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HomeMy WebLinkAbout1996 04-27 CCM Planning Session with Facilitator I COMP�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 Management Division Government Leadership Division Phone: 303/986-8487 General Management Systems Division Fax: 303/986-0223 8169 West Baker Avenue Lakewood, Colorado 80227 Mailin A ddress: P.O. Box 36308 Lakewood, Colorado 80236 I CITY COUNCIL/CITY MANAGER TEAM-BUILDING 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 I Brooklyn Center held a one-day City Council/City Manager Team-Building 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 meetings and governing body effectiveness Conflict resolution processes and styles Factors the Council wishes to address relative to its future pertormance 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 greatly. Although, there remain some concerns about the administrative I staff immediately below the City Manager level. There is a desire within Council among the members to emphasize the sharing of relevant information with each other about issues before the Council and to establi sh o ortunities for this information sharin at PP J 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. Identification of those items that Council is seen as doing "well" 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 Communications and the cordial sharing of information within the Council Council represents Establishing rules 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 details 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 Publicizing 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 subgroups 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 members Council-Staff relationships Slow or absent resolution of are improving 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 AGAINST 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- City 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. Ot her Observations made by the Participants Following 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 the 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 Councils and Council-Staff teams. The participants reviewed an essay on the conflict management process and then completed the Thomas Kilmann Conflict Mode Instrument which allows 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 conflict handling styles. Descriptive material regarding each of the five behavioral options available in conflict 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 bud et rocess and all factors related to it 9 P 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 with the City Manager, first evaluation 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 salary that will take effect at the following January. 2. Rules and Procedures Governing Council Meetings The participants concluded the following relative 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 horizons 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.. 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 Council 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 Pertormance (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 appropriate 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 specific directions Set Policy Annual 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 City want the community to be. Act as a group Out in the community, use the word "we" 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 City forums. 8 c. Role of the City Manager Function Performance Administer City Carry out Council direction and policy and coordinate both with staff Be an information 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