HomeMy WebLinkAbout1997 02-20 CCP Planning Session with Facilitator �P� t
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CITY OF BROOKLYN CENTER
MINNESOTA
CITY COUNCIL TEAM-BUILDING
AND LEADERSHIP WORKSHOP
1. OBJECTIVES:
a. Continue the team-building and goal-setting efforts initiated by the Council
i n 1996.
b. Review the application of the Ten Characteristics of Highly-Effective
Councils within Brooklyn Center and identify those areas where Council
effectiveness as a governing body can be improved.
c. Establish within the Council the ground rules for Council performance and
Council member interactions.
d. Review the goals proposed for 1997 at the Council Goal-Setting Workshop
conducted on May 30, 1996 and make revisions as may be deemed
necessary.
e. Pre are ro osed oals for establishment of 1998 Work Pro ra
P P p ms and
9
9
budget priorities.
f. Identify specific follow-up items that need to be addressed jointly by the
Council and Manager to improve City leadership performance and Council-
Staff and Council-Community working relationships.
2. ACENDA
2:00 PM Welcome and Introductions
2:10 PM Review of the 1996 City Counci( Workshops
2:45 PM Assessment of the current Council and the degree to which
it reflects the Ten Characteristics of Highly-Effective
Governing Bodies
1
4:00 PM Review of 1997 Goals and Work Plans to 'identify potential
revisions and other objectives and priorities that you may
desire.
5:00 PM Dinner
5:45 PM Discussion on how Council would like to proceed to establish
1998 Goal, Budget Priorities, and Work Pfans.
7:15 PM Other items we wish to address pertaining to city leadership
I performance, Council-Staff, and Council-Community working
re(ationsF�ips.
8:15 PM Wrap-up and definition of desired workshop follow-up
activities for Council and the Manager:
8:30 PM Conclusion of Workshop
i
I
2
ch
LEADERSHIP PERFORMING ART
"We do know that leadership is ail about making things
happen that might not otherwise happen and preventing
things from happening that ordinarily might happen. It is the
process of get�ng people to work together to achieve
common goals and aspirations. Leadership is a process that
helps people t�artsform intentions inio positive action, visions
ir�to reality."
Thomas A. Cronin
The Christian Science Monitor
Febru 1 1990
6
arY
"Ysion The first responsibility of leadership. This comes
between defining reality and saying Yhank you'."
°Momentum, that feeling of moving toward legitimate�goals,
comes from a clear vision of what the jorganizationJ ought to
be, from a we!!-thoughi out strategy io achieve that vision, and
from carefully conceived and communicated direcbons and
p/arrs which enable everyone to par�cipa�e and be publicly
accountable in achieving those plans.°
Max De Pree
Leadershio is an Ark
I
4
OPENING REFERENCE POINTS
(Recalibrating Our Thinking)
CHALLENGE:
What wifl take us, our succeeding generations, and our communities responsibiy
and successfully into the future (the next threshold in the 21 st Century?)
CHANGE:
The rate of change is not going to slow; if anything, it probabiy will speed up for
the next several decades if not for the remainder of human existence.
LEADERSHIP:
Leadership is the means for making successful change occur; it is the "force" that
puts quality into the future, vision into our lives and ur ose into our action
p p s.
Without quality, vision and purpose, people forsake the destiny that couid have
been and succumb to fate and, in the words of Henry Thoreau, lives of quiet
despa�r regenerated only through cnsis.
5
The Prerequisites of Peak Performance in Governance: Assessment
The major new reality in governance is whether or not we as individuals and as a
govemance team demonsirate an understanding of and an ability to apply the
fundamentaf prerequisites of peak performance in leadership.
A Time of Assessment and Reexamination
1. Do we have a clear mission statement?
2. What is our vision?
3. What are the emerging trends and issues affecting the future?
4. Have we consciousfy chosen a leadership perspective and commitment?
5. Have we defined roles and relationships for effective govemance and
administration?
6. Do we have goals, strategies, and action plans to manage issues effectivel�f?
7. Do we have sufficient momentum and commitment to achieve inspired
performance and leadership/management excellence�?
8. Do we demonstrate a sense of stewardship that cleariy accepts accountabifity for
the future?
6
i
Strategic
Vision
Plan A COMMUNITY
POLICY PLANNlNG MODEL
Mission C
Statement
Feedback {C
I Adjustment
t
Phi(osophy Evaluation/Comments
Statement
Citizen
Feedback
Goais
i
Workshop for
Plan "Adjustments"
Annua! °retreat"
or "advance"
Eva(uation
of Internal
Objectives Performance
Annua(ized
City Manager Performance
Goals and Evaluation 1
Ratification Process j
Hesource
Strategies Allocation, Adoption
Budget of budget(s)
Comprehensive Plan
Policy Tools tor Capital fmprovement Plan
Decision Making Long-Term Financiai
Management Plan
WHAT THE JOB INVOLVES: GOVERNMEN A"TEAM°
Council Effectiveness
Working with Staff and Citizens' Groups
8
TEN FACTORS THAT DETERMINE THE EFFECTiVENESS
OF YOUR CITY'S COUNCIL
(Governing Body)
1. Being abip tc think and act s�rategicaily.
2. Un�ersiandin5 and demonstrating the characteristics of a highly-effective team.
3. Mastery of the principies and dynamics of smalf group decision making.
4. Establishing, and abiding by, clearty defined roles and re{ationships within the
council.
5. Establishing, and abiding by, a council-staff partnership for policy implementation
6. Establishing, and adhering to, a process for council's systematic evaluation of
po(icy implementation.
7. Defining, and allocating time/energy appropriately among, the council's decision-
maicing and performance arenas.
8. Establishing a process and rules of procedure for effective council meetings.
9. Getting a valid assessment of the public's concerns and its evafuation of council's
perfomnance as a governing body.
0. Continuous personal learning and development as a"leader".
and lastly,
Keep your sense of humor!
9
STRATEGIC DECIS{ON MAKING
Vision Key Goals
Major lssues to be Addressed
Strategies for Addressing Each issue
Criteria for
Tactical Decisions
Resource Allocations
Performance Planning
Monitoring/Evaluating Outcomes
io
THE CHALLENGE
CHANGE
TEAM
"Basic Performance Unit
of sophisticated organizations
i
Continuous Complexity
High-Qua[ifiy
Performance
1. HOW DO WE MAKE DECISIONS?
2. HOW DO WE DEFINE ROLES RELATIONSHIPS�
3.' HOW DO WE ADDRESS OUR DIFFERENCES
4. HOW DO WE ESTABLISH OUR G�ALS?
5 How Do wE EVALUATE ouR PERFORMANCE�
THE EIGHT CHARACTERISTICS
OF HIGHLY-EFFECT(VE TEAMS
1. Ciear-elevating mission and goals.
Team success: Focus on purpose and outcomes
Team failure: Loss of focus, potitics, personal agendas
2. Results-dr'nren structure (working relationsh�ps) and performance criteria;
clear roles and accauntability
effective communications
performance monitoring and feedback (Team and Individuals)
fact based judgement, decision making,and action plans
3. Competence from all team members.
Technical knowledge and skills (abi('ity to contribute)
Persona�nterpersonal skills to work with, support, and be supported by others (abitity to
collaborate)
Demonstrated competence in management/supenrisory skills
4. Un�ed commitment (loyatty and dedication to team mission and success).
Team spirit
Passion 'fire in your belly'
Balance: individualism unit
Accountabitity to each other as a team
Confront non-contribution and setf-serving
5. A collaborative (we work together) climate
Confiict Resolution
Trust
Collaboration
6. Clearly understood standards of success.
Team standards
Individual team member standards
Doing it better `next time" (growth)
7. External support (encouragement and resources) to get the job done and recognition for a job well
done.
8. Principles, disciplined, and empowering leadership.
Consistency in behavior of support and managers
Principles (character and high personal standards of professionalism)
s
Em owerin others to contribute to their futlest abilities
P 9
OiscipNne
Based upon the work of Carl Larson and Frank LaFasto Teamwork What Must Go RighVWhat Can Go Wrong. Sage Publicatia�s,
t 989.
12
EFFECTIVE Small
Group Decisfon-Making
Interpersonal Skills Task Sk(Ils Rat(onai SkiNs
The ability to work and interact Knowledge to do a Job Ability to deal with issues
with others and problems rationally
I
Listening to/understanding of Knows form and role of Selecting and prioritizing
the views o( oihers organization issues to be addressed
Constructively confronting Knowledge of law, policies Analysis of issues and related
and resolving differences and procedures facts
Supporting others and Civility and manners Identifying objectives
showing respect ior thei� Professional-technical outcomes
ideas knowledge Considering alternative
Participating actively in strategies/courses of action
discussions Assessment of obstacles and
Taking 'Yime outs" to discuss consequences
how well group members Consensus decision
interact with each other Evaluation/follow-up
13
ELEMENTS OF ROLE
One of the elements of effective teamwork is to have clearly defined roles for each of the
team members and specified relationships that need to exist among the team members
for the team's effective performance. The element of role has four characteristics:
1. FUNCTION (What)
Function has to do with what the specific responsibilities of that role are,
irrespective of incumbency. Function involves defining the "what" associated with
the role in terms af specific outcomes to be produced, duties, and responsibilities.
The function characteristics of role typically are defined in documents such as a
City CharteF, state statutes, and city ordinances pertaining to personnel matters
and respor.sibilities of specific municipal officials whether elected or appointed.
2. PERFORMANCE (How by the incumbent)
Performance has to do witf the specific behaviors and styles an incumbent in any
given role exhibits during the conduct of his/her duties and responsibilities.
Performance refates directly to this person fulfilCing a specific role and the manner
in which he/she carries out that role.
3. EXPECTATION (Your desires)
Expectations are the desires that individuals have about the performance of others
and themselves in terms of what specific functions they emphasize and what
specific behaviors and styles they exhibit in the conduct of those functions.
Expectafions are our preferences pertaining to the conduct and performance of
any incumbent in a given position.
4. SATISFACTION (The degree to which your desires are fulfilled)
Satisfaction essentially is the degree to which an incumbent in any given position
meets one's expectations. (f the incumbent meets wither the expectations of
others or himself/fierself the degree of satisfaction is very high with that
individual's performance. Conversely, if one does not fu(fip the expectations of self
or others, high levels of dissatisfaction with that individual's performance can
result.
14
ROLES RELATIONSHfPS
?OSITION EXPECTATIONS
Title/Name I FUNCTION (What) PERFORMANCE (How) I
1.
2.
3.
4.
5.
15
THE POLITICAL POLICY "WORLD"
"Huzz Con.usion"
Ambiguous Positions
Genezalized-Global
viewpoints
Visceral Opinions
n
A
CHOICES: COUNCIL'S L
U
Transmit the SPHEFL E
�bL122�
Amplify the "buzz" A
i r t
D
AbSO�b re�.� ect
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ADAIIN_TST�.ATZON' S
g�ur�r
�R821. W0=1G�
Per�o�aace IssLes
Operating Realities
and ConstrainLs
Focused/specific
viewpoints
..r•r.pe_..' OFi:�ions
ADM:NISTi�A':IO�� SiR'�':�� DEL.V
16
COUNCIL'S SPIICi2G ADMIN./MGR. SPHEFLE
i
GOVCItNANC� 1'ROCESS
���rnmui�i ty �Staf f-Implementors
Factors l ti •Performance issues
t, 1
•V�ilues 1.
M '•Values-Expertise
C N t Gratification
•c;r,tificatfon Y l
n con�inuwn interact'
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C M G h 11 M
I O O D A
U S J► L M N I
S`� L .L I 11 D I
U I s c N c I,
Y I r�
N N I2 S M
1 T C 1
C S R N
u n �r N
1 L •r
I
l s o
N
1. 1 wl�at degree, Is lhis �elationship undotslood, dlscussed, and tespected by council membets?
2. Whal does each do to influerice the eflectiveness of lhe other7
Whal Ihings do ccsuncil do lhat increase and decrease slaf('s effectiveness
Tt�inos council does tl�at increases slelf's ANectiveness Thinas cou�c l does t et ecreases staffs ettecfiveness
t� What Ihings does sl�ff do that increase and decrease council's effecliveness:
lhincas slafi does Ihal increase council effectiveness Thinas statt does Ihal decr�ases council ellecliveness
17
THE REAL(TY
Lead rship
PERFORMANCE
Management Teamwork
18
ARENAS FOR GOVERNING BODY-STAFF PERFORM
ANCE
ARENA GOl1L-SETTING EXPLORATION DISPOSITION
ANAIYSIS PERFORMANCE
Purposes Uireclion probiem "PubBe" decislons
Guidelines for. Identiticatlon Stati response
Mobtlizat(on ol (periormance)
Cornmunity strelegles for support Gaal achlevement
Sr.rvices solving/handiing "Ofllcial" action Policy
�ciioii Commilment implementation
MonRor status
Foc��l t'�inlc V�lues (agteeme��ls Problem-solving Retillcetlon PeHorma�ce
�i��d dit(erencesj Soriing of options psychological (resutis echieved)
L'v,�tualion ol: Strategy A,djustmenis,
Needs
F'e�fotrnance
Expeclations lor
future
Key Ch�raclerislics Inlormal interacl(ons Goveming body-stafi Formal hearing and Never takes piace
Oplions (sharing) work sesslons meetings (systematicalty)
Value negotialfon Search for public tnput and Crisis-orienled
/lvoidance ol altemalives InvolvemHnt Disjointed
pr�cess due lo Questioning and High visib(lity approaches
dil(iculty testing o( idees Ptessure (rom monftoring-
Tredtng-negolleting groups responding to
8uilding pressure
compromisea o� Avotdance
consensus
Tlme Spe��t tn Ihis arene
Where do we need �o spend
More Time:
Less Tiine:
19.•
TEAM
EFFECTIVENESS!
HIGH
SENSE OF "ROLE°
LEVEL OF THINKING
(Decision-making mode�
TEAM DYNAMICS
LOW
20
ASSESSMENT OF OUR COUNCIL
10 CHARACTERISTICS OF HIGHLY-EFFECTIVE COUNCILS
1. Being abie to think and act strategically.
Rating for my counciL
(Low) 7 2 3 4 5 Hi h
9
Things we need to
Reasons
work on
2. Understanding and demonstrating the characteristics of a highly-effective team.
Rating for my counciL•
(Low) 1 2 3 4 5 (High)
Things we need to
Reasons
work on
21
3. Mastery of the principles and dynamics of small group decision making.
Ratin for m
g council:
Y
(Low) 1 2 3 4 5 (High�
Things we need to
Reasons work on
4. Establishing, and abiding by, clearly defined roles and relationships within the
counciL
Rating for my counciL•
(Low) 1 2 3 4 5 (High)
Things we need to
Reasons work on
5. Establishing, and abiding by, a council-staff partnership for policy implementation.
Rating for my counciL•
(Low) 1 2 3 4 5 (High)
Things we need to
Reasons work on
22
6. Establishing, and adhering to, a process for councif's systematic evafuation of
policy implementation.
Rating for my counciL•
(Low) 1 2 3 4 5 (High)
Things we need to
Reasons work on
7. Defining, and allocating time/energy appropriately among, the council's decision-
making and performance arenas.
Rating for my counciL•
(Low) 1 2 3 4 5 (High)
Things we need to
Reasons work on
23
8. Establishing a process and rules of procedure for effective council meetings.
Rating for my council:
(Low} 1 2 3 4 5 (High)
Things we need to
Reasons work on
9. Getting a valid assessment of the public's concerns and its evaluation of counci!'s
performance as a governing body.
Rating for my council:
(Low) 1 2 3 4 5 Hi h
9
Things we need to
Reasons work on
24
10. Continuous personal learning and development as a"leader".
Rating for my council:
(Low) 1 2 3 4 5 (High)
Things we need to
Reasons work on
and lastly,
HUMOR
Rating for my counciL•
(Low) 1 2 3 4 5 (High)
Things we need to
Reasons work on
25
CHARACTERISTICS OF EFFECTIVE
TEAM LEADERS
Effective team leaders:
1. Communicate
2. Are open, honest, and fair
3. Make decisions with input from others
4. Act consistently
5. Give the team members the information they need to do their jobs
6. Set goals and emphasize them
7. Keep focused through follow-up
8. ListQn to feedback and ask questions
9. Show loyalty to �the company and to the team members
10. Create an atmosphere of growth
11. Have wide visibility
12. Give praise and recognition
13. Criticize construetively and address problems
14. Develop plans
15. Share their mission and goals
16. Display tolerance and flexibility
17. Demonstrate assertiveness
18. Exhibit a willingness to change
19. Treat team members with respect
20. Make themselves available and accessible
21. Want to take charge
22. Accept ownership for team decisions
23. Set guidelines for how team members are to treat one another
24. Represent the team and fight a"good fight" when appropriate
By M.M. Starcevich and S.J. Stowell. Adaptec3 from Teamwork: We Have Met the Enemy
and They Are Us, by M.M. Starcevich and S.J. Stowell, 1990, Bartlesville, OK: The Center
f rM
o anagement and Or anization Effectiveness. Used with ermission of the ubl�sher.
This li m p p
st a
y be freely reproduced for educational/training activities. Systematic or lar e
g
scale reproduction or distribution (more than one hundred copies)�r inclusion of this list
in publications for sale—may be done only with prior r,vritten permission from The Center
or Mana ement and Or anization E ectiv n
f g g ff e ess.
Team-Develo ment Activities
P
26
CHARACTERISTICS OF EFFECTIVE
TEAM MEMBERS
Effective team members
1. Suppart the team leader
2. Help the team leader to succeed
3. Ensure that all viewpoints are explored
4. Express opinions, both for and against
5. Compliment the team leader on team efforts
6. Provide open, hanest, and accurate information
7. Support, protect, and defend both the team and the team leader
8. Act in a positive and constructive manner
9. Provide appropriate feedback
10. Understand personal and team roles
11. Bring problems to the team (upward feedback)
12. Accept ownership for team decisions
13. Recognize that they each serve as a team leader
14. Balance appropriate levels of participation
15. Participate voluntarily
16. Maintain confidentiality
17. Show loyalty to the company, the team leader, and the team
18. View criticism as an opportunity to learn
19. State problems, along with alternative solutionsloptions
20. Give praise and recognition when warranted
Items 1 through 21 by M.M. Starcevich and S.J. Stowell; Items 22 through 29 by Roger
G. James and Aaron J. Elkins. Items 1 through 21 adapted from Teamu�orh: We Have Met
the Enenry and They Are Us (pp. 118-119), by M.M. Starcevich and S.J. Stowell, 1990,
Bartlesville, OK: The Center for Management and Organization Effectiveness. Used with
permission from the publisher. Items 22 through 29 adapted from Hnu• to Train and Lecrd
a�ualitr Circ•lc�, by R.G..James and A.J. Elkins, 1983, San Die�o. CA: University A�sociates.
'I'he entire li;t may bc� freely reproduc��d (in• educatic►n.il/trainin�,* acli�•itic�s. .S��titc�malir vr
lcr�;�r��-��•��Ic-rr �,r�lrtilrihu/ir,n r���nrrll�R►t ru���/ru�rclrc� lll'n)Nt'.til�)1'!!1('IlISIO/1 O J'/h��
il���».. i�r juihli<•ntiuit, /u�• tinlr�--i»u 1��� cl�u��• �,��li• t�•r!lt ��►•i��r tt•rillrrr f���r•i��issir�n %rn�ti 1/rc�
r�:�J�c•rlir•r J�r�hli..11r�:..
Team-Development Act�wt�es
27
SYMPTOMS OF TEAM PR4BLEMS
Symptoms Description Explanation
Backbiting and Members of the team openly Team members are not clear
complaining complain about and find fault about standards, leading to a
with one another. loss of control over the team
members.
Presence of a"spy of Members of the team New members have difficulty
the owner" suspect and distrust new breaking into the established
members. team.
Two coalitions The team has two factions, The team experiences a lack
one of which has very little of cohesiveness.
influence or power.
Personal stress Stress shows up in the team Team members feel
members, evidenced by threatened and thus become
"blowing up" and physical less e$'icient and more
symptoms. dissatisfied.
Combative behavior Team members resort to ;Team members express
yelling and to combative conflict through the use of
behavior in the name of threats, attacks, and so on.
playing the devil's advocate.
Infinite details Team members scrutinize Team members distrust ane
every detail and check on all another and fear being
aspects of minor or major penalized for errors.
decisions.
Amount of time to Decisions on minor issues are Team members feel a lack of
make decisions brought to the tap of the trust directly related to team
organization, requiring problem solving.
excessive time.
Shifting and Decisions often are changed Team members are not
changing decisions shortly after being made. willing to commit the team to
a unified course of action.
By Glenn H. Varney. Adapted from Building Productiue Teams (p. 101), by G.H.
Varney, 1989, San Francisco: Jossey-Bass. Used with permission from Jossey-Bass. This
table may be freely reproduced for educationaUtraining activities. Systematrc or large-scale
reproduction or distribution (more than one hu�idred copies)—or inclusion of this table in
publications for sale—may be done only with prior written permission from Jossey-Bass.
Team-Development Activities
�R
A STRATEGIC LEADERSHIP AND GOAL-SETT(NG PROCESS
There are a number af approaches to conducting goal-setting sessions for an
organiz�tion. A particular approach, that has proven to be very popular, is designed to
address the following key areas:
1. Definition of a STRATEGIC VISION for the organization which serves as
the basis for goal-setting and performance planning to be used by the
board and management.
2. Identification of major "CONSENSUS POtNTS: held by a majority of the
"Goal Setters° relative to their vision for the future of the organization.
3. Identification of critical issues and strategic performance factors which are
the "DESTINY SHAPERS" of the organization. These critical issues and
strategic performance factors generally represent areas that must be
addressed or managed by the board and the organization's executive team
if the organization is to attain its vision for the future.
4. Defining specific OUTCOMES that are to be achieved relative to each of
the critical issues and strategic performance factors. Once these specific
outcomes have been defined, a careful identification needs to be made of
all forces and factors workin
'for' and a ainst' attainmen f
9 g t o these cr�tical
outcomes.
5. Estabfishing specific PERFORMANCE GOALS that wil! lead to the
attainment ofi the desired outcome and define general poiicies, leadership
directions, and performance priorities for the organization.
6. Establishing REVENUE AND RESOURCE ALLOCATION POLIClES to
ensure the continuous availability of the necessary resources to achieve
specific performance goals.
7. Assigning, if appropriate, SPECIFIC RESPONSIBILITIES that must exist
within the organization if each of the goals is to be achieved.
8. Establishing for each goal a set of annualized perfo�mance objectives and
supporting MANAGEMENT ACTION PLANS (MAPs) designed to ensure
achievement of community-wide goals in a systematic manner that guides
operatin ro rams and riorities for the entire or an'
9 P 9 P g rzation.
9. Establishing a goal-management and MONITORING PROCESS which
29
permits a comprehensive and coordinated view of a!I of its strategic,
tactical, and operational efforts.
10. Identification of "BREAKTHROUGH LEADERSHIP TARGETS" which reflect
significant issues that do not seem to lend thsmselves to ,traditional
decision-making practices and management procedures. These issues,
frequently, are really ones that require extraordinary insight and
commitment for their resolution. As such, these issues require whole new
levels of thinking and perspective which must be integrated back in to the
gaal-setting And MAPping process.
11. Conducting an initial assessment of the current quality and extent of
organizational TEAMWORK essential for goai achievement. Frequently, an
organization will have an outstanding set of goals and supporting
objectives. However, difficulties may arise in the implementation phases
due to faCtors reflecting the level and quality of teamwork existing between
groups that must work in a collaborative manner.
12. Estab(ishing COMMUNICATIONS PROCESSES through which the critical
issues, specific performance outcomes, goals, and MAPs are
communicated throughout the organization so that all leadership groups
and affected parties have a fulf appreciation for the direction the
organization is taking and the role they have in the achievement of its
goals.
30
I
CRITERIA FOR GOAL STATEMENTS
1. Gcals are written statements of general leadership directions, policies, and
priorities which serve to guide the council/board and staff decision-maki�g and
resource-allocation processes.
2. Goals shouid be written from a perspective of three to five years.
3. Goafs should relate to the counciCs/board's vision for the organization/community
and pro�uce a major impact or outcome(s) yielding future benefrts and not just
reactions to crises.
4. Goals should dea! with factors that are "above and beyond" routine operations or
service delivery.
5. There must be a reasonable probabiiity of attainmerrt.
fi. Goats statemerrts shoutd be clear, focused, and prease.
7. Each goais statemerrt should begin with an action word (verb) uniess the focus
is on cxi�icaf outcomes that m�st be achieved.
31
VISION
MISSION LEADERSHIP/OPERATIN� PHILOSOPFiY
KEY STRATEGIC ISSUES CRITICAL �UTCOMES
�i
GOALS STRATEGIES
\J
REVENUE/RESOURCE POUCIES
i
I
I
CITY MANAGER
MNNAGEMENT ACTION r PERFORMANCE
PLANS (MAPs) EVALUATION PROCESS
i
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
(Annualized Operating Plans Bud ets, Etc.)
Feedback Evaluation Procedures
TIME
32
PLAN FO RMAT
1. tssue
2. Background Information
3. Critical Outcome(s) That Are Desired
4. Specific Goals and Strategies To Be Used To Achieve Critical Outcome(s)
5. Revenue/Resource Policies to Support Outcome Goal Attainmer�t
6. AnnuaGzed Management Action. Plans
a Performance Objectives
b. Key Action Steps
Staff Responsibifity Charting (Assignments)
d. Budgets (Operating and Capita�
e. Evaluation Criteria
f. Other Considerations
33 I I
I
OUR TEAM'S
MEASURES OF SUCCESS
34
7 I. a�' c f
1
y�✓d Q l �II�� :/tall`�r��I7�,�F-
1. REALtTY POSSIBILITIES
2. ViSION
3. MISSION
4. GOALS
5. PEOPLE (TEAM/COMMUNITY)
6. "THANK YOU!"
35
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n
COMPI�NY
CITY OF BROOKLYN CENTER,
MINNESOTA
CITY COUNCIL/CITY MANAGER TEAM-BUILDING
AND LEADERSHIP WORKSHOP
SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS
PREPARED BY
CARL H. NEU, JR.
APRIL 30, 1996
Pro-Med Health Care Maragement Divis',cn
Gcvernment LeaCersnip Division Phcne: 303/986-8467
General Maragement Systems Divisicn Fax 303/966-0223
;"JoS� -.aKc ,���op�J2 �°K° I� 2CC ^.�'.2_ ti AC ncc� ,P :F��q
s
�C �OX 3KP�.CCC ����C
lanned street ro'ects in 1997 are funded for the in�' a
p p) C, s port�on, throu�h funds ra�sed m the 5 ear
of construction rather than bonds. Tax revenues approaching $2�2,000 are needed to service the
debt on 199�, 199�, and anticipated 1996 street project bonds for the cin�'s portion. Bonds would
continue to be issued to cover the assessed portion of street projects unless they could be intemally
funded with a hi�her return from resident assessment payments for the Ciry than competina
investments would aive the City on investments.
Specific changes/issues in the proposed budget:
COUNCIL
The annual audit and all commission related e�:penses have been combined in the Cin� Council
budget. The amount of money included for conferences and �aining would allow for a facilitated
council retreat and the unplementation of the proposed council policy on training to eXpand the
opportunities for council traininQ. The proposed council policy would allow each council member
to attend state conferences such as the Leaaue of Muinesota Cities Annual conference and would
provide for the Mayor and 2 council members on a rotatin� basis to attend 1 national conference.
CITY COUNCIL GOALS
The City Council established several goals for 1997. Those �oals are reflected in the proposed
budget narrative. Some specific ��ays the budaet supports those �oals is as follows:
Goal 1. Complete comprehensive plan and associated zonin� ordinances to support causin�
and controlling development.
The budget provides the personnel to panicipate in the plannina process and its
implementation. Funds from 1996 will be used to cover the cost of the comprehensive plan
update.
Goal 2. Initiate c
ommunity vision and actions to attain that vision. The ob�ective of this
goal is to sustain the code enforcement pro�ram, meet with residents of "taraeted"
neighborhoods regardinQ development plans, as well as establish a communit��-wide vision
for the future of Brooldyn Center.
The budaet contains monies for council visionina process with a facilitator, as well as
funds to support training for the Ciry Council and Staff. The personnel who conduct the
code enforcement activities are included in the budaet: police, inspectors, prosecutor, and
support personnel.
Goal 3. Make visible the positive aspects and accomplishments of Brooldyn Center as a
community while maintaining the momentum on code enforcement and continue to reach
out to community or�anizations.
In addition to the items mentioned with reference to Goal 2, the budaet contains funds
for a community service o�cer in the police department (usina existing personnel),
participation in the Association of Rental ManaQers, and 6 rather than 4 newsletters per
4
��ear.
Goal 4. Establish a communin�-based information service and invite positive action b��
citizens that will �enerate citizen support for Council and administration of the Cit�� and
identify options to the Ciry for the achievement of this Qoal, and in 1997 be�in to
implement approved options. v
The budgetary support for this Qoal lies in the Comprehensive Plan work and items
identified above.
Goal Remove i.nfrastructure unpediments to the redevelopment of Brookdale, research
fundin� sources, and continue discussion with Minneapolis.
Budgetary support lies in personnel levels and general protection (by not spending) the
bond proceeds necessary to support a regional pond and other work around Brookdale
when ownership and direction are determined. Also, work in 1996 to adjust the tax
increment basis by removin� and reinstatina selected properties that have declined in �alue
supports the Qoal by providing a potential tax increment base for development.
Goal 6. Develop a five year fmancial plan for the City of Brooklyn Center.
The revamped budget presentation provides the startina point for developing and tracl:ina
financial goals.
Goal 7. Adopt a comprehensive development plan for the Cit�� of Brool:l��n Center to
I address housina, redevelo ment, trans ortation o ortunities, etc.
P P PP
The budget support is described above for the comprehensive planning process.
Goal. 8. Establish methods to evaluate/assess municipal operations and the benefits derived
from the Ciry's interactions u=ith other entities and associations and determine the cost-
benefit derived for the City.
The revised format will facilitate this work in the context also of the five year plan
development.
ADMIl\'ISTR.ATIOl�
Administration has been reconfigured to create separate divisions for human resources and cin�
clerk. No replacement of the communications specialist position is included, but an intern position
is included at slightly '/z the cost of the previous communications position.
MANAGE��NT' Il\�'ORIVIATION SYSTEMS
The MIS deparnnent's capital monies are now allocated primaril}� for system equipment.
Individual computer equipment has Qenerally been allocated within individual deparrments to more
fully state the true cost of individual departmental operations to include their cost of computer
C{TY COUNCIL/CITY MANAGER TEAM-BUILDtF�G
AND LEADERSHIP WORKSHOP
SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS
I. INTRODUCTION
On April 27, 1996, the five-member City Council and City Manager of the City of
Brookl n Cen
ter held
a one da
Y Ci Councii/Ci Mana er Team Buildi
Y tY tY g ng and
Leadership Workshop. The primary emphasis of this workshop was to increase
the teamwork and leadership effectiveness of the governing body and to create
a framework for a subsequent goal-setting workshop in which the governing body
would establish long-term leadership priorities and directions for the community.
II. KEY ACTIVITiES AND CONCLUSIONS
A. Review of Council Performance Factors
After a short orientation conducted by the Consultant on municipal
leadership concepts, the participants examined the following areas:
Review of Council rri.eetings and governing body effectiveness
Conflict resolution processes and styles
Factors the Council wishes to address relative to its future
performance
1. Review of Council Meetings and Governing Body Effectiveness
The participants, using the two forms contained in Appendix A,
concluded the following:
a. Overall, Council meetings were seen as generally productive
and effective relative to the twelve factors examined in the
Council Meeting Status Checklist.
b. With regard to the eight items examined in the City Council
Report Card, the following general conclusions were reached:
The Council frequently is affected by "special interests"
within the community which try to influence its
decisions and performance.
There is a tendency within the governing body to
micromanage administrative elements and issues
within the City.
The working relationship between the Council and the
City Manager is seen as improving greatiy. Although,
there remain some concerns about the administrative
staff immediately below the City Manager level.
There is a desire within Council amang the members
to emphasize the sharing of relevant information with
each other about issues before the Councii and to
establish opportunities for this information sharing at
regular Council meetings and special work sessions.
There is a need for Council to establish clear direction
for each of the City's boards and commissions so that
each appreciates its role and charge as defined by the
City CounciL
2. ldentification of those items that Council is seen as doing "we�N" and
those areas where "improvements" are needed.
The participants were divided into two subgroups and asked to
identify those things that they felt the Council did well and those
areas where improvements could be made to the benefit of Council
performance and effectiveness.
a. Observations of Group 1
Areas where improvements
Things Council does well could be made
Meetings are short and s Communications and the
cordial sharing of information
within the Council
Council represents Establishing ru{es for the
constituents well and conduct and format of
responds to constituent meetings
needs
Council is open to Focusing on the "big
setting policy picture" and avoiding
microfocuses that tend
to bog the Council down
in little detaifs
Communication with the
public on what is being
done by the Council and
the City
2
b. Observations of Group 2
Areas where improvements
Things Council Does Well could be made
Resolution of code Conflict resolution
enforcement problems
Staying on track at Pubiicizing positively
meetings Council issues
Making effective use of Publicizing the "good" of
outside resources the City
Continuing to improve Bench marking and
citizen participation on adopting ideas from
the commissions other cities that could be
applied within Brooklyn
Center
Not enough leveraging
of the relationship with
Minneapolis
3. Identification of Issues/Factors Working FOR and AGAINST Council
Performance Effectiveness
The two su6groups were then asked to conduct a force field
analysis of factors working for and against effective Council
performance..
a. Observations of Group 1
FOR AGAINST
Shared goals Local politics and special interest
groups
Desire to improve the City Differences of philosophies among
Council m
embers
Council-Staff relationships Slow or absent resolution of
are improvmg conflict
Manageable financial status
Citizens' comfort level at
Council meetings
3
Inviting atmosphere
established for our youth:
scouts
civic classes
awards from HR
and RC
Council members work on
commissions and other
external organizations
b. Observations of Group 2
FOR AGAI NST
Positive perceptions of Political/special interest
the community and groups that try to affect
Council Council
Motivated Council: Perceptions that various
positive citizens have of:
orientation the Council
genuineness crime within the
not self- C�y
interested property
Consistency in: Uncertainty about
voting Brookdale
direction to staff
Aging infrastructure and
demographics of the City
Past spending habits of
the City
4. Other Observations made by the Participants
Foliowing the discussions of the above-listed items, four additional
general observations were made by the participants:
The Council needs to assertively reestablish its leadership vis
a vis special/political interest groups of the City.
There is a need to improve coordination between the City
Council and the various boards and commissions.
Various administrative processes need to be reviewed and
streamlined to ensure tf�e most effective use of resources.
4
B. Conflict Resolution Processes and Styles
Conflict resolution is a factor common to all human relationships and work
groups including City Counciis and Council-Staff teams. The participants
reviewed an essay on the confiict management process and then
completed the Thomas Kiimann Conflict Mode Instrument which aliows
individuals to assess their personal conflict resolution tendencies. The
results from the Thomas Kilmann Conflict Mode Instrument were provided
to each individual at the conference for their personal review of their
conf(ict handling styles.
Descriptive material regarding each of the five behavioral optians available
in conf(ict resolution and interpretation of individual scores are contained
in the participant workbooks and the reading materials incorporated into
the Thomas Kilmann Conflict Mode Instrument.
C. Factors the Council Wishes to Address Relative to its Future Performance
The participants in the latter part of the workshop examined a number of
issues outlined below:
1. Manager evaluation process and response of the City Council to the
Charter Commission.
The Council's response includes four elements:
a. Expectations guiding the Manager's performance for the first
six months.
The Council decided that during the first six months in his
position, the new City Manager was to emphasize the
following;
The budget process and all factors related to it
Code enforcement
Public facilities
Becoming acclimated to the City.
b. Establishing long-term goals for the City
In a subsequent workshop to be scheduled for the month of
May or June, the City Council will establish long-term goals
for the City of Brooklyn Center following the twelve-step
municipal goal-setting process outlined in Appendix B.
5
c. First City Manager evaluation
Per the City's contract wifh the City Manager, first evafuation
is to be completed by the end of June.
d. Term of contract and time for City Manager evaluation
The City Manager's contract is indefinite. Council, however,
concluded that it would like to review the contract annually
for the period of January 1 through December 31 st of each
year. Council also wishes to conduct the City Manager's
performance review during the month of September and
establish the City Manager's safary that will take effect at the
following January.
2. Rufes and Procedures Governing Council Meetings
The participants concluded the following refative to rules and
procedures governing Council meetings
a. The Council will follow Roberts Rules of Order for the conduct
of its meetings.
b. Council would seek the guidance of a parliamentarian on
conducting meetings effectively following Roberts Rules of
Order.
c. A Council-driven agenda will be established for at least some
of the work sessions (Council members will have input into
establishing the agenda).
d. Council will notify residents of the Rules of Order to be
followed at various meetings by reviewing these rules at the
beginning of the meeting either verbally or in writing with the
attendees.
3. Major Accomplishments/Tasks that the Council wishes to achieve
during the remainder of 1996.
The following items were identified:
Complete the goal-setting process mentioned above
Achieve improvements in parliamentary procedures for the
conduct of ineetings
Become involved earlier in the budget establishing process
6
Establish future planning horizans of five years for decision
making
Work constructively to resolve conflict that occurs within the
group.
4. What Does Council Wish to Achieve Relative to Boards and
Commissions
The following conclusions were established:
City Council should review its relationship with each board
and commission and prepare to meet with each board and
commission individually..
o Schedule individual meetings with each board and
commission between now and February, 1997. During these
meetings, the mission, structure, and relationship with the
City Council of each board and commission will be examined
and discussed.
Each board and commission will be asked to establish and
present to City Councif a definite work program governing its
activities.
City Council will approve each board and commission's work
program before it is to be implemented by that board or
commission.
5. Examination of roles of the Mayor, Council Members, and City
Manager
Role consists of two primary elements:
Function
Performance (behavior of the incumbent)
Function is the formal description of the duties and responsibilities
assigned to the position irrespective of incumbency. Performance
has to do with how an incumbent in that position carries out those
roles and responsibilities through his/her behavior.
7
a. Role of the Mayor
Function Performance
City representative to the Attendance at functions
community and other and meetings
organizations
Facilitator of Council Control the flow and
meetings order of ineetings and
ensure compliance with
standard rules and
policies
Educator of the Provides appro riate
p
community facts and information
b. Role of Council Members
Function Performance
Provide direction and Annual review of
guidance to City Manager and provision
Manager of spec'rfic directions
Set Policy An�ual and semiannual
retreats and follow-up
that focus on City
direction and purpose
and policies necessary
for the achievement of
both.
Establish vision for the Ask where and what you
C�y want the community to
be.
Act as a group Out in the community,
use the word 'tinre° when
making references to the
Council
Focus on important No "cheap" votes
issues
Share information Work sessions and
liaison reports
Be ambassador for the Represent City in various
C�y forums.
8
c. Role of the City Manager
Function Performance
Administer City Carry aut Council
direction and policy and
coordinate both with
staff
Be an informatian source Provide timely
to the City Council information to the City
Council
Assist City Council in Provide information and
formulation of policy insights necessary to
provide this assistance
to Council
Be an ambassador of Represent the City
Brooklyn Center Council's policy
6. Next Steps (Follow-up to the April 27 meeting)
The Council defined the following next steps in follow-up to the April 27 meeting:
a. Establish a five-year perspective and goals for the City
b. Continue to work on items listed above.
9
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CITY OF BROOKLYN CENTER,
MINNESOTA
CITY COUNCIL/CITY MANAGER TEAM-BUILDING
AND LEADERSHIP WORKSHOP:
VtSIONiNG AND GOAL-SETTfNG WORKSHOP
CONDUCTED ON
MAY 30, 1996
SUMMARY REPORT OF KEY CONCLUSIONS AND FINDIN�S
PREPARED BY
CARL H. NEU, JR.
JUNE 12, 1996
Pro-Med Healtn Care N�anageme�t D�vision
Government Leatlership Divisio^ P^c�e 303!966-0457
General Managemert Systems D�vislon F2x sC3/956•;,223
5�E9 VJest Baker Ave��e L��.ewcoc. Colo�aCC oG227 Ma:l�^g Ac��ess P 0 Box 36308 Lakev�•ccc Co�caoc 5�23E
CITY COUNCIL/CITY MANAGER TEAM-BUtLDING
AND LEADERSHIP WORKSHOP:
VlSIONING AND GOAL-SETTING WORKSHOP
CONDUCTED ON MAY 30, 1996
SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS
1. INTRODUCTlON
On April 30, 1996, the five member City Council and City Manager of the City of
Brooklyn Center conducted a sequei one-day workshop following the Team-
Building and Leadership Workshop conducted on Aprii 27. The purpose of this
latter workshop was to continue the process and establish a vision and goals for
the City.
11. KEY ACTIVITIES AND CONCLUSIONS
A. The �sioning Process
As presented in the opening remarks for the workshop, the strategic
thinking and goaf setting are rooted in a basic vision defining a desired
future fo
r the comm
unity at a spec�fied date in the future. Once the visions
h
ave been created the artici ants share their res
p p pective visions and
det
ermine what ar
e the elements that are common to a majority of the
vision consensus in
o ts and where are there areas of si nific
P g ant
disagreement oints of diver ence The next ste then is to determine
�P 9
P
what are the critical strategic factors and issues that will have
extraordinarily strong influence over the future of its community (destiny
shapers). Finally, the participants then formulate long-term goals (3-5 year
horizon) and specific pertormance objectives for addressing these critical
issues and achieving the community's desired future. A copy of a 12-Step
Municipal Leadership Process articulating these concepts is included as
Appendix A to this report.
B. Consensus Points
The following items were determined to be themes or concepts included
in a majority of the visions presented by the Council Members and the City
Manager:
1. Neighborhood "unique features" such as trees, etc.
2. Retention and expansion of green space throughout the City.
1
3. Housing diversity:
income
s Ages
Ethnic mix
4. Commercial development:
Expanded
Focused in specific areas throughout the City
5. Urban village neighborhoods (moldable uses included in
neighborhoods such as shopping, o�ces, etc., which allow the
neighborhoods to have a degree of self-sufficiency and
conveniences for the occupants)
6. Transportation and personal mobiiity features
7. Brookfyn Boulevard is a"focal point" for the City
8. Hi hwa 694 is an asset for the Ci and there will be increased
9 Y tY
utilization of this asset
9. Population doesn't expand significantly over the next 10-year
horizon. In fact, it may decrease slightly because of "purposeful"
poficies adopted by the Council which will change demographic
trends. (ff we, the City, do nothing, population surely will increase)
10. Housing:
Promote construction of "selected" senior housing facilities in
specific locations
Reduce number of apartments by redefining the City's
standards and codes pertaining to apartments
Improve aesthetics/look of Brooklyn Center through code
enforcement
12. Better use of natural amenities such as lakes and rivers
13. Create an understanding of the °reality" of Brooklyn Center
throughout the metropolitan area (this is seen as an image and
reputation issue for the City)
14. Integration of recreational facilities that bring diverse populations
together plus meeting their recreational needs
2
15. Brookdale what will it evoive into to meet the needs for the year
2000 to 207 0? Brookdale is seen as an asset to the City, a"place
marker" and as a center of the Gity. It is necessary to find uses that
are acceptable to the community and to the market, while remaining
sensitive to the fact that Brookdale is the center of the community.
16. Curbs and gutters
C. Points of Divergence
The following areas represent points where there were significant
differences among the visions presented by the Council members and the
City Manager:
1. Senior housing
2. Impact of technology on the cornmunity:
Transportation
Home work (increase in the number of people who work/tefe-
commute from home
3. Role of City in senior housing and economic issues (the e�ctent to
which the City should provide subsidies, concessions, etc.)
D. Critical Strategic Issues and Performance Factors
Critical strategic issues and performance factors are seen as those
fundamental issues that will have extraordinary influence over the future of
the community and its eventual destiny. The purpose for the identification
of these issues is to ensure that the governing body of the City exercises,
to the fullest extent possible, decisive leadership over these issues and the
direction they take in affecting the future of the City. The following critical
strategic issues were identi�ied:
1. Consistency and adequacy of funding sources to meet future
communi#y needs
2. Community support and buy-in for the Council's vision and required
actions for the achievement of that vision
3. Intergovernmental cooperation/permission (the City needs to avoid
being co-opted by other entities such as the State and the County)
4. Housing tax base; is it sufficient to fund City needs or does the City
need to diversify its tax base for future expanded revenues
3
5: Redeveiopment direction of Brookdale
6. Deafing with and appreciating the impacts and consequences of
changing technology, work styles, and life styles on the future of the
community (staying in touch with the vision and changing realities
that emerge)
7. Planning and codes to cause and control development as the City
wishes it to occur in the future
8. Defining and remaking Brooklyn Center's image within the
metropolitan area
9. Dealing with potential crime impacts that could affect the City's
future and its desirability as a place to live and do business
10. Transportation
E. Proposed Goals
Goals are statements of leadership direction and priority that will guide
decision making and resource allocation for the community toward the
achievement of its desired future. The
goals act as the basis for
developing annualized specific performance objectives and budget
allocations. Each member of the Council and the City Manager were asked
to develop up to six proposed goals that would address the cri�ical
performance issues necessary for attainment of the Ci s desired future as
presented in the vision presentations. After the proposed goals were
formulated, each Council member and the City Manager was asked to
identify his/her top priority goals. The n�mber of individuals sefecting each
of the goal statements listed befow as his/her top priority is included in
parenthesis after the goal statement.
The following goals were proposed:
1. Complete comprehensive plan and associated zoning ordinances to
support causing and controlling development. (Council members
4; City Manager 1)
2 Initiate community vision and actions to attain that vision. (Council
Members 4; City Manager 1)
3. Make visible the positive aspects and accomplishments of Brooklyn
Center as a community. (Council Members 5; City Manager 0)
4. Estabfish community-based information service and invite
participation and positive action by citiiens that will generate citizen
4
support for Council and administration of the Gity. (Council
members 3; City Manager 0)
5. Remove infrastructure impediments to' the redevelopment of
Bro d
ok ale. Council members 4� Ci Mana er 0
tY
9
6. Develop a 5-Year Financia! Plan for the City of Brooklyn Center.
(City Council 5; City Manager y)
7. Adopt a comprehensive development plan for the City of Brooklyn
Center which addresses, at a minimum, the following:
Housing
Rivervvood
Redevelopment
53rd
Transportation opportunities
(Council members 5; City Manager 1)
8. Establish methods to evaluate/assess municipal operations and the
benefits derived from the City's interactions with other entities and
associations.
Each of the goals listed above was supported as high priority by a
majority of the Council members.
F. Specific Objectives for Selected Goals for the Remainder of y 996 and for
1997
The Council members were asked to identify an initial set of proposed
annualized objectives for each goaL These objectives were to apply to the
remainder of 1996 and 1997.
1. Goal 1: Co let
mp e comprehensive plan and associated zornng
ordinances to support causing and controlli�g devalopment.
a. 1996:
Conduct public hearings
Define Council input and direction
b. 1997:
I
Review draft ian incor oratin Counc'
P P
ii develo me
nt
9 P
plan
5
I
I 2. Goal 2: Initiate community vision and actions to attain that vision.
a. 1996:
I Operate a sustainabie code enforcement Program
throughout the City.
b. 1997:
Review and revive code enforcement program as
necessary
Meet with neighborhoods in "targeted" areas regarding
I development plans
Council work sessions to be initiated on establishin
9
community-wide vision for the future of Brooklyn
Center
3. Goal 3: Make visible the positive aspects and accomplishments of
Brooklyn Center as a community.
a. 1996:
Keep momentum up on code enforcement and
provide monthly reports to the residents
b. 1997:
Continue outreach to comm�nity organizations
4. Goal 4: Establish community-based information service and invite
participation and positive action by citizens that will generate citizen
support for Council and administration of the City.
a. 1996:
Identify options available to the City fcr achievement of
this goal
b. 1997:
Begin implementation of approved options
5. Goa( 5: Remove infrastructure impedirnents to the redc�ve)opment
of Brookdale.
6
a. 'i 996:
Research funding sources and continue discussion
with Minneapolis; have staff time available for
allocation to project as required
I b. 1997:
Continue process in 1997 if necessary, and as
required
6. Goal 6: Develop a 5-Year Financial Plan for the City of Brooklyn
Center.
a. 1996:
Identify and inform Council and citizens on current
financial status of City
Plan for 1997
b. 1997:
Complete evaluation of 1996 p{an� and improve and
update pianning process to corrtinue as a 5-year p(an
I,
(the plan will be updated annually for the next 5 years)
7. Goal 7: Adopt a comprehensive development plan for the City of
Brooklyn Center which addresses, at a minimum, the following:
Housing
Riverwood
Redevelopment
53rd
Transportation opportunities
a. 1996:
Identify status of the subcategories identified in the
goal and identify other areas which need to be
included in the comprehensive development plan
Identify funding sources from the 5-year �inancial plan
Submit proposed priorities
Complete analysis of the financial implications of each
7
I
proposed item contained in the comprehensive plan
Submit proposed priorities to Council for approval
b. 1997:
Implementation and extension of the comprehensive
plan and planning process
8. Goal 8: Establish methods to evaluate/assess municipal operations
and the benefits derived from the City's interactions with other
entities and associations.
a. 1996:
Identify City involvement in various agencies and
activities to determine cost benefit derived for the Cify_
Bring forth a muniapal operations evaluation/_��--:-;._,
assessmerrt procedure and. schedule various City
operafions for evaluafion7assessment after the" t
procedure has been approved by the City Council
b. 1997:
Continue the process for the evaluation of municipal
operations and establish a process for the evaluation
of the performance of boards and commissions
IIL RECOMMENDATIONS
The following recommendations are made for the Council's consideration:
a. The goal statements should be refined and adopted by resolution as the
official goals directing the leadership priorities of the City of Brooklyn
Center and its CounciL
b. The staff should present to the Council Management Action Plans (MAPs)
for '1996 and 1997 for review and approval. These Management Action
Plans (MAPs) should be updated annually with Council approval..
c. Council should select a community visioning process it wishes to pursue
that will bring extended citizen partieipation into the process.
d. Council should revisit its goals and Management Action Plans (MAPs) on
at least an annual basis to insure their currency and to make necessary
revisions.
8