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Introduction <br />The council and department heads of the City of New Brighton with the help of <br />the Government Training Service held its second annual Team Building and <br />Planning Program to address the on -going challenges facing the city. This year's.. <br />program consisted of a day of interviews and data gathering by the consultants <br />and a 15 day workshop held at the Hilton Inn on January 18th and 19th. The: , <br />objectives of this year's program were: <br />p3.. 1. To review and evaluate progress made by the city in 1984; <br />2. To refine and update priorities for the city; <br />3. To develop support for these priorities among the department <br />heads and council; <br />4. To further develop communication and teamwork among the <br />department heads and the council; <br />5. To provide department heads with feedback from the council on <br />their suggested 1985 goals and activities. <br />This report summarizes the results of the program including recommendations for <br />next steps to be taken by the city. <br />Interview Results <br />All department heads and council members were interviewed by the consultants.!,` <br />The interviews revealed that New Brighton had made significant progress in. <br />1984. The working atmosphere had improved significantly in City Hall, the <br />council was working together more effectively, and several serious problems : <br />which confronted the city during 1984 were managed well (e.g. tornado,oipeline, <br />liquor operation, etc.). In short, the process begun last year had born fruit <br />and had led to a nunber of important successes. <br />A number of significant issues remained, however; requiring action from the. <br />city. Many were concerned that the level of accomplishment needed to keep <br />pace with the enthusiasm and improved working relationships. How does the <br />city sustain its positive momentum? A second conern, expressed primarily by <br />the staff, was that success should not be defined solely in terms of special <br />project achievements but also in terms of quality day-to-day services. <br />Some felt that the mission statement and goals worked out last year needed to <br />be refined and put into a two to three year context of strategic issues and <br />priorities. The city needed to clarify its vision for the future. The . <br />planning process itself needed to be refined and needed to be integrated with <br />the budget process. Some felt that the follow-up on last year's goals was <br />incomplete. Many of the goals and objectives were lost or forgotten as the <br />press of routine budget and city issues took hold after the retreat. The mid- <br />year follow-up meeting helped sustain the process, but a more defined planning <br />and budget process was required. <br />Finally, the interviews revealed a number of specific issues facing the city. <br />They are: <br />- Downtown Redevelopment <br />- City Hall Project <br />- Star City <br />- Comr ' insive Plan <br />