Report on the Dandridge 2004 Board and Staff Retreat
Introduction
The Dandridge Board of Mayor and Aldermen and city staff met in a retreat format at the
River Terrace in Gatlinburg on March 12-13, 2004. The purpose of the retreat was as follows:
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To review the status of current plans and projects.
To discuss budget-related items including capital improvements and debt
schedules.
To learn about policy vs. administration and the structure of local government.
To develop a mission statement.
To identify board and staff Acontributions and expectations.@
To update the Town=s strategic plan.
This report provides detail concerning the mission statement process, the Acontributions
and expectations@ process and the update to the Town=s strategic plan.
Mission Statement
A mission statement was developed by the Board with input and suggestions provided by
the staff. This process resulted in the adoption of the following statement:
The Town of Dandridge will work to:
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preserve and promote our history and natural beauty;
provide a hometown atmosphere which is safe and pleasant; and,
help create and fulfill a vision of our community=s future.
We will meet these goals:
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through an honest, respectful, and efficient government;
through teamwork;
through open communication; and,
through the planning and delivery of quality services.
Contributions and Expectations
During this part of the retreat the Board and staff completed an exercise designed to
identify the contributions each could make toward the other and the expectations each has of the
other. Here are the results:
Expectations the Board Has of the Staff:
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Implement policies established by the Board.
Provide effective budget management.
The City Administrator and department heads should maintain a good balance of
office duties and outside public relations.
The staff should provide for the efficient and safe management of the every-day
operations of the Town.
The staff should report to the Board on both successes and problems.
Contributions the Board Will Make To the Staff:
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Support and respect for the staff.
A willingness to listen.
Provide necessary funds, equipment and manpower to enable the staff to do their
jobs.
Allow staff to work without interference.
Provide honest and fair evaluations.
Expectations the Staff Has of the Board:
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Provide a vision or mission which includes guiding principles for Town
operations.
Maintain a holistic view of the Town.
Know the consequences of decisions which are made.
Provide staff with constructive criticism, feedback, and support.
Provide adequate funding for policy decisions.
Conduct relationships with honesty and integrity.
Contributions the Staff Will Make to the Board:
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Provide efficient services.
Utilize values of leadership.
Provide technical support, expertise, and alternatives to help with decisionmaking.
Provide strategies to help achieve efficient implementation of policies.
Focus on day-to-day operations and the implementation of the Board=s policies,
thus keeping with our form of government by concentrating on administrative
issues.
Strategic Plan Update
Here are the one-year goals which were established at the retreat of 2003. Following each
is an indication of the goal=s status:
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1.
Develop a Acity facilities@ plan. STATUS: Partially completed through a number of
actions related to the public works facility.
2.
Complete the 3-bay fire hall expansion. STATUS: In progress.
3.
Develop a comprehensive land use plan. STATUS: Completed.
4.
Establish an Economic Development Board. STATUS: In discussions.
5.
Refinance water/sewer bonds. STATUS: Completed.
6.
Hold another retreat. STATUS: Completed.
7.
Complete sewer to feasible areas. STATUS: Planning in progress.
8.
Add a digester. STATUS: Completed through other additions to the utility.
9.
Purchase property for a municipal building. STATUS: Completed.
10.
Purchase a Public Works Department building at fair market value. STATUS:
Completed.
11.
Increase the administrative travel budget (in order to increase the City=s exposure).
STATUS: Not completed.
Below is the 5-year strategic plan which was first established at the retreat of 2003. This
plan has been updated including elimination of goals which are no longer applicable, addition of
new goals, and the alteration of others in order to fit new objectives.
1.
Maintain our core city services and the quality/value of these services. Be sure that they
are cost effective and that the feasibility of providing these has been studied.
2.
Establish a business development process.
This process should include:
- An Economic Development Board.
- The hiring and support of an economic development professional (recruiter).
- A comprehensive infrastructure development plan.
- The acquisition of land to support these initiatives.
3.
Obtain or construct a centralized municipal building in the downtown area.
4.
Complete the expansion of water and sewer services within the city (to viable areas).
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5.
Develop the city organization as an effective team.
- Hold annual staff and board/staff retreats.
- Develop ourselves as a Ahigh performance organization.@
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Develop the lake (including a comprehensive plan for both development and
infrastructure).
7.
Develop our capacity for tourism, including the establishment of a ATourism
Development Board@, improved signage, and the possible development of a visitor
center.
8.
Complete a comprehensive transportation and parking plan (including a transportation
flow plan).
9.
Improve our sidewalks (especially in the downtown area and including extensions to the
historic areas).
10.
Protect our existing greenspaces and provide more greenspace and Abuffer@ areas.
11.
Construct a bridge on 92.
12.
Network our computers.
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Examine long-term questions which occasionally arise within the community (and maybe
conduct a citizen survey to determine citizen opinions), including:
- The question of the Town=s development focus (e.g. industrial economy vs. tourist
economy).
- The amount of sprawl the Town should allow.
- The question of liquor sales.
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