HomeMy WebLinkAboutAgenda Packets - 2018/01/29Mounds View Council Retreat Agenda
January 29, 2018
6:00 PM — Random Park
1. Presentation of Council and Mayor Goals
a. CM Meehlhause — completed November Retreat
b. CM Gunn
c. CM Bergeron
d. CM Hull
e. Mayor Mueller
2. Presentation of Staff 2018 Goals — Provided in Writing
a. Overview summary if needed
i. PD
ii. PW
iii. Finance
iv. Admin
v. Com Dev
3. Discussion
4. Identification of 2018 Goals
5. Discussion on additional retreats
a. One focused on fiscal issues only
b. One focused on visioning —10+ years
MOUNDS VIEW POLICE DEPARTMENT
2401 Mounds View Boulevard
Mounds View, MN 55112
763-717-4070
MOUNDS VIEW POLICE 2018 GOALS
• Hire and train a new officer(s), send officer to VCET by late May.
• Successfully implement second K9 Officer (late April).
• Continue successful outreach programs (mobile rock wall outreach, NNO, NNO pre -
party, father daughter ball, shop with a cop, bowl with a cop, coffee with a cop), and
implement several new ones:
o PD vs FD hockey game
o Public Safety Academy
o Kids N Cops hockey (four different neighborhood specific events).
• Continue to identify and develop instructors from within the ranks
• Expand neighborhood speed bump program
• Police sponsored picnic for city employees (July 23).
• Improve social media footprint and outreach documentation.
• ICAT and reality based training, active shooter training for entire agency.
• Mobile outreach and command vehicle successful debut.
The agency is currently two officers short and the majority of these goals will be
possible only if we successfully hire and train an officer(s). We are limited financially in
what we can do with outreach, however, the Mounds View Police Department
Foundation was started to help address this. The Foundation has raised $6000.00 for
the new K9, is funding several of our outreach events, and supplements our limited
manpower with volunteers.
Our vision beyond 2018 would include addressing the building and several of the
challenges we face: no showers, lockers too small, inadequate storage, inadequate
holding facility, no "soft" interview room for victims. In 2019 we will need to begin
replacing portable radios for the entire agency ($3500 each).
Movrms ViEw
PUBLIC WORKS
Memorandum
Date:
January 24, 2018
To:
Nyle Zikmund, City Administrator
From:
Don Peterson, Public Works Director
Subject:
2018 Goals of the Public Works Department
The overall vision is to have a cooperative and collaborative team to deliver a high level of service to the Businesses
and Residents of Mounds View, while exploring new or improved operational standards and technologies to increase
efficiency and be financially responsible when delivering these services.
Goals for 2018:
1) Implementation of the (new) Public Works Organizational Chart
a. Hire Superintendent
i. Timing - by January 31, 2018 — In Process with interviews, tentative start date March 5
ii. 2018 Budget Impact— none already budgeted
b rDrovmroto Danrtcs / Streets Foreman Docitnns—Completed 1/22
�. inn _ by February 12, 2018
ii. 2018-8 Budget lMp2Gt XXTxv repointing of job description needed
c. Hire Public Works GIS Technician — In Progress, position to be posted
i. Timing - by March 26, 2018 — Revised date
ii. 2018 Budget Impact - none already budgeted, repointing of job description needed
d. Hire Parks / Forester Worker
i. Timing - by March 26, 2018 — Revised start date, position description to council on 2/12
ii. 2018 Budget Impact - xxxxx - repointing of job description needed, unknown budget
impact at this time
e. Hire Public Works Engineering Technician - In Progress, position to be posted
i. Timing - by March 26, 2018, New Job Description approved, Revised Date
ii. 2018 Budget Impact — unknown - repointing of job description needed
f. Hire new Parks Worker— TBD -continue to discuss with City Administrator and Council, potential
to place in the 2019 budget
i. 2019 Budget Impact — unknown at this time
2) Research GIS / Asset Management Software and Implementation of Software
a. Timing — research completed by May 7, 2018.
b. Implemented by December 31, 2018.
c. Budget Impact — proposed none, offset with salary savings
3) Research additional technology that would provide better Customer Service to the Residents
and Business of Mounds View
a. Timing — research completed by May 7, 2018. Implemented by December 31, 2018.
b. Budget Impact— unknown at this time
4) Implementation of Record Retention Management as adopted by the City Council
a. Timing -throughout the year by taking a section of the records and develop management system
b. Budget impact — unknown at this time
5) Develop SOGs (standard operating guidelines) for the Operations and Maintenance Division
a. Timing - throughout the year by taking sections of the operations and development of SOGs
b. Budget Impact— unknown, depending on SOGs
6) Continue to Cross Train Employees in the O &M Division
a. Timing — throughout the year
b. Budget impact — Time away from routine / normal duties
7) Continue to Professional Development of all Public Works Employees.
a. Timing - throughout the year, research and send employees to training
b. Budget Impact — work with in parameters of the 2018 budget and focus on allocating additional
funding in 2019 budget for additional and continued training.
FINANCE DEPARTMENT
- Make payroll transition from Debbie to Aggie and AP transition from Aggie to Debbie.
- Continue Cross -training staff.
Continue training Kerrie to replace Debbie when she retirees on September 28`h
- Hire a new receptionist to replace Kerrie when she transitions to the Utility Billing/AP Tech.
- Work with Vanessa to replace outdated equipment for televising meetings.
- Work with Don to finalize a 10 year street maintenance program and funding sources.
- Continue to work with Metro I -Net on technology improvements.
MOu1vnS VfE—W
2018 Administrator Goals
January 29, 2018 Update
1. Complete 2018 Council priorities as directed.
2. Provide significant assistance in completion of the Comprehensive Plan.
3. Long Range Budget and Vision Planning
4. Human Resources/Staffing/Job Descriptions Issues
5. Archives both digital and analog files and organize downstairs room.
a. $5,000 to $8,000 per year
b. Mary part time
6. MV Matters— layout, editorial, etc. Focus on this as it is one of our key influencers. Citizens
and guests measure us by our buildings, appearance, communications
7. Traffic Study — Road Counts —10 to Sherwood and Sherwood to 85th
8. Resolve the issue of MV police being able to communicate on Anoka County Fire and Police
radio channels without needing to utilize a second radio.
9. Improve the filing/council packet council agenda process.
10. Work on strategies to remove barriers between departments.
11. Continue building Outreach — (Citizens Academy, Senior Fair, Taste of MV, Etc.)
12. Successful 60th Anniversary
13. Pipeline Explosion Presentation
14. Water Service Line Policy
15. Resolution 5555 staff interaction with Council
16. Notary issues.
Completed or In Process:
17 Gen+'n -.r++ime n si+ieR for Ms Benes&h
a. $16,000peFyeaF
19 C I + 201:7Administrator Identified Projects upen eeuReil review and directien.
19. Complete 7017 !"eyneil R ri+ies as directed
70 D hl' Werks nireeteF Drebatien requirements.
71 [ire Rep nn +ho QR -,rd
77 [ ��^^Dnn nnfensn al n elepment of Staff.
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23 HR D '+' D h-,+il.R requirements,
MOUNDS VIEW
MEMORANDUM
To: Nyle, Zikmund, City Administrator
From: Jon Sevald, City Planner/Supervisor
Re: 2018 Department Goals
Date: Sort 13, 2018 Jan 23, 2018
Cross -training, Training
What it is: Cross -train staff so that every time -sensitive task can be covered
by another team member.
Budget Impact: None known for 2018, assuming no software licenses are needed.
Status: Ongoing. Nick & Jacob cross -trained with Rum River (contracted
BO) on methods and documentation. All department members to
cross -train with Sherri re Permit Works so that all are comfortable
processing permit applications. This requires repetition.
2. Innovation: During the transition of Building Officials, it became apparent that
there are ups & downs in time needed for plan review and
inspections, as there likely is with all positions. During these lulls,
there is capacity to do other things. I would like to initiate
"Innovation Thursdays", in which staff is allotted the day to develop
ideas of solving ongoing problems in an effort of becoming more
efficient. This requires the cooperation and involvement of other
Staff. I believe that much of our inefficiencies is due to distractions
(interruptions), and a lack of staff communication and therefore
cooperation, causing us to do the same things over and over
again, with the same results (no change). Innovation Thursdays
will allow Staff time to work individually on their own problems, as
well as a Team to solve bigger, multi -disciplinary problems.
Budget Impact: The impact for Community Development requires coordinated
scheduling (no budget impact). The impact when multi -disciplinary
staff are involved (e.g. two-hour meeting to discuss cause & effect
of vandalism, and solutions) can be significant. All -Staff personnel
costs are about $2,000 p/hour. The topics discussed and staff
involved will need to be considered.
3. Comprehensive Plan Update
What it is: The Comprehensive Plan is a 20 -year guide establishing goals
and policies for land use and development. The Plan is updated
every 10 years, with the current plan to be significantly completed
by spring 2018 for review by adjacent cities/agencies, and for the
completed plan to be submitted to the Metropolitan Council by
December 31, 2018.
Budget Impact: 2017: $12,000 budgeted ($2,000 spent)
2018: $ 6,000 budgeted
The Comprehensive Plan is intended to be written by Staff, and
mapping to be completed by Stantec. Due to time constraints,
Staff has not been able to maintain an internal schedule, and will
likely request further assistance from Stantec. Sevald and
Peterson will meet with Stantec Nov 16th to discuss further.
Status: Ongoing. The Council approved a budget of about $45,000 for
planning and $45,000 for engineering with the expectation that
planning costs be reduced to $25,000. This can be accomplished
by Staff researching and writing a majority of the plan, but is
questionable if this is practical (depends on the week, and
depends if Staff and Stantec can coordinate weekly schedules).
In December, the Council appointed a nine member taskforce,
which meets twice per month, January through mid-June. Staff's
intent is for the Taskforce to focus on:
1. What land use changes are likely within the next 10 and 20
years and what is the highest & best use for those properties.
Goal is for Taskforce to make general recommendations in
February/March, and for Stantec to develop "alternative
options" for the Taskforce and public to review in April/May.
2. Recommend Goals & Policy Statements for the plan.
Current (2010) statements are arbitrarv, meaning the
Comprehensive Plan can both support and contradict any land
use decision made by the City Council. This provides the City
maximum flexibility, but provides no guidance. Staff would
rather have sound auidance than flexibility, but this is up to the
discretion of the City Council
-3-.4. Mounds View Boulevard Beautification
What it is: Explore options for beautifying Mounds View Blvd and other major
corridors where there is substantial public land (e.g. Co Rd I,
Spring Lake Rd, Co Rd H).
Budget Impact: $0 budgeted. This is anticipated to be a topic of the
Comprehensive Plan, to carry over into 2019.
Status: None.
PROPOSED 2018 CITY COUNCIL PRIORITIES (GM)
1) Adopt / approve the street maintenance and street reconstruction plan
developed by the Public Works Director and Finance Director. This
plan includes maintaining the streets reconstructed by the City-wide
street reconstruction project, reconstructing and / or maintenance
updates for the streets not included the City-wide project. It should also
include an ongoing maintenance plan for the streets that were
reconstructed in 2003 and 2004.
(Special Note: Approving the proposed reconstruction of the streets in
the Business Park North area begins the plan's adoption.)
2) Adopt and approve the Finance Director's annual budgeting plan for
the street maintenance and reconstruction plan. Based on previous
discussion with the Finance Director, funding will come from 3 sources:
1) State funding for maintaining the municipal state aid streets.
2) 50% of the Excel Energy and Center Pointe franchise fees.
3) Implementation of an annual $ 150,000 street maintenance levy.
• Continue expanding the Police Department's community engagement
programs and efforts with the appropriate level of funding.
• Implement regularly scheduled Community conversations with a focus
on understanding racial equity (this could be separate from the Police
Department's community engagement programs or integrated with).
• Continue the focus on retaining quality staff members.
• Re -develop Cross Road Pointe.
• Achieve Step II GreenStep city status.
• Approve the Finance Director's financing plan for making annual bond
payments for the bond that will be issued in 2019 to finance the
recommended upgrades for the water treatment plants and well houses.
• Continue supporting the Finance Director's financing plan for building
fund balance in the Storm Water Fund for the future required dredging
of Silver View Pond.
• Adopt / approve the Public Works Director's Public Works Department
re -organization, and work with staff to identify how the recommended
additional staff position and foreman promotions will be funded.
• Approve and implement recommended upgrades for the Control Room
and Council Chambers associated with broadcasting and recording
Council and Commission meetings.
• Continue funding the Festival in the Park fireworks.
• Implement the City Hall Park upgrade vision / plan developed by the
Parks, Recreation, and Forestry Commission (splash pad, picnic area,
and new playground equipment and area).
• Develop and approve the funding source(s) for the City Hall Park
project. Following are various funding options for consideration:
1) Utilize the recently received playground equipment grant and
utilize Special Project funds for the remaining project balance.
2) Utilize the recently received playground equipment grant, any
remaining Park Dedication fund balance (this would not include
new funds received through the MWF project and Cross Road
Pointe development), and utilize Special Project funds for the
remaining project balance.
3) Utilize the recently received playground equipment grant, utilize
$ 250,000 from the levy reduction fund, and utilize Special Project
funds for the remaining project balance.
4) Utilize the recently received playground equipment grant and
fund the remaining project balance through an internal loan that
would be paid back when the City receives funding from the
North Suburban Hospital Board's dissolution and asset
disbursement to the 5 member cities.
2
• Construct trail way segment 8 in the master trail way plan or at a
minimum complete the required engineering with construction planned
for 2019.
This segment is on the south side of Mounds View Blvd. from Silver
Lake Road (actually CVS' parking lot entrance off of Mounds View
Blvd.) to the Knollwood Town Homes' driveway entrance. This project
will accomplish the following:
1) Completion of the master trail way plan on the south side of
Mounds View Blvd. from the City border with Spring Lake Park
to County Road H.
2) It will provide a safe path for the town home residents
(approximately 25 — 50 units) who walk to CVS and Holiday, and
will eliminate the need to walk on the edge of Mounds View Blvd.
• Develop a strategy for addressing the short term and long term
financial challenges the City Charter levy cap is starting to present
including the possible support for a 2018 ballot initiative seeking
approval from the City of Mounds View residents to make an
adjustment to the present City Charter maximum levy cap.
This adjustment is needed for 2 reasons:
1) The present cap is inhibiting the Council's ability to support staff
recommendations on future staffing needs.
2) The present cap will have a long-term impact on the City's ability
to maintain a fund balance that falls within the percentage range
recommended by the State Auditor.
3
14
MOUNDS1ViEw
City of Mounds View Staff Report
From: Administrator Zikmund
To: Honorable Mayor Mueller and Council
Date: January 29, 2018
Re: Council Retreat HR/Staff Issues
Background:
During my time as interim administrator along with my time permanent position I have spent a
significant measure of time dealing with and attempting to understand the human resource/staffing
issues here at the City.
Findings:
• There was a confluence of events that resulted in a disproportionate number of employees
leaving in a compressed time frame.
• Those departures caused additional stress on the remaining employees who subsequently
responded admirably.
• During this time the council supported and authorized a reorganization and relocation plan for
the Public Works Division.
• Prior to this time Council supported and authorized hiring of a receptionist whom is being
trained for and will move to finance upon the retirement of Debbie Jasper.
• Prior to and during this time, council created, posted, and hired a Human Resources
Coordinator.
• There are a number of policies/resolutions specific to staff that would serve all well to revisit
and discuss. Resolution 5555 and policies on compensation/flex time.
• Prior to and during this time Council authorized and received a Market Rate Compensation
Study for non -collective bargained staff.
• Current staff are at maximum capacity or to rephrase, there is no additional tasks that can be
assigned without causing negative or deleterious impacts in another area.
• In the wake of the departures/replacements/reorganizations an opportunity has arisen to
examine and re-examine staff duties and assignments. The following areas need to be
addressed:
o Job Description for Receptionist
o Designation and assignment of duties of City Clerk
o Duties of Recycling Coordinator and who performs these duties — currently receptionist
o Person responsible for Business Licensing — currently Barb Benesch
o Person responsible for being Web Master—currently no one
o Person responsible for Mounds View Matter — currently Vanessa Van Alstine
o Person responsible for Archives/Data Storage — currently no one
o Person responsible for Dog Licensing —just switched to PD
o Cable Assistant — Specific to taping/broadcasting meetings — currently no one
Discussion:
Addressing this list will require council staff discussion on priorities, services delivered, and work
environment as a function of productivity and retention. Core issues include ensuring employees are
assigned to the tasks they were hired for or agreed to if changed, work schedule, assignments consistent
with work capacity, and defining expectations.
Solutions & Impacts:
1. Our HR Coordinator can and is willing to take on duties of City Clerk and Archive/Data Storage.
These duties will likely impact the pointing of the position ultimately leading to compensation
adjustments.
a. A significant sub issue is the need to address the backlog of scanning, equipment
needed to digitize/scan efficiently going forward, and addressing the "backlog" of
material needing to be digitized.
b. Technology investments are needed at an estimated $8,000 to $10,000. Staff costs
estimated at $5,000 to $8,000 a year for 2 to 3 years.
2. Chief Harder has indicated PD has capacity in their civilian staff to take on Dog Licensing. Given
they collect fees for this and other items, we need to explore setting them up with a credit card
reader so they can process all types of payments; cash, check or credit card. There will be no
impact to staff compensation as this function is similar to other record and data management
they currently do.
3. Further council clarification is needed on expectations of the recycling coordinator and the
Receptionist position can execute the defined duties within the current job description/pointing.
4. Business licensing was done by the previous Assistant City Administrator, currently done by my
administrative assistant but with the reduction of hours, needs a new home. It makes sense to
house that with the Business Development Coordinator but only if that position stays full time.
5. Similarly, the Webmaster Position could be housed with the Business Development Coordinator
who has indicated willingness to do, but again a function of staff hours.
6. Mounds View Matters will need a "team" solution that includes staff writing articles in timely
fashion, a proofreader needs to be identified, an editor — someone to oversee needs to be
identified, layout (Vanessa has indicated willingness to do), and imagery (solution in process).
7. Cable Support/Assistant is probably the most pressing issue and solutions include cutting back
and or changing the standard for meetings. A discussion also needs to occur regarding priorities
specific to production (taping of community events, editing, and putting on our channel and
web page) as compared to taping and broadcasting of meetings. Production has dramatically
declined from over 50 events a year (more than 1 per week) to 1 per month.
8. The primary issue with the Reception Job Description is tied to #7 as a limited amount of Cable
Support (8 to 15 hours per month) could be absorbed into that position. The more cable time
needed though results in more backfill needed at the front counter so a balance has to be
achieved. Options for meetings include taping and broadcasting less of them, simply recording
and uploading raw footage (if time stamping/editing is desired that adds significant time), or a
combination of both.
M0U__NDitSVCEW
City of Mounds View Staff Report
From: Administrator Zikmund
To: Honorable Mayor Mueller and Council
Date: January 29, 2018
Re: Council Retreat Background
Background:
The Council met in retreat this past November and at that time, Interim Administrator Zikmund
made notes and provided the following summary to Council via a November 27, 2017 Staff
Report.
Summary/Overview of Major Topics/Issues/Goals/Priorities. Note — all council members
concurred with Council Member Meelhouse's primary goals.
Mayor Mueller:
• Recruitment and Retention of Staff
• Public Works Reorganization
Councilmember Meehlhause:
• Planning/Goal setting — Accomplished in fall of year for subsequent year
• Funding Plans —Options and Charter Limit
Councilmember Gunn:
• Environmental Issues—sustainability
• Parks — City Hall Park — Splash Pad
Councilmember Hull:
• Determining priorities/budget impacts and discussion to determine
Councilmember Bergeron:
• Long term visioning — beyond subsequent year
Director Peterson:
• Public Works Reorganization (Leads, Upgrade Superintendent, 1 additional FTE)
• Data/Record Keeping
• Funding plans for Wastewater, Water, Unfinished Streets
Planner Sevald:
• Comprehensive Plan
Chief Harder:
• Hire New officer and VCET Participation
• Increased Training — focus on reality training
• Continue Outreach programs
Director Beer:
• Transition Issues/Training
• Replace Receptionist
ICA Zikmund:
• Filing/Archive
• Staff Development
• PT Support
Consensus:
The council engaged in limited discussion and to that end, found consensus on the following
items.
1. Move forward on Public Works Reorganization to include funding for Leads and Superintendent
in 2018 and further work/discussion on additional FTE position in Parks.
2. Continued focus on community equity (drop racial or any other descriptor)
3. Continue on Water Infrastructure financing Plan
4. Continue focus on Human Resource issues/professional development
5. Continue with efforts on City Hall Park including funding solutions for Splash Pad
6. Continue to promote outreach programs.
7. Continue to explore Renewable Energy improvements whenever possible.
8. Continue on effort to ensure sustainable streets/utility maintenance and reconstruction
program.
9. Construct Trail Segment 8
Staff Input:
At the staff meeting held the next Tuesday staff identified that in order to achieve the consensus items
greater in-depth (more retreats) were needed specifically to discuss each of the following issues.
1. Future Funding/Charter/Levy Capacity — Market Rate Compensation
2. Comprehensive Plan
3. Vision/Identify of/for Mounds View
Next Steps:
1. Schedule meeting or time at an upcoming scheduled meeting to complete the retreat agenda
specific to making sure all council members have had their opportunity to share their specific
individual goals.
2. Discuss/determine if staffs capture of the retreat accurately reflects the retreat discussion.
3. Schedule meeting (s) to address three (or possibly more) topics identified.
Rule#1 Council Members treat each other, the staff and the public with
respect and dignity.
Rule #2 Council Members maintain the highest standards of honesty and
integrity in their public and private dealings.
Rule #3 Council Members recognize the interdependency of the Council
and the Professional Staff.
Rule #4 Council Members are courteous in their dealings, and do not
interrupt other Council Members, the Staff or Citizens when they
are speaking at Council meetings.
Rule #5 Council Members respect the individuality and contribution that
other Council Members and Staff Members bring to the City.
Rule #6 Council Members respect the majority vote of the Council, and do
not undermine or sabotage implementation of ordinances, policies,
and rules passed by the majority.
Rule #7 Council Members respect and do not belittle, the minority opinions
and votes of Council Members who are not part of the majority vote
on key issues.
Rule #8 Council Members focus on the "Big Picture of the City," thinking
and acting strategically.
Rule #9 Council Members set an example for others to follow.
ROLE AND RESPONSIBILITIES
OF •
i
1) To provide leadership, direction, and long-range planning for the city
2) To determine policy for the city
3) To hire and monitor the performance of the city administrator (to manage city
operations)
4) To adopt an annual budget for the city
5) To represent, partner and work with the citizens of the city for the best interests
of the city
6) To inform residents of major issues facing the city
7) To make appointments to advisory committees
ROLE
, RESPONSIBILITIES
= .
INDIVIDUAL ... •
UNCIL MEMBERS
1) To represent the citizens and be accessible to them
2) To make leadership and policy decisions for the greater good of the city
3) To be prepared for, and participate in, council meetings
4) To act professionally and listen respectfully to other council members, staff,
and citizens
5) To share information and communicate openly with the city administrator, and
other council members
ROLE AND RESPONSIBILITIES
OF THE MAYOR
i
1) To conduct orderly and effective city council meetings
2) To represent the city at public functions
3) To facilitate discussions on agenda items and help resolve conflict among
council members
4) To sign the city's legal documents
5) To also function as a council member
•] NWALI I DI ' '• ffm
♦,V M►
MOST SIGNIFICANT
1) To prepare and provide information for the council, to make policy
recommendations based on the information, and implement adopted policies
2) To recognize city needs and make recommendations to the council for action
3) To be a liaison between the council and staff
4) To provide leadership and foster a positive work environment for the city's
employees
5) To develop and administer the city's annual budget
6) To develop and evaluate city employees
7) To recommend the appointment of new city employees and their termination
(when necessary)
BIC
I T, IGRT I&I lei 21111111 am
1) To provide leadership and goals for their departments
2) To manage the day-to-day operations of their departments
3) To recognize city needs and make recommendations to the city administrator
and council for action
4) To prepare the department's annual budget
5) To communicate and cooperate with other entities in the city
6) To keep the city administrator, council, public, and staff informed.
SIGNIFICANT
7) To provide leadership and foster a positive work environment for department
Employees
8) To provide training and development opportunities for department employees
9) To recommend "new hires" to the city administrator and city council
ROLE AND RESPONSI
OF EMPLOYEES
1) To have a positive attitude towards their job and when dealing with the public
2) To be team players
3) To be fiscally responsible
4) To be positive representatives and ambassadors of the city
5) To have a strong work ethic
6) To be receptive to, and participate in, training and development opportunities
r
•] I Wil 0 111' ' •*;Kola
I
1) To vote in city elections
2) To provide fiscal support for city services and operations; i.e., to pay their taxes
3) To keep informed on issues that affect the city and to communicate their
concerns to the city's elected officials and staff
4) To be involved in community affairs
5) To be positive contributors to the community