Our world and community will continue to change at a rapid pace. For our government to most effectively serve its citizens, it must operate with dedication, high performance, and a conscious acceptance of the necessity to change. To reach the full potential of service as a high-performing organization, the City must develop a strategy for managing change that places the government in a role of active participation with the community.
This active role as a catalyst for change places the City in a different kind of leadership position than expected of governments in previous decades. In recent years, our local government began the process of doing everything it can to become a high performance organization by taking steps toward building a strong team of staff, elected officials, and citizens who could all work together collectively to meet the changing needs of the community.
The leadership team of the City, including commissioners, department heads and others, has been involved in a specific organizational change and development process designed to focus the City staff on leadership, vision, mission, goals and objectives, and improvements in systems and procedures. Improved performance, that is, better service to customers at the lowest possible cost in an ever-changing environment, is the ultimate objective.
Evolving as a team toward acceptance of this new position of leadership has required patience, dialogue, commitment and action on behalf of many involved people committed to public service. The process has resulted in many of the goals and objectives established in this document. The process also has provided the City with means to measure and benchmark success in its efforts to operate as a responsive and innovative local government. In the spring of 2001, the City's high performance efforts were recognized at a "Best Practices" conference sponsored by the International City/County Management Association in Providence, Rhode Island.
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