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Home My WebLink About6.a. 2015 Goal Setting Session 4 ROSEMOUNT YOUTH COMMISSION Within the City Council Goals to Grow, Live and Manage Rosemount, the Youth Commission establish the following as their 2014-2015 goals GROW Increase Youth job opportunities • Support new and existing business work opportunities to gain experience • Promote Youth volunteerism to build skills Increase Sport/Recreational opportunities and facilities • Support a Rosemount YMCA facility • Support indoor sports/pool facilities LIVE Increase Youth Commission community presence • Maintain current RAAC Partnership Events • Identify new partnership opportunities increase recreational, sporting and cultural events • Increase connection to Rosemount Neighborhood Family Resource Center—and other similar organizations Increase Youth gathering locations and activities • Support Central Park improvements MANAGE Increase Youth Participation in Political Structures • Identify and partner with Rosemount High School student organizations • Promote recruitment of younger citizens to the Youth Commission The Commission discussed trying to connect the different goals together as some of the events would meet several different goals. Votes Goal 8 Identify Partnerships—RAAC,Warrior Run, Leprechaun Days, Halloween Trail,etc. Increase Sports/Recreational Opportunities—Indoor sports facilities,YMCA, Community Center,pool Increase Community Events—swing dance,recreational events,sports tournaments, competitive events,medallion hunts,dodge ball,talent shows,art and cultural festivals 5 Increase Job Opportunities—more local businesses Increase Youth Volunteerism—more opportunities and awareness of needs, organization participation 2 Increase Communication of Local Events—social media,webpage links Maintain or Increase RAAC Partnership Events—Tree Lighting,Swing Dance,Star Wars Event,Movies,etc. 2 Increase Infrastructure Repair—road maintenance and street light timing 2 Increase Development—commercial,senior center,senior living,apartments 1 Increase Fundraising for Charity—360 Community,Rosemount Neighborhood Family Resource Center,Relay for Life 1 Increase Cultural Events—Culture Fair, Irish Soiree,Cultural Festival with RAAC Increase Connection to Rosemount Neighborhood Family Resource Center Increase Recreational Gathering Places— fire pit Increase Medical Facilities Increase Youth Participation in Political Structures—Youth Commission,Student Government,Park&Recreation Liaison IN=Kirin\Youth Commission\2013 21114 YC Information\20140226 Youth Commission Goal Setting Discussion.docx Goals and Leadership Development Groups Increase Youth Job Opportunities Commissioners: Dennis, Radosevich, Saal,Wick, and Yambing Short term goal: Resume writing class for youth Long term goal: Sponsor a job fair Increase Youth Commission Community Presence Commissioners: Hinderaker, Revanur,and Schalliol Short term goal: Promote Youth Commission in Rosemount Middle School Long term goal: Create a long-term relationship with the Robert Trail Library Increase Youth Gathering Locations and Activities Commissioners: Corrigan, Demuth, Munson, and Wuellner Short term goal: Movies in the Park summer of 2015 Long term goal: Partner with RAAC on young adult theater ROSEMOUNT YOUTH COMMISSION REGULAR MEETING PROCEEDINGS October 22, 2014 Excerpt OLD BUSINESS 7.a. Goals and Leadership Development The Youth commissioners split into their small groups to review timelines for the completion of tasks. Chairperson Dennis reviewed the timeline for the Increase Youth Job Opportunities group. The short term goal is to hold a resume writing class. Chairperson Dennis will talk to Mr. Macho to find dates that he may be willing to teach a resume writing class. From there the group will find a suitable location and are hoping to hold a class of 10 -15 students in the spring. Once dates are confirmed advertising will be necessary. The long term goal is to hold a job fair for which there will be the need for a sub-committee. Work on this goal will begin early 2015 in determining a location and date,working through the summer and into the fall contacting employers and to start advertising. Commissioner Hinderaker reviewed the timeline for the Increase Youth Commission Community Presence group. Short term goals include the announcement of 100th Anniversary and One Tile One Rosemount events at Rosemount Middle School to encourage participation. The group's long term goal is to form a strong relationship with the Rosemount Library and invite them to a Youth Commission meeting in an effort to forge partnerships. Commissioner Corrigan reviewed timeline for the Increase Youth Gathering Locations and Activities group. Short term goals include movies in the park this summer,including two movie times. One for smaller children that would begin earlier in the evening and one for teens that would begin later in the evening after dark when small children would not be using the parks. The group sees this as a free event with food trucks or concession stands. Long term the group is looking to enter into a partnership with RAAC sometime after March when major events are over and planning for summer and next fall will begin. ROSEMOUNT YOUTH COMMISSION REGULAR MEETING PROCEEDINGS November 19, 2014 Excerpt OLD BUSINESS 7.a. Goals and Leadership Development The Youth Commissioners broke out into their small groups to provide an update regarding goals and leadership development. Commissioner Revanur reported that over the past week the group accomplished their short term goal of promoting the One Tile One Rosemount project and the Youth Commission in general to the middle schoolers. Revanur added that the One Tile One Rosemount event was well attended at the high school. Commissioner Munson advised that their group would provide an update next month as Wuellner had the group's information and was absent from the meeting. Commissioner Dennis reported that his group is putting together a resume class and has confirmed with Mr. Macho at the high school that he is interested in teaching this class in the spring. Dennis recommended that a subcommittee be assembled to work out the details of this class once the Tree Lighting Event has occurred. Exploring Innovation in City Government • Reducing cost/increasing organizational efficiency 4. Improving quality of service s ' ' ❖ Ability of new approach to address existing community need y ••• Finding solutions to long-lasting problems o • Fulfilling the vision of elected officials a ; • Increasing civic engagement ❖ Responding to pressure from community members • Do you have leadership support? c ❖ What is the city trying to institutionalize? y ; 4. Why is it trying to institutionalize it? Have you developed a framing and ev E ; communications strategy? o ; ; ❖ Does the city have a common language to talk about innovation and metrics? • What funding/budget is available to support these efforts? Is it ongoing? • Are there models that other cities are using that can be replicated or adapted? Nei o = ' ❖ Should the initiative be housed in the Mayor's Office? c 4. How should stakeholders be incorporated into the model? i— cn • How should the initiative allow other agencies to provide an active voice? = ❖ How should benchmarking and measurement be organized? ❖ What unique skill-set does the initiative need? Do those skills currently exist in the city o ; ; today? If not how can the city organize them? 0 Ili ❖ How can duplicative efforts be streamlined and existing initiatives leveraged? - • C ; o ❖ How to continuously support complementary work through multiple agencies? , ❖ How will successful efforts be replicated and adapted throughout agencies? CL2 o ; • How will unsuccessful efforts be reworked, phased out and/or reintroduced? of = How will these approaches be transitioned from one administration to the next; how will they be codified? ❖ Funds and financing ❖ Legal requirements ❖ Employee time to implement new ❖ Lack of employee engagement approach ❖ Civic opposition — — ❖ Complex administrative/approval = ; ❖ Capability to customize solutions for my procedures CO y p I ; city/county o ; ••• Qualified or skilled personnel ❖ Inadequate technological infrastructure - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ❖ Data Smart City Solutions: ❖ Living Cities: co CA datasmart.ash.harvard.edu http://www.livingcities.org/blog/ ❖ National Resource Network: ❖ California Civic Innovation Project: CA i ; nationalresourcenetwork.org http://ccip.newamerica.net/ a3 t ; ❖ Better, Faster, Cheaper: ❖ IBM Center, Business of Government http://www.qoverninq.com/bloqs/bfc businessofgovernment.orq Concepts adapted from The Case for Strengthening Personal Networks in California Local Government,Understanding Iota. Innovation Typologies Characteristics ; ; Challenges , ; Examples , . , I , ❖ Mayoral support • Cooperation of relevant •: Offices of Innovation • Clear unit mandate departments across City Hall • Bloomberg — n • Support serial innovation: ❖ Team capacity Innovation Delivery _ ' Structural, cultural change that ❖ Balanced collaborative Team a ° strives for continuous, partnerships ❖ (Boston) Mayor's incremental innovations ❖ Transferability of solutions and Office of New Urban technology Mechanics - • Creative capacity within ❖ Cooperation of middle ❖ Denver Peak existing workforce, including managers Academy education and skills training ❖ Education and communication • Alliance for 0 m ; • Political cover/safe space for efforts for all employees Innovation (AZ) A E public employees to innovate (including managers) addresses skill gap in a 3❖ Lower organizational hierarchy ❖ Rationalization of work local government ,E a ❖ Supportive of continuous processes and utilization of lean by matching with W incremental improvements practices for standardization skilled employees of ❖ Additional measures required to other municipalities ensure the quality of service increases along with efficiency ❖ Focus on outcomes, not ❖ Adoption of best practices can ❖ Baltimore CitiStat r process, to improve service crowd out risk tolerance ❖ NYPD CompStat E quality necessary for developing future ❖ SomerStat E ❖ Prioritize what to do with data innovations (Somerville, MA) G2 o over what to measure ❖ Current measurements cannot ° °t Align data and evaluation tools account for new kinds of el E y ; with strategic goals outputs created by innovative = oil ; processes o. • Adaptive metrics to account for implementation dips and . • Unite diverse actors around ❖ Local innovators outside • Denver Office of common goals (networks and government unfamiliar with Strategic T leveraged funding) navigating bureaucracy Partnerships = ; • Cultivate pipeline to ❖ Complex management process ❖ Boston GreenLight co ; encourage innovation within ❖ Diverse stakeholders with Fund o 3; and outside government potentially conflicting goals ❖ Teach for America z ; ❖ Move innovations from pilot to and City Year u. o ; mainstream ❖ NYC Center for ea ❖ Incubate local innovation Economic through skills training and Opportunity ..........- networking •:• Operational change • High political cost of breaking ❖ Participatory (government and clients) status quo- existing service budgeting ❖ Increase competition for providers can be powerful ❖ Open data service provision constituent groups legislation ! ❖ Communication and ❖ Requires regulations, NYC Operations C.2 ° education procedures, convention to be cure period review a = • Decrease administrative changed or created burden on providers ❖ Citizens/clients typically have ❖ Stakeholders are engaged, in little choice among public conversation and action service provider, even if - - - - unsatisfied