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HomeMy WebLinkAbout03.06.15 Work Session Packet City of Farmington Mission Statement 430 Third Street Through teamwork and cooperation, Farmington,MN 55024 the City of Farmington provides quality services that preserve our proud past and foster a promising future. AGENDA CITY COUNCIL WORKSHOP March 6, 2015 12:30 PM Farmington City Hall Strategic Planning Work Session 1. CALL TO ORDER 2. APPROVE AGENDA 3. DISCUSSION ITEMS (a) Strategic Planning 4. CITY ADMINISTRATOR UPDATE 5. ADJOURN yq ttRik City of Farmington Z' 430 Third Street Farmington, Minnesota 651.280.6800 -Fax 651.280.6899 'art, www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: Strategic Planning DATE: March 6, 2015 INTRODUCTION The city council has requested that we conduct our annual strategic planning session again in 2015. The session is scheduled for Friday, March 6, 2015 at Farmington City Hall. DISCUSSION The city council spent the better part of a day in 2014 having the discussions that were used to make up the 2014 strategic plan. In 2015 we will use a similar approach to update the plan as the second year of a two year strategic plan. Dave Unmacht from Springsted Incorporated will once again lead us in our strategic planning efforts. There are two documents attached for your review. The first is the 2014 strategic plan with a status update on the projects included in this plan. The second document is a powerpoint presentation that Mr. Unmacht has put together that will help lead us through our work on Friday. BUDGET IMPACT TBD ACTION REQUESTED Review the attached documents and come prepared to share your thoughts and priorities as we develop our 2015 strategic plan. ATTACHMENTS: Type Description O Backup Material 2014 Strategic Plan © Backup Material 2015 Strategic Planning Power Point Presentation eicFARMj Cas) ;ow a w •o j I. p G �J OAgsT • A PR0��5`�� Farmington City Council 2014 Strategic Plan City of Farmington, Minnesota Strategic Plan 2014 Farmington is a growing community that offers small town charm with unique suburban city offerings Short Introduction—City of Farmington, Minnesota Located in western Dakota County roughly 25 minutes south of the Minneapolis - St. Paul International Airport and the Mall of America, Farmington is a growing community that offers small town charm with unique suburban city offerings.The City continues to transform into a vibrant suburb in the Twin Cities. Farmington has a vibrant business community which incorporates the contrast of new commercial development with a well-established traditional downtown. In addition, the City's Industrial and Business Parks offer opportunities for a wide array of uses and companies of all sizes. Farmington's established development and design standards support the City's desire for quality development. With the presence of the Vermillion River, the existence of working farms and the City's extensive park and trail systems, the community has an abundance of natural resources. These amenities in part account for the extensive residential growth of over 3,000 households added to the community within the last decade. According to the 2014 City population estimate, Farmington's population is 22,231 and boasts an above average median household income. There is a general consensus that over the past decade the City has moved from "a small town to a growing suburb" and this has distinct advantages and challenges for the community. Mission Statement Strategic planning complements existing documents and plans, most notably the city' mission statement, Through teamwork and cooperation, the City of Farmington provides quality services that preserve our proud past and foster a promising future. What is Strategic Planning In organizing the strategic planning work session, Mayor Todd Larson reflected upon the many priorities facing his community, he noted, "We have many exciting things happening in our city and it is a perfect time for us to meet to update our existing plan, establish a new direction and develop a plan for us to move our city forward in a positive direction." As the Mayor,City Council members and staff recognize, a strategic plan is a tool for city leaders to identify priorities, programs and services and put them into common elements (strategies and goals) by organizing them into one document that serves as a valuable resource and guide for the future. A strategic plan is a means for the City Council to ensure that resources are applied in an optimal manner. Similar to many cities, local resources (time and money) are constrained and a strategic plan Farmington Strategic Plan Page 1 =o�FARM��� 1,4,2 complements and coordinates all other planning tools in use today, including the Comprehensive Plan. Several key benefits to the City's efforts include: • Provide a written road map with clear accountabilities and documentation • Enhance your ability to focus on the most important policy and program areas • Communicate to your residents, businesses and stakeholders what is important to you • Coalesce employees around common goals and priorities • Strengthen your organizational effectiveness The primary objective of the Farmington City Council and staff is to establish a consensus-based direction for the City and then pursue implementation strategies to achieve that direction. Strategic planning is fundamentally a tool to assist city leaders in reviewing where you have come from, where you are today and where you want to go in the future. The critical link is to connect plans with resources, time and the priorities of the City Council. It is well established that a successful process and plan can support and help the city in at least four essential areas: decision-making, leading, managing and communicating. By understanding the value and committing to implementation city leaders ensure that their time and commitment will be purposeful, useful and successful. Previous Plan City leaders in Farmington are experienced in goal setting and strategic planning. They have an established plan already in place(2013-2017). The plan includes five strategies designed to pursue the City's mission. These strategies are: • Ensure the long term financial health of the City • Position the City for future economic development • Review the use and efficiency of city facilities • Maintain the long term viability of city liquor operations • Continue communication with residents and partnerships with other local governments Together with the five strategies the city identified 30 five-year goals. These goals identified many projects and activities in pursuit of the strategies. A copy of the previous strategic plan is available in the City Administrator's office. Work Session Goals The goals of the City Council — City Staff work session were multiple and dynamic; shaped by the experience,tenure and expectations of each participant. Based on input from elected officials and staff the following five goals were identified: 1) Open and honest discussions 2) Encourage active participation 3) Identify and discuss important issues 4) Develop a clear plan with clear goals for the future 5) Reflect on success and progress of the City Farmington Strategic Plan Page 2 v - Z s !y City Council Input The City Council and staff believe they are in a perfect position to pursue a proactive and progressive plan. Councilmembers noted several key variables that influence the City today, including:a)their willingness to work hard and do what is best for the citizens; b)together,the city team has come a long way over the past few years with stringent budgets; and c)the team works well together with clear roles understood. Work Session Process The process was initiated by the City Council and organized and structured by the City Administrator. The process began with a department head questionnaire asking for input on four essential questions: 1. What are your short term goals? 2. What are your long term goals? 3. How does your department fit into the big picture of Farmington government? 4. What are you looking for from the City Council? The information was collected, organized and prepared into a six page handout that was presented for review during the work session. Personal input from the City Council members was provided through discussions with the City Administrator and during a pre-work session phone conversation with the facilitator. Two questions were posted to the elected officials: 1. What goals do you have for the process? 2. What topics do you want to discuss during the meeting? The work session was held in City Hall on March 20, 2014. City Council members,the City Administrator and department leaders attended and participated in the day-long meeting. To support the outcomes, the agenda topics included a wide-ranging discussion of specific topics that focused on the assets and strengths of the City and Farmington community. Agenda items included background on strategic planning; and external and internal variables that impact the city. Participants discussed changes that are taking place in the community, principles that define premier city governments; planning scenarios; and ideas and visions for the future of the city. The discussion was participatory, wide-ranging and inclusive of many ideas, perspectives and opinions. Copies of handouts and materials are available in the City Administrator's office. The City Administrator worked to add detail to the six priorities developed by the City Council. This detail was developed from the discussions held on the day of the strategic planning retreat and discussions with City Council members and staff in the past year. The draft strategic plan document was presented to the City Council on June 2, 2014. The City Council provided comments and direction on the draft document. Farmington Strategic Plan Page 3 141i Mit* Work Session Discussion Two topics produced noteworthy highlights from the discussions that are important to capture for background and context to the plan. Recent Impacts Participants identified a series of changes that have taken place which are indicative of positive momentum happening in the city and community. These were noted as: • Positive changes in city personnel; improved city attitude and culture • Recessionary belt tightening produced a lean government • Continued strengthening of the relationship with the Farmington Area School District at all levels • Enhanced image in the community • Transparent and honest financial discussions • Improved collaboration with other public agencies • Financial and multi-year planning Several anticipated short term impacts will also have strong influence in the community including: hiring a new community development director;the fall elections; economic development efforts; and the 2015 budget process. Major Priorities The day-long discussion, half with the entire group and half with the City Council and City Administrator, produced solid consensus on the major priorities of the City Council. The following topics emerged as the top priorities of the City: 1. Organizational Development 2. Application of Technology 3. Economic Development 4. Operations and Finances 5. Communication and Engagement 6. Enterprise Operations These topics are reflected in the strategic plan. Farmington Strategic Plan Page 4 t "FARM"'Pt 'II • Strategic Plan Organizational Development-Review the operational structure of the organization to maximize results and ensure our structure meets both the current and future needs of the community. 1. Conduct operational analysis of maintenance functions between Municipal Services and Parks/Recreation. Action Steps Assigned to Deadline Status Study the different options of Human Resources 10 2015 HR study completed service delivery of Municipal Services and forwarded to City maintenance operations Parks/Recreation Administrator. Review currently provided by underway Municipal Services and Parks/Recreation maintenance staff. Study snow removal options. Municipal Services 3/4Q 2014 Underway with changes made in the trail/street coordination and snow removal on Oak Street between 2nd and 3`d Streets. Review work schedules for Municipal Services Ongoing efficiencies and productivity. Administration 2. Review Fire Department Operational and Organizational Structure Action Steps Assigned to Deadline Status Review needs and Administration 4Q 2014 FT fire chief position opportunities to address Fire down to the final two providing management and Human Resources candidates. administration to a fire department in a growing metro community including the option of a full time Fire Chief/Fire Marshal Develop options to address Fire Ongoing FT chief to review this the issues related to daytime issue. call response. 3. Prepare a long-term strategic plan in Parks/Recreation that is reflective of Farmington, our available funding and City Council expectations. Action Steps Assigned to Deadline Status Review financial future of Parks/Recreation 2Q 2015 Park Fund. Finance Farmington Strategic Plan Page 5 �AiARyc� 3� r•ArrtoOsl Develop long term strategic Parks/Recreation 1Q 2015 plan for Parks/Recreation activities. 4. Continue relationship building and partnerships with our primary local government partners including Dakota County, Empire Township, Castle Rock Township, Eureka Township and the Farmington Area School District. Action Steps Assigned to Deadline Status Conduct joint meetings with the City Council Ongoing Tentative meeting School Board as needed. scheduled 7/20/2015. Continue to meet with township City Council Ongoing Empire meeting representatives scheduled 3/19/2015. Continue monthly administrative Administration Ongoing Meetings held each staff meetings. month. Invite our County Commissioner to City Council Ongoing Commissioner City Council meetings for periodic Administration attending 12/2014 updates on county activities. meeting. 5. Continually review issues that impact the organization,the employees and the community. Action Steps Assigned to Deadline Status Ensure that there are no walls City Council Ongoing between city departments or Administration personnel. Department Heads Continue efforts to equalize City Council Ongoing benefits provided to city Administration employees. Conduct periodic staff meetings to Administration Ongoing update staff on city happenings and provide opportunity to ask questions. Identify key traits of the type of Human Resources Ongoing employee we want in our Administration organization. Department Heads Advertise to allowable potential Administration Ongoing tenants for vacant space at City Hall Develop a human resources Administration Ongoing All reviews will be pyramid to ensure employee completed by the end development issues are of 2014. implemented in a timely manner including training of supervisors on a number of related topics. Farmington Strategic Plan Page 6 �o�FARM�0-1► 6. Continue efforts in the Police Department to increase citizen outreach and education. Action Steps Assigned to Deadline Status Present an annual report to the Police Admin Ongoing 2014 presentation City Council on the activities of the completed. department. Continue outreach and educational Police Admin Ongoing programs such as the Citizens Academy, Blue in the Schools and other public programs that increase contact between the department and residents. Continue to strengthen the Police Admin. Ongoing relationship between the Police Patrol department and the school district at all levels. Farmington Strategic Plan Page 7 ARM/A 44r. NI Application of Technology-Use technology to improve our efforts in all areas of city operations. 1. Leverage, maintain and/or upgrade current technology. Action Steps Assigned to Deadline Status Review the effectiveness of current Human Resources Ongoing applications,software and Finance hardware to determine when to Administration upgrade software versions and or services to increase efficiency and productivity. Develop and implement a plan to Human Resources 2Q 2015 Costs included in 2015 move all employees to the same budget. version of software which helps to improve efficiency and productivity. Upgrade current technology to Human Resources Ongoing platforms that allow for increased functionality, use by multiple users and ease of maintaining the technology in all departments 2. Research and implement new technology that improves processes and increases efficiency both internally and externally. Action Steps Assigned to Deadline Status Analyze internal processes that are All Ongoing labor intensive, redundant and outdated to determine if new or existing technology can automate and update these processes. Analyze external processes and All Ongoing determine what/when technology can provide a better customer experience. 3. Develop a technology strategic plan that includes equipment, personnel and funding. Action Steps Assigned to Deadline Status Review concept and determine Human Resources 3Q 2014 whether continuation of the IT Finance Internal Service Fund is viable as the primary IT funding sources. Determine future staffing needs to Human Resources Ongoing support increased technology including social media. Farmington Strategic Plan Page 8 i44 11‘44r•A POO) Economic Development-Position the city for future economic development with a professionally led and planned approach. 1. Successfully integrate the new Community Development Director into the organization and the community. Action Steps Assigned to Deadline Status Successful transition of newly Administration 3Q 2014 Hired Adam Kienberger hired Community effective 5-30-2014. Development Director. Provide guidance and Administration Ongoing Continues direction to the new staff City Council member. EDA Rebuild the Community Community Ongoing Continues Development Department. Development 2. Assist in the further success of the Vermillion River Crossings development. Action Steps Assigned to Deadline Status Work with the landowners Administration 2/3Q 2014 Council/staff continue and hotel developer on the Finance efforts in this area. sale of a lot and development City Council Staff feels progress of a hotel. continues. Develop a plan for the Finance 4Q 2014 Discussed at 11/2014 deferred assessments on the Engineering 10 2015 work session. VRC lots west of Duschane Administration Avenue. City Council 3. Explore land site options for future industrial development. Action Steps Assigned to Deadline Status Develop options for future Comm. Development Ongoing industrial development. Engineering EDA 4. Work with all of our partners to improve the business climate and culture in our community. Action Steps Assigned to Deadline Status Update/consolidate all of our Community 10 2015 Work continues in this existing economic Development area. development related plans. Work with the Dakota County City Council Ongoing Regional Chamber, Farmington Business Association and other interested groups to ensure we are moving forward Farmington Strategic Plan Page 9 �.�`�icAR/* 14.41. 06/ together with a positive image. Ensure that city staff is Comm. Development Ongoing working cooperatively with Administration developers to achieve economic development goals and maintain the integrity of city guidelines. Farmington Strategic Plan Page 10 U�2 Po 4i Mimi 4A ` G asr.APRON,\''' Operations and Finances-The City Council and staff will work together to continue to improve the financial health of the City, developing plans that put the City in a position of strong economic health. 1. Develop a comprehensive and professional financial management plan bringing together all of the work performed in recent years and summarizing goals for future plans. Action Steps Assigned to Deadline Status Bring forward a consolidated Administration 3/4Q 2014 City administrator financial management plan Finance presented draft at that summarizes all of the February 2015 work financial and capital session. improvement planning work that has occurred in the past few years. 2. Continue to work to get all funds to a positive status year round. Action Steps Assigned to Deadline Status Continue the work in getting Finance Ongoing General fund positive all funds to a positive status Administration for all of 2014. Work year round. Report back on City Council continues in the debt this issue to the City Council service fund. on a quarterly basis. Continue to develop plans Finance Ongoing and educate City Council members on efforts to adequately fund (tax levy) previous debt issues. 3. Develop a strategy to improve the city's bond rating. Action Steps Assigned to Deadline Status Develop a plan to improve Finance Ongoing Discussed at 2014 work the city bond rating including City Council session. Will ask for steps that can be acted upon reevaluation with 2015 as a part of the budget, bond issuance. bonding and other decision making areas. 4. Develop an annual budget and budget process that is collaborative and easily understandable. Action Steps Assigned to Deadline Status Develop a professional yet Finance Ongoing easy to understand budget Administration document on an annual City Council basis. Farmington Strategic Plan Page 11 Abau l•A PRO° Annually review the level of City Council Ongoing funding for public safety Administration compared to other city functions. Consider long term for City Council Ongoing Part of the financial potential city tax levy Administration management plan increases to pay for Finance reviewed in 2/2015. current/future projects. Farmington Strategic Plan Page 12 tFA5H Communication and Engagement-Continue to use a wide variety of tools to communicate with our residents and improve our efforts to share the status of work. 1. Update the city's website in 2015. Action Steps Assigned to Deadline Status Develop and implement an Human Resources/IT 4Q 2015 2015/2016 budget update to the city's website. and project. 2. Improve the city's use of traditional/social media tools to communicate with residents. Action Steps Assigned to Deadline Status Vary the content of information Human Resources Ongoing included in the city newsletter including more news type stories. Develop Facebook pages for the Human Resources 4Q 2014 PD page active. Liquor Store and Police Liquor Operations Department. Police 3. Update and improve the quality of Farmington's presence on our cable channel. Action Steps Assigned to Deadline Status Improve the content/readability Parks/Recreation 3Q 2014 of advertisements for programs. _ Update the content of city All Departments Ongoing information displayed. _ Improve the quality of Human Resources 3Q 2014 Completed presentation equipment in the Administration City Council Chambers. 4. Improve the image of Farmington. Action Steps Assigned to Deadline Status Consider conducting a resident City Council 10 2015 Underway survey in 2015. Publicly celebrate the successes City Council Ongoing we have as an organization. Conduct an annual State of the City Council Ongoing 3/18/2015 City address that highlights presentation. Farmington. Departments should schedule All Departments Ongoing quarterly/annual presentations to the City Council to highlight the positive things occurring in their area. Farmington Strategic Plan Page 13 f4t24* 104 t Enterprise Operations-Ensure success and develop solid financial plans that ensure the long term sustainability of our enterprise operations. 1. Continued implementation of the liquor division financial plan. Action Steps Assigned to Deadline Status Formalize the financial plan Liquor Operations 2Q 2015 3/2/2015 city council (four pots philosophy) approach Administration meeting discussion. for current and future liquor City Council operations funding. 2. Continue to improve annual financial health of the Schmitz-Maki Arena and set aside funding for future facility improvements. Action Steps Assigned to Deadline Status Set realistic annual budgets that Parks/Recreation Ongoing are operationally positive. Finance Review/set goals and plans for Parks/Recreation Ongoing Ice Arena Fund for future capital Finance investment. Review any plan proposed by the City Council Ongoing Ice for Tigers group. Administration Finance Parks and Recreation 3. Review options to continue to reduce the reliance on tax levy dollars at the pool and Rambling River Center while maintaining the services we provide. Action Steps Assigned to Deadline Status Share history of tax levy support Finance 3Q 2014 Completed with the City Council as a part of the 2015 budget process. Develop targeted level of tax City Council 3/40 2014 levy support. 4. Analyze future of the swimming pool and possible splash pad at current site along with potential recreation facility in Jim Bell Park and Preserve. Action Steps Assigned to Deadline Status Develop cost options and Parks/Recreation 2Q 2015 More discussion to schedule for the closing of the Finance occur with pool after the 2015 season and Administration community survey replace it with a splash pad for results. the 2016 season. Develop options,timeline and Administration Ongoing financial impact of a plan to Parks/Recreation 2014-2016 consider a recreational facility to Finance Farmington Strategic Plan Page 14 .4!M j�� 1046 be placed in Jim Bell Park and City Council Preserve for voter consideration in November 2016. Farmington Strategic Plan Page 15 U Z !y O Implementation The strategic plan is designed to be a guide and roadmap for the City moving forward. A strategic plan has varying lengths—generally three to five years is the norm. It is intended to be a dynamic document that will look forward three to five years or more to strategically facilitate discussions on the city's multiple priorities. A strategic plan is updated as needed, both informally and formally. It is intended that the Council will be provided with periodic updates each year and to review and update the plan on at least an annual basis as determined by the City Council in partnership with the staff. The following immediate specific steps are desirable to move forward with the strategic plan. I. Short Term Responsibilities of the City Council 1. Commit to personally understanding the concepts in the plan 2. Include the plan in future Council orientation sessions 3. Develop a schedule for periodic updates and reviews(3-4 times per year) 4. Take responsibility for goals and action steps that originate with the Council 5. Use as a guide for the development of the 2015 budget II. Short Term Responsibilities of City Administration and Staff 1. Convene department leaders to develop specific goals and action steps within each topic 2. Present to the City Council for review, discussion and adoption in an agreed upon timeline 3. Communicate the Strategic Plan to the staff, public and stakeholders (e.g. website, newsletters, social media,etc.) 4. Develop integration and immersion ideas including the budget process, existing and future planning documents, leadership team meetings, performance measurement, professional development and training,new employee orientation,etc. III. Short Term Responsibilities of the City Team 1. Identify early wins and short term goals that can be accomplished 2. Celebrate successes 3. Develop realistic timeframes and expectations 4. Use our experience and assets to help us Farmington Strategic Plan Page 16 City of Farmington, Minnesota City Council — Staff Work Session 12:30 to 4:30 p.m. March 6, 2015 David Unmacht Springsted,Incorporated Public Sector Advisors Springsted Dilbert I THINNING OF IF I UNDERSTAND THE !1 M AL yOV SO GETTING INTO THE 300 DESCRIPTION,YOU A HAVE TO REALLY? STRATEGIC PLANNING BASICALLY HALLUCINATE PRETEND THAT GAME ABOUT THE FUTURE AND ° ITS USEFUL SOUNDS THEN SOMETHING Y OIFFE0.ENT HAPPEttS. i ) �) .,3'i a iz irk. I C Public Sector Advisors I Springsted 1 Work Session Goals • Four goals — Open and honest discussion — Identify and discuss important issues — Update the current plan with new goals — Reflect on and recognize the progress made by the City Public Sector Advisors z Springsted Work Session Agenda • 12:30—Welcome and Opening — Mayor and City Administrator • 12:40— Setting the Stage — Topical discussions • 1:30—Updates from Staff — Existing plan, projects, ideas and current activities • 2:30 —Break • 2:45 —City Council Discussion — Identify ideas and opportunities Public Sector Advisors s Springsted 2 Summary of City Council Input • Priority of tax base and economic development — Vermillion River Crossing — Downtown — Utilize city properties • Council & staff work well together • We have a strong staff team • Sustainability; green energy ideas • Update our plan with new goals Public Sector Advisors a Springsted Summary of City Council Input • Review of"CARS" • Staffing levels • Strive for operational efficiencies • City hall space • Good faith and trust in the administrator • Continue positive financial direction • Capital improvements Public Sector Advisors a Springsted 3 Mission Statement Through teamwork and cooperation, the City of Farmington provides quality services that preserve our proud past and foster a promising future. Public Sector Advisors o Springstecl Non Sequitur l LTloN V6. crr. J' � ' V-X6Ct)TtON . � g glorvtx.anew. - Public Sector Advisors Springsted 4 Setting the Stage • What changes are notable and significant from when you met one year ago? • What is already underway that will potentially impact the City and community into the future? • "Farmington is a growing community that offers small town charm with unique suburban city offerings." — "Farmington is a bedroom community" • What are realistic expectations for our future Public Sector Advisors a Springsted The Critical Trends • Pace • Transparency • Technology • Demographics • Politics • Impatience • Collaboration • Workforce Public Sector Advisors +3 Springsted 5 What are Strategic Issues? (Bryson edited) • Fundamental policy choices or challenges facing the City • They arise in the City's boundaries or relevant touch points • They are something the City can do something about (not always directly) — Boundary crossing; resource intensive; politically loaded; often irreversible; and highly consequential Public Sector Advisors io Springsted Importance of Leadership (Bryson) • Good leadership at all levels is key, with appropriate attention given to: — Vision and goals — Strategy formulation — Strategic programming — Process management and improvement — Others... Public Sector Advisors ii Springsted 6 Reflection on Leadership • What are your expectations of the Mayor? • What are your expectations of the City Council? • What are your expectations of the City Administrator? • What are your expectations of staff? • What are your expectations of the citizens? Public Sector Advisors Springsted 2014 — Major Priorities 1. Organizational Development 2. Application of Technology 3. Economic Development 4. Operations and Finance 5. Communications and Engagement 6. Enterprise Operations Public Sector Advisors 13 Springsteci 2014 Strategic Plan High level overview of existing plan Public Sector Advisors '4 Springste d Planning Question • We are already pushing the limits with our programs and services and really can't do much more than we are already doing right now. It may not be ideal, but we need to be in a sustaining mindset. • Now is the perfect time to move our City forward by taking more risks and stretching our goals and strategies. It may not sound right in today's environment, but we need to be more aggressive in planning our future. Public Sector Advisors is Springsted 8 The Future — to 2025 • What dreams and aspirations do you have for the City? • What are your legacy decisions that you will make today that the 2025 Council will compliment you on? • What services do you provide today that you know will either not be provided or will be done differently in 2025? • What collaborations or partnerships may be possible that could alter how we do business? Public Sector Advisors 18 Springsted Premier City Governments • Plan for the future — Balance short and long term resources and priorities • Understand roles and expectations — Clear duties and responsibilities are clear • Strive for efficiency and effectiveness — Implement defined structure and operating models • Place an emphasis on communication — Both internal and external • Share common values — Respect individual opinions,work to seek consensus Public Sector Advisors 17 Springsted 9