems, and to discuss resolution of potential conflicts between community and landowner interests. ' • Various companies and organizations: Develop and facilitate a mission process, using a consensus - based approach that involves generation of key words and phrases, subsequently integrated into multiple mission statements by small groups, then refined into a single statement through voting and group editing. ' Media Desian and Production ' Goetzinger Productions: Owned and operated this successful business involving the creative development, production, and presentation of audio - visual programs, encompassing a wide variety of products, services, objectives, and media. Selected projects follow. ' Norstan Communications: Developed the course design and text for an interactive laser videodisc program to train company employees, from clerical to engineering staff, on the features and functions of a 20,000 -line CBX (telephone switching system). Increased student comprehension and significantly reduced the time required to take the course, from 3 days to an average of 5.5 hours. • U.S. Fish and Wildlife Service: Scripted and produced a series of slide /tape presentations for field personnel to use in enrolling other agencies and private landowners into Joint Venture partnerships for preserving and restoring wetlands under the auspices of an international treaty. • Norwest Banks: Produced video and slide productions, for in -bank sales of over -the- counter products, promotion of business banking services, employee training in customer relations (including roleplays), and facilitation of ' system -wide adoption of a controversial new marketing approach. Campbell - Mithun -Esty: As Executive Producer, consistently helped the agency and its clients achieve financial and communications objectives through compelling and effective media productions. Direct clients included Trane Corporation, Toro, General Mills, Northwest Airlines, International Dairy Queen, and Land O'Lakes Agricultural Services. Applications included desktop point -of- sales; multi- screen, multi - projector annual sales meeting openers and closers; test commercials for new products and campaigns. Imaging Technoloav Develo m n Co- founder, board member, officer, and shareholder of two corporations formed to bring patented and proprietary imaging technologies to the worldwide marketplace. • Ramsay International Corporation: Responsible for the direction, development, and implementation of the company's internal and external communications, and for day -to -day operations. Patented core technology (for high - speed, dense, archival- quality storage and retrieval of electronic images on laser disk) has yet to be fully developed. Company is inactive but license sale is being actively sought. • Center for Advanced Imaging, Inc.: Together with technologist, develop communications, financial, and business strategies for the company, which markets compression technologies and proprietary compression strategies for high - speed, high - quality transmission of diverse electronic images over low- or high- bandwidth communications links. Major applications include telemedicine, teleconferencing, and document processing for numerous vertical markets. Public SDeakina Regularly present programs featuring my wildlife and scenic photography to audiences of local environmental organizations, natural resource managers, and elected public officials for purposes of education, entertainment, and resource advocacy. Emnlovment History Current Communications Consultant 1994 - current Center for Advanced Imaging, Inc. Board member, Vice President. 1989- 1994 Ramsay International Corporation. Board member, Vice President 1980- 1989 Goetzinger Productions. Owner, operator. 1970- 1980 Campbell - Mithun -Esty. Executive Producer. Education Degree: University of Northern Iowa, Cedar Falls, Iowa. Major in Sociology, minor in Business Administration. B.A., 1970, cum laude. Other: Landmark Education, Minneapolis. Continuing seminars on leadership and communication. • Ziff Institute. Seminar on development of technical training. • University of Nebraska/Lincoln. Videodisc design and production workshop. Volunteerism and Communitv Service • Minnesota Audubon Council. Past Chair, statewide Environmental Issues Committee (ad hoc group, meets bi- weekly during the legislative session to select issues and develop strategies for environmental advocacy). Member, Wetlands Watch. • Minnesota River Valley Audubon Chapter. Past Chair, Natural Resources Committee. Active on local environmental issues. Produced and donated S -VHS video production about the chapter to enroll new volunteers. • Minnesota Nature Photographers' Club. Periodically judge 35mm slide competitions at monthly program meetings and for annual national competitions. • Grass Lake Committee of Kenny Neighborhood Association. Member of this group, which assumes environmental quality monitoring and stewardship of a nearby 27 -acre wetland. Personal Active sports enthusiast (sailing, canoeing, skiing, hiking) and birdwatcher. Study piano playing. Am committed to clear, useful, respectful communication that forwards the ideals of honesty, integrity, understanding, and community in the world. ` Nancy C. Goetzinger, Communications Consultant, 5937 Dupont Avenue South, Minneapolis, MN 55419 -2110 I, TIMELINE WORK TASKS I Collect, Review Assemble Background Information Design Strategic Planning Session Conduct Strategic Planning Session Coordinate Responses Report Preparation Rewrites Presentation to City Council I N Strategic Planning Session(s) City Council Presentation t ' City of Chanhassen • 1996 FEBRUARY MARCH Strategic Plan Proposal Page 6 FEE PROPOSAL The Consultant is agreeable to a lump sum or hourly plus expenses fee in an amount not to exceed $3,700. This fee is based on HKG's current hourly rate schedule as follows: HOISINGTON KOEGLER GROUP INC. 1996 HOURLY RATES Principal......................... ............................... $80- 100/hr Professional III ................. ............................... $60 -75/hr Professional II .................. ............................... $42 -50 /hr Professional ................... ............................... $35 -40 /hr Technical.......................... ............................... $25 -38/hr Secretarial.............................. ............................... $37/hr Testimony............................. ............................... $130/hr Incidental ExDenses: Mileage.............................. ............................... 30¢ /mile Photocopying ........................ ............................15¢ /page Outside Printing ............ ............................... Actual Cost Diazo Printing ............... ............................... Actual Cost Draft Plotting .................. ............................... $5.00 each Vellum Plotting ............. ............................... $10.00 each Color Plotting ............... ............................... $20.00 each City of Chanhassen Strategic Plan Proposal Page 5 1' WORK PLAN The rocess will include the following tasks: P g ' 1. Collect, Review and Assemble Background Information: Existing plans and studies will be collected and reviewed to identify goals, issues and directions already established by the City ' from previous strategic planning efforts such as Vision 2002, Bluff Creek, the Comprehensive Plan, and other documents. 2. Design Session: A facilitation process developed from the Institute of Cultural Affairs will be used to discuss and build upon goals established by the existing plans and studies. In addition to goals formulation, participants will be asked to identify strengths, weakness, opportunities and ' threats and refine the mission statement. The intent of the session will be to establish preliminary directions to achieve the goals, but not so detailed as to represent specific action steps. 3. Conduct Session(s): The strategic planning process will consist of a minimum of up to one four hour Saturday session. Depending upon the outcome of this meeting, a second session may be necessary. Boards, Commissions and staff that should be represented include the Housing and Redevelopment Authority, Park Commission, Planning Commission, Public Safety Commission, City Council and Department Heads. 4. Coordinate Responses: The outcome of the session(s) will be compiled and summarized. Comments, responses and additional directions will be solicited from the participants of the session(s). These comments will be incorporated into the Strategic Planning Report. Report Preparation: The report will include the results of the strategic planning process and the results of the session(s). Clear identifiable sections will be established to include the mission statement, goals and strategies the City wishes to pursue. 6. Rewrites: Opportunities for the respective Boards, Commissions and staff to respond to the Strategic Planning Report will be made available again after the report has been prepared. 7. Presentation to City Council: The process and results of the strategic planning session will be presented to the City Council after the report has been prepared. This will provide the Council with the opportunity to provide additional comments, if necessary, and approve the plan. I City of Chanhassen Strategic Plan Proposal Page 4 L • City of Chanhassen, MN; Parking Study • City of Richfield, MN; Lyndale Avenue Corridor • City of Redwing, MN; Strategic Planning Process • City of Hopkins, MN; County Road 3 Corridor Study • City of Luverne, MN; Comprehensive Plan • City of Luverne, MN; Zoning Ordinance Update • City of Virginia, MN; Comprehensive Plan • City and Town of St. Cloud, MN; Land Use Study/Mediation Process • DRB/Edwin Taylor, White Bear Lake, MN; Land Use Evaluation • City of La Crescent, MN; Sign Ordinance • Mower County, MN; Ag Preserve Ordinance • Potter, City of Independence, MN; Subdivision Proposal • City of Chaska, MN; ISTEA Grant Application • City of Plymouth, MN; Downtown Concept Plan • Karl Bohn Properties, Savage, MN; Site Evaluation City of Chanhassen Strategic Plait Proposal Page 3 I TRACEY J. SECULA - URBAN PLANNER EDUCATION B.S.U.P. Bachelor of Science Urban Planning with Honors, Michigan State University Additional studies in Transportation, Geography and Economics MEMBERSHIPS AND AFFILIATIONS American Planning Association Minnesota Chapter of the American Planning Association, Professional Development Committee Sensible Land Use Coalition, Membership Committee Minnesota Facilitators Network Upper Midwest Planning Conference, Co- Chair, 1996 PROFESSIONAL EXPERIENCE Tracey J. Secula, Urban Planner, has four years of professional experience as a transportation planner and planning consultant in Minnesota and Michigan. She has experience in both the public and private sectors. Tracey has a Bachelors degree in Urban Planning from Michigan State University and has been trained in facilitation by the Institute of Cultural Affairs. She is very active with the Minnesota Chapter of the American Planning Association. Her experience includes research, economic and demographic analysis, comprehensive plans, strategic plans, site analysis, ordinance revisions and preparation of funding applications for transportation projects. Recent projects where Tracey has served a key role include Comprehensive Plans for Bayport, Waconia and Virginia; the Richfield Corridor Study; and Site Analysis for properties in Savage, Independence and White Bear Lake. Trace has been involved with Chanhassen Vision 2002 assisted in Redwing's Strateg Planning Process, Y � g g g aided in both Plymouth's and Northfield's Downtown Concept Plans, helped design facilitation of the Sensible Land Use Coalition's "Growth Management Series Wrap Up ", and continues to provide support at Richfield's Corridor meetings. She has designed the Richfield newsletters which have informed and encouraged communication and interaction between the City and its residents. Tracey has designed and facilitated public participation sessions for the City of Waconia and the City of Bayport's Comprehensive Plans. She also has been involved in Comprehensive Plans for the City of Becker, Virginia and Luverne. In October, 1995, Tracey volunteered as a facilitator for "Discover the Center," a community -wide effort to inform and educate both residents and non - residents of the quality -of -life and economic opportunities within the City of Brooklyn Center. By the end of October, action plans were generated with specific strategies to achieve the vision. REPRESENTATIVE PROJECT EXPERIENCE • City of Chanhassen, MN; Vision 2002 • City of Bayport, MN; Comprehensive Plan • City of Becker, MN; Comprehensive Plan • City of Waconia, Comprehensive Plan • City of Northfield, MN; Strategic Community Development Plan 2 City of Chanhassen Strategic Plan Proposal Page 2 11 EXPERIENCE The following represents some of Tracey Secula's experience with strategic planning and facilitation Chanhassen Vision 2002, Chanhassen, MN. This downtown strategic planning process involved the revisiting of the entire downtown Chanhassen/Highway 5 corridor to create a vision for the completion of all remaining downtown improvements. The process for creating a plan for downtown Chanhassen utilized extensive public input and a series of meetings with a task force assembled to guide the process. From these, a vision statement and a series of guiding principles were established as the basis for the plan. A community survey was also conducted to help confirm the direction set by the plan. Hoisington Koegler Group structured the process to guarantee that the plan reflected the needs and desires of the community, and that downtown continues to serve a vital role as the focal point for community activities. Red Wing Strategic Plan, Redwing, MN. The Redwing Strategic Planning Process focused on public services. This process, which consisted of extensive public involvement, provided direction for the City to develop a public services strategy that will better serve the community as it faces the next century with or without NSP. Lyndale Avenue Strategic Development Plan, Richfield, MN. The Lyndale Avenue Strategic Development Plan is a study of ways to upgrade the Lyndale Avenue business area between the 7400 and 7600 blocks. The planning process involves several steps, all of which are heavily steeped in public participation. Three corridor meetings and three newsletters were part of this process. Plymouth Downtown Concept Plan, Plymouth, MN. The process for the Plymouth Downtown Concept Plan has been built around the creation of a sense of identity, while at the same time, creating a sense of unity in architectural character. Two interactive downtown workshops where conducted using the Technology of Participation Model as established by the Institute of Cultural Affairs. The purpose of these sessions was to develop a vision and guiding principles for the Plymouth Downtown and to evaluate a range of alternative concept plans. Waconia Comprehensive Plan, Waconia, MN. The Waconia Comprehensive Plan process began with an interactive community session to focus on specific issues and goals the City should strive for. Special focus on the physical appearance of the community was conducted through a visual preference survey. The input received from this session established revised community goals and policies which will be used to guide the comprehensive planning process. Bayport Comprehensive Plan, Bayport, MN. The Bayport Comprehensive Plan process involved extensive public participation sessions focusing on the unique natural features surrounding Bayport and the new growth opportunities available to the west of the City (due to the recent purchase of land by the Andersen Corporation). Understanding what the implications of this growth are and how public utilities will need to be expanded have been studied to identify implementation strategies. The plan also includes an Environmental Plan element to }promote harmony between the built and natural environments and protect Bayport's unique natural features. Citl of Chanhassen 0 Strategic Plait Proposal Page 1 Creative Solutions for Land Planning and Design Hoisington Koegler Group Inc. January 9, 1996 Don Ashworth City of Chanhassen 690 Coulter Drive Chanhassen, MN 55317 Dear Don, HK i Hoisington Koegler Group would like to thank you for the opportunity to submit this proposal to the City of Chanhassen as an indication of its interest in assisting the City with a strategic planning process. It is our understanding that this assistance will primarily be in the form of designing, conducting and summarizing the strategic planning session(s). We are proposing a strategic planning process that will extract and build upon goals and strategies established from previous strategic planning efforts (Vision 2002, Bluff Creek). While this plan is not intended to go as far as action steps to carry out these goals, it will establish the framework for further and more detailed planning by the City. The enclosed information outlines our qualifications and experience. Hoisington Koegler Group has extensive experience in strategic planning that embraces participation to develop successful plans. Facilitation is one of the most important tools we use in all of our planning processes. Based on our experience and training by the Institute of Cultural Affairs facilitation program, we believe Hoisington Koegler Group will be able to assist you well and provide you with the needed steps to complete the strategic plan successfully. I will serve as facilitator and coordinator for the strategic planning process. Thank you again for considering our firm and giving us the opportunity to submit this proposal. We look forward to the prospect of being of service to you. Sincerely, Tracey J. Secula 7300 Metro Boulevard, Suite 525, Minneapolis, Minnesota 55439 (612) 835 -9960 Fax (612) 835 -3160 I The Brimeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS RECEIVED February 16, 1996 Mr. Don Ashworth City Manager City of Chanhassen P.O. Box 147 Chanhassen, MN 55317 Dear Don: 904 Mainstreet FEB 2 0 RECD Suite 205 Hopkins, MN 55343 CITY OF CHANHASSEN Per your request, I have put together a fairly generic proposal somewhat in line with what we talked about on Wednesday, February 13th. I have allowed some flexibility given the uncertainty of how we are going to conduct the sessions and what the expectations are. My suspicion is that the expectations are greater than the time allotted to achieve them. Please review this and we can discuss it when I get back As a reminder: Because of my obligation as a St. Louis Park City Councilmember, I am unable to conduct any sessions on Monday nights. Very truly yours, James Brimeyer (612) 945 -0246 fax (612) 945 -0102 1 1 1 1 1 1 1 1 1 1 1 1 The Brlmeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS PROPOSAL FOR CONSULTING SERVICES CITY OF CHANHASSEN MINNESOTA The objective is to assist the City in a planning session to: 1. Begin the discussion to develop a vision or mission for the City. 2. Identify a clear set of goals for the City. 3. Establish priorities for the goals and direction of the City. 4. Develop support for these goals among Council, Commissions, and staff. 5. Develop a model for implementation of the goals. PHASE I 904 Mainstreet Suite 205 Hopkins, MN 55343 Begin process to develop a vision for the City - Conduct exercise to answer questions leading to the draft of a Mission Statement. PHASE II Conduct a planning session with City Council, Commission Representatives, and City Manager. This session will: * Identify stakeholders * Assess the current strengths and weaknesses of the organization * Identify opportunities and threats of the organization * List and clarify goals, establish priorities * Identify strategic issues PHASE III After identifying the strategic issues, review a model plan for implementation and a framework for accomplishing the completion of these issues. (612) 945 -0246 e fax (612) 945 -0102 The Brimeyer Group,lnc. EXECUTIVE SEARCH CONSULTANTS CITY OF CHANHASSEN 904 Mainstreet PROPOSED SCHEDULE Suite 205 Planning Session Hopkins, MN 55343 Session I (3-4 hours) Expectations Strategic Planning Develop draft of Mission Statement Identify Stakeholders SWOT Analysis Adjourn Session II Identify goals Establish priorities Identify Strategic Issues Review model implementation plan Adjourn COSTS - FEES AND EXPENSES Estimated Hours Preparation ................... ............................... 2-4 Conduct Session I and Session II (including preparation time) .................. 8 -10 Provide summary report (including draft of Mission Statement) .................. 3 -5 Total 16 -19 hours Fee for all activities $1,800.00 Expenses (mileage, courier, meals, copies, etc.) Estimate: $100.00 (612) 945 -0246 fax (612) 945 -0102 "STRA TEGIC LEADERSHIP" By David Pokorney "IF YOU DON'T KNOW WHERE YOU ARE GOING, ANY ROAD WILL GET YOU THERE" (ANONYMOUS) The purpose of this paper is to provide an overview of a systematic process for elected and appointed officials to employ in determining where their community is "going" and to assist in identifying potential "roads" for getting there. A primary role of elected officials is to estab- lish policies that govern the operation and direc- tion of their local government. Government theory suggests that appointed administrators and other staff are then responsible for implementing these policies. However, if you have sat through city council, school board or county board meet- ings, it is obvious that the majority of our policy maker's time is spent reacting to requests of others (citizens, developers, staff, etc..) as opposed to es- tablishing their own agenda or developing proac- tive actions to implement these objectives. A recent study of city council agendas for two suburban communities revealed that over a twelve month period 89% of the 611 items considered by these two councils fell into the category of react- ing to requests or proposals of others. This is not to suggest that policy cannot be made in a reactive mode since it is a common method of policy development. The fatal prob- lem, though, with reactive policy making is that it results in a disjointed, fragmented process that fails to provide policy makers with a vehicle to reach consensus on their ultimate objectives or agree on which "road to travel ". The responsibility for this failure must lie with public administrators and other local government professionals who have failed to provide these elected volunteers adequate tools to establish their road map. The objective is to suggest a policy de- velopment model entitled "strategic leadership" that is based on many of the precepts of strategic planning. In developing this model the four characteris- tics identified as necessary for an effective process were • Simple and usable by small organizations. • Consensus driven • Action oriented • Such that values, organizational missions and core strategies are developed primarily by the policy makers. Strategic leadership is based on the general principals of strategic planning that have been em- ployed by the private sector for decades. Only re- cently has strategic planning become a tool used by public policy makers. A useful definition of governmental strategic planning is: Strategic planning is a disciplined effort to produce fundamental decisions that will shape the nature and direction of governmental activi- ties within constitutional bounds. What distinguishes strategic planning from more traditional planning is its emphasis on (1) action, (2) consideration of a broad and diverse set of stakeholders, (3) attention to external opportunities and threats and internal strengths and weaknesses (4) attention to actual or potential competitors. Strategic planning is a potentially powerful tool for public policy makers, but must be appro- priately modified for public purposes. Tradition- ally, corporate strategic planning focuses on an organization and what it should do to improve its performance and not on a community and its fu- ture, the traditional attention of public planners. The second major disadvantage of the tradi- tional strategic planning model is its reliance on the active participation of "stakeholders" as the key contributors to development of the organiza- tion's values and mission. In this context stake- holders are defined as: any individual, group or organization that can place a claim on the organization's attention, resources or output or is affected by that output. Although it is appropriate that citizens and other stakeholders of the "public enterprise" 1 should be involved in reviewing and commenting on the planning process, the diversity and variety of public stakeholders makes it impractical to reach consensus on an initial strategic vision with these groups taking a leadership role. In our repre- sentative government system, a basic responsibil- ity of our elected representatives is to establish a mission consistent with the community's values. Consequently, it is imperative that elected offi- cials solicit feedback and concurrence from the electorate on its established values and mission, but development of these key, guiding policies cannot be delegated. Traditionally, effective elected official have been able to discern the values and priorities of their stakeholders /voters. Those public officials who have not nurtured this trait are not elected of- ficials very long! A review of government's experiences with strategic planning reveals that a common failure of governmental organizations is to lose sight of the ultimate objective and to get bogged down in the "participatory" process. In the proposed model an objective will be to avoid developing strategy Q policy makers, but attempt to provide the appropriate tools and infor- mation for policy makers to develop their ow n vi- sion and strategies for achieving th it mission. The definition of leadership that best fits the concept of strategic leadership is: Leadership is achieving your vision through others. Leadership, in this context, is about making the right things happen that might not otherwise happen or preventing the wrong things from hap- pening. It is the process of getting people to work together to achieve common objectives. Leader- ship is doing the right thing as opposed to man- agement that is focused on doing things right. For our purposes strategic leadership is de- fined as: ` A proactive process that develops a consen- sus on a group vision and action oriented strategies for its achievement. Conceptually, the process is graphically de- picted in Figure A. The key products that are developed through the process are: * COMMUNITY VALUES STATEMENT * MISSION STATEMENT * ORGANIZATIONAL VALUE * STRATEGIC ISSUES *CORE STRATEGIES & FUTURE VISIONS * FIVE YEAR GOALS * PRIORITY GOALS * ANNUAL OBJECTIVES/TASKS * MEASURES OF SUCCESS The remaining portion of this paper will be dedicated to describing each of these products, their objectives and suggested tools for their development. VALUES, Values are idealistic characteristic or qualities of intrinsic worth. They are what peo- ple hold dear to them and guide their lives and choices in a general way. At a community level, values determine the community's character and influence the organization's mission. Community values might include safety, property values, open space preservation, quality services, or economic self - sufficiency. Community values may be ex- tended to includes such intrinsic values as gener- osity, ethical standards, citizenship or environmentalism. These statements must be ba- sic values with which all members can agree and to which the community can aspire. At the organizational level, values help the or- ganization define and shape its mission. These or- ganizational values should provide the framework within which an organization accomplishes its mission. Common organizational values could be participation, efficiency, planning, commitment to customer service and fiscal responsibility. Generally both community and organizational values can be developed by selectively using these four steps: 1) Review of value statements developed by others P� n 1 r]] 1 2) Brainstorming value concepts with mem- bers of the policy and management team. 3) Reach a consensus among the policy mak- ers on a list of S to 7 key values. 4) Share the draft values with stakeholders andsolicit their constructive feedback . To have values is not enough. Adopted val- ues must be communicated to an organization's stakeholders and employees to give people direc- tion and serve as a foundation for decision making. MISSION A mission statement is a concise statement of an organization's core purpose for be- ing. A mission should be based on values, com- munity tradition and legal mandates, but should also present a glimpse of the organization's de- sired future. An example of a clear, direct statement of a group's mission might be: MAFIA MISSION Gain maximum wealth and power for the Family any way we can. As a local government begins the process of developing a mission statement, the first step should be to answer these three questions: 1. Who are our customers and stakeholders? 2. What do they want or need from our organization? 3. How do we best satisfy their needs and wants? 4 What makes the organization or community unique? Development of the mission is best accom- plished in a group process with elected officials and key staff from all service areas participating with the understanding that the governing body must reach consensus on the final version. Once a mission statement is agreed to by the elected offi- cials, programs and activities should be measured against and developed consistent with the mission. There is a fundamental shift occurring in the mission of municipal government in this county. Traditionally, local governments provided basic, public services such as fire, police, street mainte- nance, land use planning and utility services. As Naisbitt recognized in his book Megatrends, local communities are becoming more important play- ers in our emerging global economy. Municipal governments have become extremely involved in defining and guiding the strategic forces that es- tablish the economic vitality of the community, preserve its land values and ensure the opportu- nity for an increasing standard of living for all of its citizens. Local officials are now as concerned about their citizen's overall quality of life as they are the quality of fire protection. As these strate- gic trends emerge, a successful local government will not only need to understand its mission, but will need to continually review and reevaluate its mission to remain in touch with its stakeholder's needs . STRATEGIC ISSUES Strategic issues are defined as: 'fundamental factors affecting the organiza- tion's mandates, mission, values, products, serv- ice levels or clients. " A prime benefit of strategic planning is the identification of these issues since failure to re- spond to an important opportunity or pending threat can severely impact the future success of an organization. The basic tenets of strategic planning were ini- tially developed by the Harvard Business School in the 1920's. A strength of the Harvard model is the concept of a systematic assessment of strengths, weaknesses, opportunities and threats, a "SWOT analysis. " Given the powerful benefits of completing a SWOT analysis and its aid in identi- fying strategic issues and goals, it is incorporated into our process. Identification of opportunities and threats re- late to factors external to the organization. To identify opportunities and threats one might moni- tor key political, economic, technological or demographic trends that could potentially alter key values or services. Such information may be available through professional associations, re- gional planning agencies, local resources or by re- view of current literature. A particularly useful resource may be local staff members who are 3 current on emerging trends in their profession or through group discussion with the policy makers themselves. An advantage of encouraging staff members to be involved in their professional asso- ciations is that these professionals are more likely to recognize emerging opportunities or threats evolving in their field of expertise. Developing a formal process for "scanning" the external environment of an organization and identifying factors that could potentially impact the organization and its mission, should be an on- going process of the management team. . The distinction between "internal" and "exter- nal" factors hinges on whether the organization controls the factor, which places it as internal. In- ternal factors are classified as either organiza- tional strengths or weaknesses. Identifying actual and perceived strengths and weaknesses of your organization is critical to its long term success. An important distinction is that participants must look for both actual strengths /weaknesses so that these can be expanded upon or corrected, while at the same time perceived strengths orweaknesses must be understood. Monitoring perception is im- portant since a perceived weakness in the minds of the majority of a key group of stakeholders can be as damaging as reality and possibly more diffi- cult to overcome. An effective tool for identifying these internal factors is surveying stakeholder groups. Surveys of employees, customers and citizens are valuable resources as strengths/ weakness are identified. A successful tool used for many years in the private sector is "benchmarking," where managers compare key financial, service or other measure- ment criteria of their organization to other similar and successful government organizations. For a local government comparing such statistics as property tax rates, market value per capita, popu- lation growth, per capita income, debt ratio are just a few potential benchmarks that could assist policy makers in identifying their organizations potential strengths /weaknesses ` Before beginning the strategic leadership work session, it may be useful for the staff, particularly in larger organizations, to prepare a report high- lighting the significant external and internal factors. Development of the list should involve extensive participation within the organization and an effort should also be made to solicit infor- mation form outside sources. Finally, a list of external and internal factors can be developed by the planning participants themselves through a thoughtful brainstorming process. Once a list of potential strategic issues is gen- erated, the policy making group must identify 3 to 5 issues in each of the categories of opportunities, threats, strengths and weaknesses. In selecting these 12 to 20 strategic issues, those that met one or more of the following four criteria should be given preference: 1) An issue that would potentially have a direct impact on a core element of the mission 2) An issue that has a strong likelihood of occurring 3) Strengths and opportunities since they are easier to build upon than weaknesses and threats. 4) Strength of support from policy makers. CORE STRATEGIES Using the values and mission as a guide the next step in the strategic leadership process is to develop core strategies. These core strategies are intended to be statements of ongoing goals that, when attained, will reflect the organization's desired future. By their nature these strategies are never fully completed, but should serve as perpetual objectives of the organi- zation. An example of a set of core strategies is presented in Figure 2. Development of these core strategies can best be accomplished through a brainstorming process with policy makers and staff freely identifying de- sired futures. Often these strategies can be derived directly from the organization's mission statement. After an extensive list is developed, the policy makers should again reach consensus on the key 5 to 7 statements that they concur best describe the community's desired future. Limiting the list to among 5 to 7 is important since research shows that if the number of objectives exceed these lim- its, they will lose their value and not be effectively used as guideposts for future decisions. In 4 G r] adopting the strategies, the policy makers and management team need to be committed to evalu- ating future decisions and activities against these objectives. GOALS Once the ongoing strategies or goals have been established in the core strategies, the group can move on to the next step, development of five year goals. Effective goal statements should address the following five criteria: 1) Each goal should address one or more of the strategic issues previously identified. 2) Each goal should be achievable in a five year time frame 3) Each goal should be measurable 4) Each goal should be consistent with the or- ganization's mission S) Each goal should have the majority support of the policy makers. Development of potential goals begins by in- dividual staff or elected officials submitting sug- gestions for the group to consider. After these initial suggestions are reviewed, additional goals can be developed by a group brainstorming ses- sion. The group participants, though, should con- tinually review the draft goals to assure the five suggested goal criteria are met. As with core strategies, once a list of goal statements are devel- oped, the policy makers should agree on the 5 to 7 key five year goals for the community. In select- ing these priority goals, it is critical that each of the policy makers concur since to be successful the policy board must be 100% commit to achiev- ing these goals in the five year timeframe. Failure to have unanimous support can make this objec- tive difficult to obtain as implementation deci- sions are made in the public arena. Goals that are not selected as priority goals, but have the general support of the policy makers, should be maintained and included in the written documentation of the organization's plan. ANNUAL OBJECTIVES The next two steps in the process are primarily the responsibility of the organization's staff. First, the staff should be directed to develop annual objectives that serve to begin the implementation of specific five year goals. For the priority goals, the staff may wish to develop specific five year action plans outlining the actions and resources necessary for achieve- ment. These annual objectives should be submit- ted to the policy makers as part of an annual work plan or in some other form reviewed with the pol- icy board. As a point of caution, just as the staff should avoid taking a lead role in developing the organi- zation's mission or priority goals, the policy mak- ers need to minimize their involvement in preparation of the annual implementation goals. MEASUREMENT A second role of the staff is to develop suggested measurement criteria for each of the goals and annual objectives. Effective measures can be quantitative statistics that relative to goal achievement or merely narrative reports on accomplishments. These measures are then re- viewed and approved by the policy makers. Without establishing measurable criteria, it will be difficult to monitor results and determine if the activities are guiding the organization in the right direction. Finally, as measurement criteria are developed they should relate back to the or- ganization's values and mission. COMMUNICATION The last, but very im- portant step in the strategic leadership process, is to aggressively share the elements of the plan with the organization's stakeholders and distribute the information through community newsletters, meetings with employees, presentations to civic organizations, preparation of a brochure or articles in the local newspaper. Disseminating the plan is important since it: 1) Provides a vehicle for stakeholders to understand the basis of the community's decisions 2) Allows for feedback, debate and sug- gestions that can improve the plan 3) Enhances the organization's commit- ment to the plan by publicly stating the priorities. It is through an effective communication process, that a community's shreholders are able to participate in the planning process. In conjunction with the communication proc- ess, one or more of the policy makers' needs to E assume the role of spokesperson or "cheerleader" for the strategic plan adopted by the group. A "passionate" leader can be a critical element of the plan's ultimate success. The strategic leadership process is intended to be a continuing process that results in a working document of the organization's policy makers. Al- though it is important and necessary for profes- sional staff and other members of the organization to take an active role in the plan's development, the Page5process is intended to develop a strong sense of ownership by policy makers. In theory the plan is intended to be developed in a linear, sequential process, but in practice fol- lowing this sequence is not mandatory. An organi- zation may, for example, find it useful to a complete a scan of opportunities /threats and strengths /weaknesses as a tool for developing goals. If the process begins at this stage, policy makers are urged to continue on to complete the full planning process as time and resources are available. By following the Strategic Leadership process policy makers, in conjunction with their manage- ment team, will have a tool for establishing a road map to their organization's ultimate vision. Poten- tial participants considering the Strategic Leader- ship process are encouraged to consider the wisdom of the following Chinese proverb: Be not afraid of going slowly. Be afraid only of standing still. Olsen and Eadie 1982 Applying Private -Sec- tor Strategic Planning in the Public Sector, John Bryson and Wm. Roering Tomazinis, 1985 Applying Private - Sector Strategic Planning in the Public Sector, John Bry- son and Wm. Roering Nisbet, Mega Trends Applying Private - Sector Strategic Planning in the Public Sector, John Bryson and Wm. Roering R1 _FE,F -22 -96 WED 10:22 27463937 9450102 P.03 ' The Brimeyer Group I nc. EXECUTIVE SEARCH CONSULTANTS �" 904 Mafnstreet L James L . Brimey Suite 205 ' Pres Hopkins, MN 55343 After twenty years In public sector management, Jim Brimeyer began his career in Executive Search in July, 1988. He has conducted executive search assignments for City Managers, City Administrator's, and senior level management positions, and has worked with non-profit organizations, semi - public agencies and private ' sector companies that have a relationship with municipalities, counties and other public sector agencies. Some representative examples of searches include: ' * City of Minneapolis, City Coordinator and Budget Director * North Suburban Cable Commission and Access Corporation, Executive Director Benton County, County Administrator * Cold Weather Resource Center, Executive Director * Centennial Fire District, Fire Chief * City of Hopkins, City Manager * Regional Transit Board - Twin Cities, Manager of Light Rail Transit Development * City of St. Louis Park, Community Development Director * City of Mankato, City Manager * City of Minnetonka, City Engineer * Environmental Consulting Firm, Director of Engineering * City of Emmetsburg, Iowa, City Administrator * Optical Lens Manufacturing Co., Production Manager and Director Sales /Marketing * Sign Manufacturing Co., Senior Design Engineer * City of Austin, Finance Director In addition to the executive search assignments, Jim is also available to serve as a facilitator for strategic planning, team building and goal setting activities at both a policy making and administrative staff level. He serves in this capacity for both public and private sector organizations. Jim is an Adjunct Faculty Member at Hamline University Graduate School where he teaches a graduate level course entitled "Administering Local Government." Recently, he was invited by ICMA to write an article for PM Magazine on Council /Manager ' Relations. Previously, Jim served four cities: three as a City Manager including his last position as City Manager of St. Louis Park, Minnesota (population 45,000), with a budget of $28 .million and 234 employees. He also served ' in Worthington, Ohio and Wood Dale, Illinois. He began his career as Assistant City Manager in Park Ridge, Illinois after obtaining a Master's Degree in Public Administration from Northern Illinois University. He received a B.A. Degree from Loras College in Dubuque, Iowa. Jim is a member of the International City Management Association, the Mittinesota City Management Association, the National Forum for Black Public Administrators, and the Minnesota Municipal Utilities ' Association. He is active in community activities including the TwinWest Chamber of Commerce and is Past President of the St. Louis Park Rotary Club and the St. Louis Park Rotary Foundation. He serves on the Boards of two Twin Cities - based companies. in January, 1996 he began a four - year term as City Council Member-at-Large in St. Louis Park, Minnesota. lfi�914aC_n9eR t.,., ir_�7� nee n�nn ... FEE -28-96 WED 10:21 9450102 P.02 I The Brimeyer GrOUP, I n c. EXECUTIVE SEARCH CO Team .building /Strategic Planning Clients 904 �� a 20� Hopkins, MN 55343 James L..Btimeyer ■ City of Hopkins City of Worthington ' 1010 First St. South P.O. Box 279 Hopkins, MN 55343 Worthington, MN 56187 Steve Mielke, City Manager Robert Demuth, Mayor (612) 935 -8474 (612) 372 -8600 The Donlin Company Rice County ' 7435 Washington Ave. S. 218 NW Third St. Edina, MN 55439 Faribault, MN 55021 Larry Donlin Steve O'Malley, Co. Admin. (612) 251 -3680 (507) 332 -6100 City of Little Canada City of Luverne 515 Little Canada Road P.O. Box 348 Little Canada, MN 55117 Luverne, MN 56156 ' Joel Hanson, City Administrator William Weber, Mayor (612) 484 -2177 (507) 283 -4859 City of Austin LOGIS Municipal Building 2700 Freeway Blvd. #300 500 4th Ave. NE Brooklyn Center, MN 55430 Austin., MN 55912 Mike Garris John O'Rourke, Mayor (507) 437 -7671 League of Minnesota Cities ' 3490 Lexington Ave. N. Stearns County St. Paul, MN 55126 P.O. Box 584 Jim Miller, Executive Director ' St. Cloud, MN 56302 (612) 490 -5600 George Rindelaub, Administrator (612) 259 -3601 City of Inver Grove heights 8150 Barbara Avenue City of Golden Valley Inver Grove Heights, MN 55077 7800 Golden Valley Road Jim Willis, Administrator ' Golden Valley, MN 55427 Joe Atkins, Mayor Bill Joynes, City Manager (612) 457 -9878 (612) 593 -8000 iFtrn nor n13Ar, c...- m.n e— .-- Detroit Lakes, MN 56501 Vern Seal, Board Chairnaan (218) 846 -7201 1 v f I1 David Childs, City Manager (612) 939 -8209 (612) 9450246 tax (W) 945.0102 City of Austin Municipal Building 500 4th Ave. NE Austin, MN 55912 John. O'Rourke, Mayor (507) 437 -7671 Stearns County � fl 13nx 58d t.,...,.. -... �,. -.... mss., r... -. ^' � - • - - • - - – - - —.. . City of Prior Lake 4629 Dakota St. SE Prior Lake, MN 55372 Lydia Andren, Mayor (612) 447 -4230 BWBR Architects 400 Sibley St., #500 St. Paul, MN 55101 C. Jay Sleiter, President (612) 222 -3701 LOGIS 2700 Freeway Blvd. #300 Brooklyn Center, MN 55430 Mike Garris League of Minnesota Cities 3490 Lexington. Ave. N. St. Paul, MN 55126 Jim Miller, Executive Director EXECUTIVE SEARCH CONSULTANTS Executive Search References 904 Mai to 205 L D Suite 205 James L� Brimeyer Hopkins, MN 55343 Southwest Minnesota Initiative Fund. Berdette Schoep, Board Chairman Clarkfield, MN (612) 669 -7544 City of Sheldon 416 Ninth St. Sheldon, IA $1201 Marvin Uittenbogaard, Mayor (712) 324 -2033 City of New Brighton 803 5th Ave. NW New Brighton, MN 55112 Bob Berke, Mayor (612) 296 -3469 City of Robbinsdale 4221 Lake Road Robbinsdale, MN 55422 Joy Robb, Mayor (612) 537-4534 Becker County 900 Lake Ave, Box 787 Detroit Lakes, MN 56501 City of Minneapolis 350 S. Fifth St. Minneapolis, MN 55415 Sharon Sayler Belton, Mayor (612) 673 -2100 City of Carroll 112 F. stn St. Carroll, Iowa 51401 Tone Gronstal, Mayor (712) 792 -3567 Mr. Dennis Cusick President, family Violence Network Chief of Police, City of Cottage Grove (612) 458 -2800 League of Minnesota Cities 3490 Lexington Ave. N. St. Paul, MN 55126 Karen Anderson, President (612) 281 -1200 City of Minnetoaa 14600 Minnetonka Blvd. Minnetonka, MN 55345 David Childs, City Manager