Loading...
HomeMy WebLinkAbout1997 02-20 CCM Planning Session with Facilitator CONiP�NY CITY QF BROOKLYN CENTER MINNESOTA CITY C4UNCIL TEAM-BUILDING AND LEADERSHIP WORKSHOP February 20, 1997 SUMMARY OF KEY FINDINGS AND CONCLUSIONS FROM WORKSHOP Submitted by CARL H. NEU, JR. February 26, 1997 O• Neu Company, 1997 CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL TEAM-BUILDING AND LEADERSHIP WORKSHOP February 20, 1997 SUMMARY OF KEY FINDINCS AND CONCLUSIONS FROM WORKSHOP I. INTRODUCTION The City Council and City Manager of the City of Brooklyn Center conducted a City Council Team-Building and Leadership Workshop on February 20, 1997. A copy of the Objectives and Agenda for this Workshop is attached to this report. II. KEY FINDINCS AND CONCLUSiONS FROM THE WORKSHOP A. Workshop Opening Remarks and Observations The six participants were asked as an opening exercise to introduce the person seated to their right with the following information: Person's name Person s position with the City and, for Council members, their personal/professional pursuits The thing that impresses the introducer the most about the person being introduced A one-sentence/word statement that describes how the individual sees the Council at this time: February 20, 1997. 7he one-sentence/word statements pertaining to how individuals see the Council as of Febru a 20 1997 ry were: Different (from the Council that met in the Workshops in 1996) Unity (there is a greater sense of unity among the Council members) New (Council members don't know each other very well at the moment) Challenged (role of Council versus the interests of other parties within the community) �ptimistic (about the future of the community and the role the Council has in establishing and achieving that future) Cutting edge of a new era (Council is the "tool" that can make a new era for Brooklyn Center happen) The general descriptors indicated a sense of heightened excitement about the potential of the Council and the role it can play in a community which is seen as embarking upon a brighter and more productive future. B. Review of Key Conclusions and Findings from the April 27, 1996 City Council/City Manager Team-Building and Leadership Workshop Since the Council has two new members, the entire Council took a time to review the Summary Report of Key Conclusions and Findings from the previous workshop focusing on team-building to accomplish the following; Orientation of the new members about the issues discussed at the previous team-building workshop Review of progress made relative #o issues identified at that workshop Identification of issues that the current Council wishes to pursue as part of its team effort The following items of discussion surfaced as a part of this review: The need to establish clear direction for each of the City's boards and commissions so that each has a clear definition of its role and charge as defined by the City Council. The need within Council for an appreciation that once the Council has reached a decision, irrespective of the vote, that the entire Council has an obligation to support that decision within the Council and the community. If individual Council members have additional concerns pertaining to the implementation of the decision, it was agreed that these concerns need to be surfaced and discussed within the Council and brought to resolution. C. Review of 1997 Goals The current Council reviewed the 1997 Goals that were established at a workshop conducted on May 30, 1996. These goals were the basis for formulating key elements of the 1997 City Budget and provide direction for staff performance priorities. 2 I� A review of the goals 1ed to the following conciusions 1. Goals 1, 3, 4, 5, 6, 7, and 8 remain unchanged and are supported by the current CounciL 2. Goal No. 2, Initiate Community Vision and Actions to Attain that Vision, was discussed with the following conclusions a. The City needs to position itseif to do community visioning, probably in 1998, after it deals with more immediate issues such as the future of Brookdale. b. The focus in 1997 will be upon the following: Code enforcement Completion of the Comprehensive Plan c. When the community-wide visioning process begins, the emphasis should be upon establishing a vision and standards for success that give Brooklyn Center a future in which it and all of its citizens can take considerable pride. d. Other "major things"/action items Council wishes to see achieved during 1997. The following other "major things"/action items to be accomplished in 1997 were identified by the participants: (1 j Outreach to increase the number of crime-free multiple-housing units and the number of individual units participating in Neighborhood Watch programs. (2) Increase "police presence" in Brookdale Square retail and apartment buildings. (3) Identify impact on Brooklyn Center resulting from changes occurring in the services and operations of other governmentaUservice entities operating within the community; i.e., school, senior programs, etc. (4) Resolve the police/fire building need and develop a plan the Council and community can support for addressing that need. i 3 e (5) Conduct periodic assessment meetings (retreats) for Council and goal setting. (It is recommended these meetings occur two times per year). e. Actions for establishing 1998 goals for Brooklyn Center. The Council decided fhat in mid-August, it wouid like to conduct a City Council/City Manager Goal-Setting Retreat focusing on the following items: Establishing goals for 1998 Review 1997 accomplishments and lessons learned Review Council performance and specific things that can be done to increase the leadership effectiveness of the Council f. Other issues raised by participants The fol{owing two items were identified by the participants as other issues they would like to see emphasized during the course of the year and in their working relationships with each other: (1) Maintaining a professional atmosphere at Council meetings and ensuring the effective control of the flow of those meetings. (2) Consideration of the use of work sessions to the degree that may be required by CounciL III. OBSERVATIONS AND RECOMMENDATIONS FROM THE CONSULTANT A. Observations The following observations are presented by the Consultant: This Council demonstrates a genuine desire to work together well and to be a highly effective overnin bod for the Ci 9 9 Y tY The Council sees itself as having great potential in helping Brooklyn Center define and achieve an exciting vision for the future and 4 resolving a number of issues such as Brookdale which have been major concerns to the City and its citizens. The Council and the Manager demonstrate a strong working relationship and a high degree of mutual respect for each other. The Cauncil genuinely wants to clarify the role of various boards and commissions and the working relationship tha# needs to exist between those boards and commissions and the City Council and administrative staff. B. Recommended Follow-up The participants identified three important follow-up activities whieh should be pursued: Reestablishment of work sessions as a part of City Council's activities. Taking occasional time-outs or retreats to review Council performance and the progress it is making on addressing issues of concern to it and the community. Establishing a mid-August City Council/City Manager goal-setting session for identification of 1998 City goals/priorities and reviewing 1997 accomplishments. 5