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Visionary Leadership and Planning – We believe that the very essence of leadership is to be visionary and innovative <br />while planning for the future. <br />Excellence and Quality in the Delivery of Services – We believe that service to our residents is our reason for being and <br />commit to delivering services in a professional, cost-effective, and efficient manner. <br /> <br />Fiscal Responsibility – We believe that fiscal responsibility and prudent stewardship of public funds, both short-term <br />and long-term, are essential for citizen confidence in government. <br /> <br />Open and Honest Communication – We believe that open and honest communication is paramount for an involved <br />citizenry and fosters a positive working environment for employees. <br /> <br />Respect for the Individual – We believe that citizens we serve are to be treated with the utmost respect and deserve the <br />best treatment the City can provide. <br /> <br />Community Engagement – We believe that creating and fostering a community with engaged, active, and informed <br />stakeholders is necessary for a healthy city. <br /> <br />Professionalism – We believe that continuous improvement and innovation is the mark of a professional organization <br />and we are committed to applying this principle to the services we offer and development of employees. <br /> <br />Accountability - We believe in decision-making processes that are based on facts, data, and the prioritization of <br />community interests above the individual. <br />ENVIRONMENTAL ASSESSMENT <br />One of the primary activities of the session was conducting an environmental scan of the City and organization. This <br />activity is designed to consider the present state of the community from a variety of perspectives. In a large group <br />setting, participants were asked to consider its strengths, challenges, areas where the City has momentum, and explore <br />trends and issues that face the City in the coming years. The scan provided the basis for the group’s efforts later in the <br />work session to develop the goals that will guide the organization in the coming years. <br />In its first assessment activity, the group was asked to consider all of the things that identify as strengths of Lake Elmo, <br />both as a City and the organization itself. Participants were encouraged to think of projects, services, actions, and <br />policies. After discussing the strengths, participants turned their attention towards reviewing City and organizational <br />areas that need improvement. These items are areas that presently challenge the organization and City. The third <br />assessment area of discussion was around the actions that are presently underway that provide for organizational <br />momentum. The group brainstormed areas where the City had opportunities based on current conditions and actions. <br />Following the assessment of its strengths, challenges and areas of momentum, the group moved on to the final <br />brainstorming activity - anticipating emerging trends or issues that may impact the City. Forecasting potential external <br />changes or impacts is a key step in the process to help leadership anticipate pressures and opportunities that may arise. <br />To guide this process, the participants followed a STEP model of analysis, thinking about trends and external impacts in <br />the areas of socio-cultural, technical, economical, and political. Thinking about the ongoing opportunities and <br />challenges in each of these areas provides a variety of important perspectives for the City in the coming years. <br />The results of the environmental scan have been provided as an appendix to this report.