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10-17-1997 AGENDA • CHANHASSEN SENIOR COMMISSION FRIDAY, OCTOBER 17, 1997 9:30 A.M. TO 12:00 P.M. CITY COUNCIL CHAMBERS Approval of Agenda 1. Approval of minutes. 2. Visitors Presentation. 3. Congregate Dining Update. 4. Update on Senior Information Line. 5. Update on Senior Center Activities. 6. Senior Commission Comments. Adjournment ** FOR THOSE OF YOU WHO NEED TRANSPORTATION TO THE MEETING, CONTACT SHARMIN AL -JAFF AT CITY HALL (937 -1900 EXT. 120) AND A • RIDE WILL BE ARRANGED. • C ITYOF . . , .,. ,,;i \ '- :,- • 1 CHANHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 October 9, 1997 Mr. Ed Ginsbach Lions Club 7381 Longview Circle Chanhassen, MN 55317 Dear Commander Borg: On behalf of the Chanhassen Senior Center I would like to ask your organization to consider a donation for the Congregate Dining and Meals on Wheels programs. In the past, anyone in Chanhassen living south of Highway 5 has not been able to receive Meals on Wheels services. On Tuesday, May 27, 1997, the Chanhassen City Council approved the request of • a commercial kitchen by the Chanhassen Senior Commission. The kitchen has yet to be completed, but the tentative date for meals to begin at the Senior Center will be on Monday, October 26, 1997. Meals will be served five days a week at a donation cost of $2.50 a meal. Our energies will first be focused on the Congregate Dining program and providing meals in house at the Chanhassen Senior Center. After the Congregate Dining program is running smoothly we then anticipate the Meals on Wheels program to begin shortly after the first of the year, if funding for the supplies is available. Without essential supplies the Meals on Wheels program will have to be put on hold until sufficient funds are raised. We do believe that the Meals on Wheels program can be a success and that there are many seniors in the community that can utilize this service. The amount necessary to purchase the remaining supplies is $1201.92. The Chanhassen Senior Center would be grateful for any partial or total amount you could donate for these purchases. I have included two price lists highlighted with the remaining supplies needed for both programs to operate. A $100.00 shipping fee charge is included in the above total. Please contact me with any questions you may have at #937 -1900 ext. 145. Providing Congregate Dining and Meals on Wheels can assist seniors to remain independent. This is a goal we should all support! Thank you for your consideration. We look forward to your response! Sincerely, 2< a-7 6c uck (iAzd -or III Kara Wickenhauser Chanhassen Senior Center Coordinator QUANTITY ITEM SIZE UNIT PRICE TOTAL 1 Coffee Maker 100 Cup $97.00 $97.00 • 1. Coffee Maker 12 - 55 Cup $80.00 $80.00 10 Thermo Coffee Servers 2 Liter Case of 6 $9.00 $90.00 4 Serving Trays Plastic 14" X 18" $2.30 $9.20 1 Portion Scale 1 oz. markings $52.00 $52.00 1 Refrigerator Thermometer $3.90 $3.90 1 Oven Thermometer $3.90 $3.90 2 Commercial Grade Test $4.90 $9.80 Thermometer 1 Flatware Holder 4 Section Holder $6.90 $6.90 1 Ladle 2 oz. $2.90 $2.90 1 Ladle 4 oz. $4.90 $4.90 1 Ladle 6 oz. $4.90 $4.90 2 Stainless Steel Dishers (Scoops) #12 $8.90 $17.80 2 Spoodle- Portion Control Server 4 oz. $6.90 $13.80 (perf) 1 Box Hair Nets 5 Aprons $3.00 $1 5.00 1 Box Plastic Gloves Box of 100 $3.78 $3.78 1 Box Trash Can Liners 1 Box Napkins Box of 300 $3.81 $3.81 1 Box Creme Packets Box of 100 $1.23 $1.23 1 Box Sugar Packets Box of 100 $0.99 $0.99 1 Box Sweet & Low Packets Box of 100 $0.67 $0.67 • 1 Box Dish Towels & Bar Soap $20 $20.00 72 Dinner Plates 9" 3 cases of 24 $117.00 72 Coffee Cups 7 oz. 3 cases of 24 $108.00 72 Fruit/Dessert Bowls 4.75 oz. 2 cases of 36 $51.00 Soup /Chili Bowls 9999999 $70.00 72 Dinner Forks 2 cases $30.80 72 Tea Spoons 2 cases $22.80 72 Soup Spoons 2 cases $30.80 72 Table Knives 2 cases $56.00 4 Heavy Duty Bus Boxes $7.60 each $30.40 3 Steam Table Pans $22.00 each $66.00 3 Steam Table Pans Covers $21.00 each $63.00 1 Paper Towel Wall Dispenser $22.00 1 Paper Towels 2400 per case $18.00 each $18.00 2 Cases Water Pitchers 60 oz. /case of 6 $27.00 x 2 $54.00 Glasses 8 oz. $31.00 1 Vegetable Brush $5.60 2 3 Compartment Hot Food Trays 20 per case $225 per case $450.00 with lids - Microwavable 2 3 Compartment Dual Oven Trap 20 per case $130 per case $260.00 with lids - Cold Food III • '7 OR:11/ - PACKING SLIP DATE . 1 , 1 7, CCCCTS N1=1:;., CO, 2 PACKED WITH CARE BY: For Customer Service Call 1-800-328-9400 PICKED #/CTNS YOUR P0. NUMBER SHIPPING INSTRUCTIONS CODE CUSTOMER OUR ORDER # SLSMN. 'OESCH TR!rr. 9 7 0 0 Ci I 1 1 0,5 C.". 7 1 0 7 HASH TOTAL a • = - : ;7 : 0 : ; ' H ' .17 0 : LOC N ORDER U/M SHIP B.0. PRODUCT NUMBER DESCRIPTION WEIGHT UNIT PRICE - - , mak 3L.:71 I LC z- TED - _ , - - - - - „ AMOUNT DUE —5 1 cloncLiin _ , , , . CITYOF , , • v 'I. , 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 %�� (612) 937 -1900 • FAX (612) 937 -5739 To: Senior Commission From: Sharmin Al -Jaff, Planner II Date: October 14, 1997 Re: Strategic Planning The major portion of our next Commission meeting (October 17, 1997) will be set aside for the purpose of strategic planning. Developing a useful strategic plan generally takes more time than we have available at a regularly scheduled Commission meeting. Therefore, to complete the plan by the end of the year, we will need to set aside time at future Commission meetings. An outline of how we proceed with the strategic plan process is presented on the following page. Attached to this memo are additional information and questions to think about prior to our first III strategic planning session on Friday. This planning activity will be one of the most important activities we do all year. The end result should provide us with a management tool to position our organization to address the senior needs of the community we serve, and better understand the factors and forces which affect and shape our future. Strategic planning will not be an end in itself, but a tool to help us accomplish our mission. What do we want /expect from Strategic Planning? • A vision of where the Senior Commission is headed during the next five years. • A plan that focuses on the most critical issues facing the commission. • Identification of the mission and goals to pursue. • Identification of the opportunities and threats facing the commission and seniors in general. • Identification of the strengths and weaknesses of our organization - what are we capable of doing? • What programs and services should we offer to accomplish the mission. • The development and execution of a strategy to achieve the target objectives. • A process that will clarify roles, and broaden the Commissions expertise on senior issues. • The planning process that will be completed by the end of the year. Simple and manageable. III • STRATEGIC PLANNING / DIRECTION SETTING FIRST MEETING 1. Strategic Planning orientation, and get Commission agreement on planning process /steps. Add to expectations list if necessary. 2. Situation Analysis: We will identify the history, mission, significant events, values, services, staffing, financial position, and other important information pertaining to the current organization.. As part of the situation analysis, we will conduct an analysis of the organization's strengths, weaknesses, opportunities, and threats (SWOT) see #4. 3. Purpose, Values, Vision and Goals: We need to detail and understand the purpose and nature of our business describing "why do we exist...do what we do ". Included in this analysis is an understanding of our target markets /customers; customer needs to be met; our accountability to the city and the geographic coverage area we serve. We need to determine what our organizational values are (both internal and external). What is important to us? What do we want our people (staff and commissioners), our customers, and the City to say about the organization? 4. Internal /External Analysis (SWOT): We will conduct a (SWOT) analysis which will consist of evaluating an organization's internal strengths and weaknesses, and its external opportunities and threats. The SWOT analysis underscores the basic point that strategy must produce a good fit between an organization's internal capability and its external situation. Strength - something we are good at doing and should build upon, or a characteristic that gives us an important capability (internal assets). Weakness - something we lack or do poorly (internal liabilities). Opportunity - are those things if not acted upon may pass us by (external assets). Threat - are unfavorable trends or developments that lend to the erosion of our mission (external liabilities) 5. Strategies to address goals: Identify Strategies to reach the goals identified in step #3. (prior to the meeting, staff will identify objectives and possible strategies to reach the overall goals). • • SECOND MEETING 6. Priority Issue Strategies: Formulate a realistic strategy for the future using a priority issues approach: (prior to the meeting, staff will sequence the priority issues identified in step #4. For each priority issue, potential solutions will be identified and recommended to the Commission.) 7. Redefine Mission/Mission Statement: We will review our current mission and address whether it is the right mission for the future (based on information presented throughout the strategic planning process, especially what was identified in step #3). A well conceived, well said mission has real managerial value. It crystallizes our view about the organization's long term direction and makeup. It helps keep the direction - related actions on the right path - helps us avoid visionless management. It conveys an organizational purpose and identity that motivates employees to do their best. And it helps an organization prepare for the future by guiding management decision - making. * Note: At the second meeting we will not be writing a new mission or mission statement. However, we will identifying the key areas that should be emphasized. Staff will be using information gained throughout the strategic planning session to prepare a draft mission and mission statement for the Commission to discuss as part of the final • plan. 8. Rolls and Responsibilities: Define the roles of all those involved in the organization (staff, commission, etc.) THIRD MEETING 9. Review /Refine draft plan: Review plan for general reaction, problems, soft spots, needed additions... Identify specific suggestions how the plan can be strengthened or improved. AGENDA • CHANHASSEN SENIOR COMMISSION FRIDAY, OCTOBER 17,1997 9:30 A.M. TO 12:00 P.M. CITY C UN IL CHAMBERS Approval of Agenda .i » 3\� Pp � �� '.- 1. Approval of minutes. 7 �4 2. Visitors Presentation. �� 3. Congregate Dinin Update: l \ vG lU �° `ti Dining p . Update on Senior Information Line. 5. Update on Senior Center Activities. 6. Senior Commission Comments. :�C\�C _ 4 . L I c�' � � � /fcv€ .. b31\RA,z, 00 Adjournment VtAAA Xx FOR THOSEbF YOU WHO NEED TRANSPORTATION TO THE MEETING, • CONTACT SHARMIN AL -JAFF AT CITY HALL (937 -1900 EXT. 120) AND A RIDE WILL BE ARRANGED. • TY O F • 0 : 1 - 4 CHANHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 October 9, 1997 Mr. Ed Ginsbach Lions Club 7381 Longview Circle Chanhassen, MN 55317 Dear C- cunt an nder-BGEg: On behalf of the Chanhassen Senior Center I would like to ask your organization to consider a donation for the Congregate Dining and Meals on Wheels programs. In the past, anyone in Chanhassen living south of Highway 5 has not been able to receive Meals on Wheels services. On Tuesday, May 27, 1997, the Chanhassen City Council approved the request of • a commercial kitchen by the Chanhassen Senior Commission. The kitchen has yet to be completed, but the tentative date for meals to begin at the Senior Center will be on Monday, October 26, 1997. Meals will be served five days a week at a donation cost of $2.50 a meal. Our energies will first be focused on the Congregate Dining program and providing meals in house at the Chanhassen Senior Center. After the Congregate Dining program is running smoothly we then anticipate the Meals on Wheels program to begin shortly after the first of the year, if funding for the supplies is available. Without essential supplies the Meals on Wheels program will have to be put on hold until sufficient funds are raised. We do believe that the Meals on Wheels program can be a success and that there are many seniors in the community that can utilize this service. The amount necessary to purchase the remaining supplies is $1201.92. The Chanhassen Senior Center would be grateful for any partial or total amount you could donate for these purchases. I have included two price lists highlighted with the remaining supplies needed for both programs to operate. A $100.00 shipping fee charge is included in the above total. Please contact me with any questions you may have at #937 -1900 ext. 145. Providing Congregate Dining and Meals on Wheels can assist seniors to remain independent. This is a goal we should all support! Thank you for your consideration. We look forward to your response! Sincerely, • 2* G C e/tAa_ Gip-/ Kara Wickenhauser Chanhassen Senior Center Coordinator QUANTITY ITEM SIZE UNIT PRICE TOTAL 11, 1 Coffee Maker 100 Cup $97.00 $97.00 1. Coffee Maker 12 - 55 Cup $80.00 $80.00 10 Thermo Coffee Servers 2 Liter Case of 6 $9.00 $90.00 4 Serving Trays Plastic 14" X 18" $2.30 $9.20 1 Portion Scale 1 oz. markings $52.00 $52.00 1 Refrigerator Thermometer $3.90 $3.90 1 Oven Thermometer $3.90 $3.90 2 Commercial Grade Test $4.90 $9.80 Thermometer 1 Flatware Holder 4 Section Holder $6.90 $6.90 1 Ladle 2 oz. $2.90 $2.90 1 Ladle 4 oz. $4.90 $4.90 1 Ladle 6 oz. $4.90 $4.90 2 Stainless Steel Dishers (Scoops) #12 $8.90 $17.80 2 Spoodle- Portion Control Server 4 oz. $6.90 $13.80 (perf) 1 Box Hair Nets 5 Aprons $3.00 $15.00 1 Box Plastic Gloves Box of 100 $3.78 $3.78 1 Box Trash Can Liners 1 Box Napkins Box of 300 $3.81 $3.81 1 Box Creme Packets Box of 100 $1.23 $1.23 1 Box Sugar Packets Box of 100 $0.99 $0.99 • 1 Box Sweet & Low Packets Box of 100 $0.67 $0.67 1 Box Dish Towels & Bar Soap $20 $20.00 72 Dinner Plates 9" 3 cases of 24 $117.00 72 Coffee Cups 7 oz. 3 cases of 24 $108.00 72 Fruit/Dessert Bowls 4.75 oz. 2 cases of 36 $51.00 Soup /Chili Bowls 9999999 $70.00 72 Dinner Forks 2 cases $30.80 72 Tea Spoons 2 cases $22.80 72 Soup Spoons 2 cases $30.80 72 Table Knives 2 cases $56.00 4 Heavy Duty Bus Boxes $7.60 each $30.40 3 Steam Table Pans $22.00 each $66.00 3 Steam Table Pans Covers $21.00 each $63.00 1 Paper Towel Wall Dispenser $22.00 1 Paper Towels 2400 per case $18.00 each $18.00 2 Cases Water Pitchers 60 oz. /case of 6 $27.00 x 2 $54.00 Glasses 8 oz. $31.00 1 Vegetable Brush $5.60 2 3 Compartment Hot Food Trays 20 per case $225 per case $450.00 with lids - Microwavable 2 3 Compartment Dual Oven Trap 20 per case $130 per case $260.00 with lids - Cold Food III SHIP 8. P-.77 PACKING SLIP DATE E: 5: I OR ;. TC ric. CC! .1 PACKED WITH CARE BY: For Customer Service Call 1-800-328-9400 PICKED #/CTNS YOUR P.O. NUMBER SHIPPING INSTRUCTIONS CODE CUSTOMER OUR ORDER # SLSMN. E LOESCH TR17K " 7 (")<) I 1 1 C 37 1 C'S 7 HASH TOTAL LI 2 7 - 'L 0 ;17 .; H D 2 T o IT'LLIIE.F.. 7 .'27 LOC'N ORDER U/M SHIP B.O. PRODUCT NUMBER DESCRIPTION WEIGHT UNIT PRICE r" A 7 -• .. . ........ • • , . IS 7....r-:t... 7 T • - ••••-• 7 . • • " . . , . - AMOUNTDUE 0C2C &Orlo,Kr) tp39 (-1 _ 1011111111111■11 CITYOF • ti CHANHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 �f (612) 937 -1900 • FAX (612) 937 -5739 To: Senior Commission From: Sharmin Al -Jaff, Planner II Date: October 14, 1997 Re: Strategic Planning The major portion of our next Commission meeting (October 17, 1997) will be set aside for the purpose of strategic planning. Developing a useful strategic plan generally takes more time than we have available at a regularly scheduled Commission meeting. Therefore, to complete the plan by the end of the year, we will need to set aside time at future Commission meetings. An outline of how we proceed with the strategic plan process is presented on the following page. • Attached to this memo are additional information and questions to think about prior to our first strategic planning session on Friday. This planning activity will be one of the most important activities we do all year. The end result should provide us with a management tool to position our organization to address the senior needs of the community we serve, and better understand the factors and forces which affect and shape our future. Strategic planning will not be an end in itself, but a tool to help us accomplish our mission. What do we want /expect from Strategic Planning? • A vision of where the Senior Commission is headed during the next five years. • A plan that focuses on the most critical issues facing the commission. • Identification of the mission and goals to pursue. • Identification of the opportunities and threats facing the commission and seniors in general. • Identification of the strengths and weaknesses of our organization - what are we capable of doing? • What programs and services should we offer to accomplish the mission. • The development and execution of a strategy to achieve the target objectives. • A process that will clarify roles, and broaden the Commissions expertise on senior issues. • The planning process that will be completed by the end of the year. Simple and manageable. • STRATEGIC PLANNING / DIRECTION SETTING FIRST MEETING 1. Strategic Planning orientation, and get Commission agreement on planning process /steps. Add to expectations list if necessary. 2. Situation Analysis: We will identify the history, mission, significant events, values, services, staffing, financial position, and other important information pertaining to the current organization.. As part of the situation analysis, we will conduct an analysis of the organization's strengths, weaknesses, opportunities, and threats (SWOT) see #4. 3. Purpose, Values, Vision and Goals: We need to detail and understand the purpose and nature of our business describing "why do we exist...do what we do ". Included in this analysis is an understanding of our target markets /customers; customer needs to be met; our accountability to the city and the geographic coverage area we serve. We need to determine what our organizational values are (both internal and external). What is important to us? What do we want our people (staff and commissioners), our customers, and the City to say about the organization? • 4. Internal /External Analysis (SWOT): We will conduct a (SWOT) analysis which will consist of evaluating an organization's internal strengths and weaknesses, and its external opportunities and threats. The SWOT analysis underscores the basic point that strategy must produce a good fit between an organization's internal capability and its external situation. Strength - something we are good at doing and should build upon, or a characteristic that gives us an important capability (internal assets). Weakness - something we lack or do poorly (internal liabilities). Opportunity - are those things if not acted upon may pass us by (external assets). Threat - are unfavorable trends or developments that lend to the erosion of our mission (external liabilities) 5. Strategies to address goals: Identify Strategies to reach the goals identified in step #3. (prior to the meeting, staff will identify objectives and possible strategies to reach the overall goals). • • SECOND MEETING 6. Priority Issue Strategies: Formulate a realistic strategy for the future using a priority issues approach: (prior to the meeting, staff will sequence the priority issues identified in step #4. For each priority issue, potential solutions will be identified and recommended to the Commission.) 7. Redefine Mission/Mission Statement: We will review our current mission and address whether it is the right mission for the future (based on information presented throughout the strategic planning process, especially what was identified in step #3). A well conceived, well said mission has real managerial value. It crystallizes our view about the organization's long term direction and makeup. It helps keep the direction - related actions on the right path - helps us avoid visionless management. It conveys an organizational purpose and identity that motivates employees to do their best. And it helps an organization prepare for the future by guiding management decision - making. * Note: At the second meeting we will not be writing a new mission or mission statement. However, we will identifying the key areas that should be emphasized. Staff will be using information gained throughout the strategic planning session to prepare a draft mission and mission statement for the Commission to discuss as part of the final • plan. 8. Rolls and Responsibilities: Define the roles of all those involved in the organization (staff, commission, etc.) THIRD MEETING 9. Review /Refine draft plan: Review plan for general reaction, problems, soft spots, needed additions... Identify specific suggestions how the plan can be strengthened or improved. • STRATEGIC PLANNING WORKBOOK This booklet was prepared to assist us in the development of our Strategic Plan. The information and pre -work questions will be useful to review and answer prior to our meeting on Friday, October 17, 1997. Doing this will help speed up the process, and move the framework of the meeting to one of making decisions, not just to develop or convey large volumes of information. A strategic plan is basically an internal plan created for the organization. It provides a systematic way to manage change and create the best possible future. It is a creative process for identifying and accomplishing the most important actions in view of strengths and weaknesses, threats and opportunities. Strategic planning is charting a course that we believe is wise, then adjusting that course as we gain more information and experience. A clear sense of mission and direction will guide our choices as to which opportunities to pursue and which to avoid. The major elements in a strategic planning process are: defining, visioning, analyzing, and strategizing. Each is described further below. Defininf• Two preliminary activities are important - 1) defining the operation, and 2) translating that definition into a mission. To accurately define the operation it is helpful to 4111 think of the external environment rather than the organization itself. We need to be clear as to why we exist and what does our consumer want, rather than focusing on what we do or what is currently being supplied. We also need to be clear on what our values are, and how those values effect our customers. Visioning: Identify what we want to become over the long haul. Analyzing: Identifying the critical factors that impact our organization. Strategizing: Outlining a course of action which will enable us to reach our desired vision, and address those critical factors that make us vulnerable, hurt our performance, or hinder our ability to pursue an opportunity. There are a number of different models as to how a strategic plan should be conducted. The planning process we have structured, is a combination of a number of different planning practices, and is one that is being used by other organizations to generate useful results. In order for strategic planning to work and work well the following circumstances generally apply: • All players (staff and commission) are committed to the strategic planning process. • The process is kept informal - the object is to generate critical strategic thinking about the agency. • The process is kept simple - an unacademic process that sticks to the basics. • The process avoids getting caught up in semantics. We remember what we are trying to achieve - a way to manage change and create the best possible future for our organization and the community we serve. Go for what works. • The process is not rushed just to get done. We make sure a plan is developed that we are comfortable with, and that it is realistic and implementable. We do however, keep the process brief and focused to avoid getting wrapped up in an extended process that wanders. • We remain patient - recognizing that we are involved in a complex and long -term change process (this is especially true if behaviors, attitudes and skills have to change). • We approach this process directly, honestly and willingly to deal positively with conflict and controversy. • We don't just preach results, assuming that change will take place through communication of a fancy mission statement. We realize change is based on identifying, tackling, and resolving tough issues. WHY DEVELOP A STRATEGIC PLAN ? • Tolimprove Performance - vision, goal- setting, analyzing critical issues can positively influence organizational performance. To Stimulate Forward Thinking- as staff, we become so preoccupied with the day -to -day issues that we sometimes lose all sense of mission and direction. Sometimes in an organization, mission and direction is not clear or outdated. Strategic planning forces future thinking, highlights new opportunities and threats, and refocuses an organization's mission. To Solve Major Organizational Problems/Issues - productive planning focuses on an organization's most critical problems, choices and opportunities. Organizations face problems that are hard to address one by one. Strategic planning is a way to resolve an interrelated set of problems in an intentional, coordinated way. To Survive, Even Flourish with Less - faced with tightening budgets, organizations have several choices: increase revenue, cut expenses, put the organization together in a whole new way or fold. Strategic planning is a way to think questions like this through. To Build Teamwork and Expertise - good planning results in several benefits for participants: improved knowledge of the organization, better communication across areas • of responsibilities, improved managerial skills, and an increased investment in the • organization. To Influence Rather Than Be Influenced - strategic planning can help an organization influence and control its world rather than simply respond to it. PURPOSE, VALUES, VISION, GOALS Purpose Why do we exist and do what we do? What are the key success factors for a successful older adult agency? Values What organizational values do you consider important? (e.g., driven by customer satisfaction, deliver what we promise) What values do our customers (elderly /tax payers) expect from us? (e.g., we provide a variety of services, we provide safe and dependable service, we appropriate our time and money wisely between the various types of services we provide, we provide services to those who need it...) What should the community and staff be able to expect from the Commission? What should the community and the Commission be able to expect from staff? • • Describe how you see the organization five years from now? What services do you see us providing five years from now? What will our target markets be? Vision What do you see as the future trends that may have a significant impact on the Senior Commission's future? Ill What do you see as the critical financial issues that need to be addressed? Do you think our geographical boundaries should /will be broadened in the next five years (area which we provide service to ?) Goals What do you see as our major goals over the next five years (for the purpose of this exercise, a goal will be broad organizationwide performance targets)? Goals should be set for the major target areas or activities for the organization such as: • Financial performance (What are the financial goals for the commission? What revenue strategies should the commission be pursuing? How can we best determine and analyze our revenue based on operating costs factors ?) • • • System productivity (What levels of performance will it take for the Commission to be successful? What should measurements be based upon? What level of performance are we capable of?)) • Service (What are our goals for service? What are the service priorities? Should our role be to just meet demand or create demand e.g., attract non retired seniors? What should our social role be? What should our role be with the school district? Should we be active in obtaining additional space for senior center, senior housing, assisted living, etc. ?) • Service Quality (How should this be defined? e.g. in terms of standards such as on -time performance, facility condition, customer service... or should service quality be measured in some other fashion ?) • Capital (What are our goals? e.g. do we want to own all capital, rely or not rely on outside sources for capital purchases.) • Marketing (What should we be trying to achieve with our marketing e.g., increase awareness of Commission and services, improve image, provide useful information, attendance, create revenue generating options? Are there additional markets we should be serving.) • Leadership and governance (Local, Regional, State and Federal - what should our goals be? What type of support do we want on projects, from the public, from city staff.) SWOT ANALYSIS Strength What do you see as our commission's internal strenghts? Strengths would be those things we are good at doing or that give us an important capability (e.g., those things that can serve as a major building block for strategy). • • Weaknesses What do you see as the organization's major internal weaknesses? Weaknesses are those things we do poorly or have little experience with(e.g., vulnerabilities that need correction). Opportunity What do you see as the top opportunities for the Seniors and Senior Commission? Opportunities are those external things that would help us in reaching our goals (e.g., things that would help increase attendance, hold costs down, generate additional revenue). Threats What do you see as existing or future threats facing the Senior Commission? Threats would be those external things that lend to the erosion of our mission/goal attainment (e.g., things that could break us, eliminate us, lend us ineffective). • • STAFF PREWORK • Attached you will find information staff has completed towards the strategic plan. We thought this may be of interest to the Commission to see what staff views as the goals, values and critical issues facing the organization. Values: Responsive to the customers needs. • To have clear goals To be cost - effective in providing services /supporting community needs. To provide clean, safe, courteous and reliable service - set high standards. • Visionary - catalysts of strategic change. • Understanding our business. Provide an environment that yields satisfied employees committed to their team and its accomplishments; high morale; and a balance between challenge, growth, security, and personal satisfaction. Let people know where they stand. • Participation by everyone in a positive manner. Providing leadership. Establishing long -term, dedicated, win -win relationships that are enjoyable and rewarding and add value to both parties. Goals: • Increase attendance in a cost effective manner. • Provide a range of innovative yet fiscally sound services to meet the community's needs. • Provide clean, safe, reliable, and high quality service. Accountable for our actions, the service we provide, defining clear objectives, direction, and expectations. Provide exceptional customer service. Provide a productive working environment making the most of the talents of our people and provide them with the opportunity and training to reach their full potential. • Create a sense of community within the City. To stay in touch with and anticipate our community's needs, and desires, and provide them with services which meet their quality and service needs. • To provide an internal framework to base decisions upon (create a system). • To provide our seniors with an opportunity to participate in service implementation decisions. • To influence local, regional and state policy affecting older adults. • To reduce our reliance on the local property tax for our service operations, become more self supportive. Program should be able to operate independently. To continue to serve the disadvantaged and dependent senior. To increase awareness and improve the image of the commission in our community. To ensure financial stability of our system. • • STAFF SWOT ANALYSIS Strengths (internal) * Technical ability of staff Staff compatency /coverage of major areas * Responsiveness to customers * Attitude of staff Political support * Strong leadership Positive media relations Regional presence * Variety of services offered * Local budget /decision making control City staff support and assistance * County Support * City Council values Senior Commission • • • Weaknesses (internal) * Public support * Marketing /communications Image of Senior Commission and Seniors in general Educating the public about seniors * Lack of policies and procedures (consistency) * Provider oversight/monitoring * Long range planning * Financial management /planning * Staff experience in the senior field * Senior Commission presence within the city (government structure, internal communication) * Not fully utilizing technology * Not exercising full control over contractors * Risk management (knowing what our risk is) * denotes priority issue Key - Don't worry about all weaknesses nor gloat about all strengths. Correct or avoid those things that inhibit moving forward, and identify opportunities where we already possess the required strength. • • • • Opportunities (external) * Funding sources (regional, state, federal, marketing) * Increasing older adult population • Growth (population & employment) * Growth in neighboring areas (Victoria...) * Technology * Public Education * Capital (owning it) * Regional position (Carver County Social Services, MAAA - better relations) * Marketing (image, awareness) * New service markets • • • Threats * City Funding * County funding (no guarantee) * Community understanding of seniors * Public perception/acceptance /value of seniors * Local government perception/acceptance /value of seniors * Safety /risk liability * Provider competition * Meeting mandated regulations * Cost of complying with mandated regulations (ADA) * denotes priority issue Key - Build upon the opportunities, and address the most serious threats that can be changed. •