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~, <br />i. <br />Page Four ~~ ~ ~ ` <br />;; i <br />~~ <br />Objectives, continued <br />I. Strategy for responding to guidelines in press (City .Manager/ <br />Council). <br />J. Star Cities - public relations in development areas:.. <br />K. Entrance to city boundaries (signs, weeds, "welcome"). <br />L. .City slogan; contest, Stockyard Days. <br />M. Name tags, bumper stickers, flags, police badges. <br />The City of New Brighton has undertaken a large task and many additional <br />objectives will be identified. Nevertheless, the plan outlined above <br />provides a .framework for decision-making and action, and a sharp and <br />clear vision of where the City wants to go and how it will get there. <br />Conclusion and Recommendations <br />Two major concerns were dealt with in the workshop:' team-building and <br />planning. Both concerns are on-going;. nevertheless, significant <br />progress was made. The Council has a renewed commitment to work <br />together-and the staff has a clearer view of the Council's view of New <br />Brighton's future. In addition to the specific steps embodied in the <br />plan outlined above, .the Government Training Service has the following <br />recommendations: <br />1. The council evaluate its working relationships in hree <br />months (perhaps with .consultants) to see if progress is <br />being made .(June 1984), <br />2. Mission Statement and Goals be offici-ally adopted by .the <br />Council. <br />3. An .action program be developed incorporating objectives <br />identified above and other objectives with specific <br />targets,. guideposts for reaching those objectives. <br />4. Council identify ways to gain citizen, staff and commis- <br />sion "ownership" of Mission Statement and Goals, and to <br />broaden commitment to these goals. <br />5/84: <br />