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HomeMy WebLinkAbout2003 03-03 CCM Planning Session with Facilitator .w COMPt�NY CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL LEADERSHIP TEAM-BUILDING WORKSHOP Conducted on March 3, 2003 SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS MADE BY THE PARTICIPANTS Submitted by Car1 H. Neu, Jr. March 5, 2003 O Neu and Company and the Center for the Future of Local GovernanceTM, 2003 CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL LEADERSHIP TEAM-BUILDING WORKSHOP Conducted on March 3, 2003 SUMMAY OF KEY OBSERVATIONS AND CONCLUSIONS MADE BY THE PARTICIPANTS Submitted by Carl H. Neu, Jr. March 5, 2003 I. INTRODUCTION On March 3, 2003, the Mayor and City Council members of Brooklyn Center conducted a City Council Leadership Team-Building Workshop. A copy of the objectives and agenda for this workshop is included in this report as Appendix A. II. KEY OBSERVATIONS AND CONCLUSIONS MADE BY THE PARTICIPANTS. A. Review of City's Goals for 2003 and possible major issues and challenges that could affect the City and the attainment of its Goals. 1. Major issues and challenges that could affect the City and its goals. The participants identified the following items as potential major issues or challenges that could affect the city and its goals during the year 2003: a. Redevelopment city's ability to provide support for redevelopment. b. Funding for street programs and the effect that funding could have on projected schedules. 2 c. Funds available to the city from tax revenues, Local Government Aid (LGA), and grants. d. Changes in the Metropolitan Council board membership and the council's programs. e. State legislature's changing of the tax base, t� compression, devaluation of properties, etc. f. Council's ability to remain committed to the goals that have been adopted for 2003. 2. Comments pertaining to the City's adopted goals for 2003: The participants reviewed the City's goals for 2003 as adopted in Resolution 2000-134. A copy of the Resolution is included in this report as Appendix B. The following comments were made: a. Goal No. 1: This goal is seen as readily achievable and should not be affected by revenue concerns mentioned above. b. Goal No. 2: The City has done all that it can and is in a monitoring mode relative to the Brookdale Redevelopment. c. Goal No. 3: This goal is a major priority and the council feels that programs related to this goal basically can be sustained and achieved. d. Goal No. 4: There is a concern that less grant money might be available for funding the activities associated with this goal. However, the belief is that the city should be able to sustain its commitment to the implementation of this goaL e. Goal No. S: The council sees the city as being in a monitoring mode primarily relative to the support given to the northeast corner of 69th Avenue and Brooklyn Boulevard Redevelopment. f. Goal No. 6: This goal is affected directly by decisions emanating from the State Legislature. g. Goal No. 7: Brooklyn Boulevard North is done. The city is advocating for the Brooklyn Boulevard South project. 3 Streetscaping for Brooklyn Boulevard is.funded for 2003. Highway 100 is scheduled and funded. I-694: MnDOT is in the process of acquiring right-of-way. h. Goal No. 8: The developer is close to finalizing plans far construction of the third building. Ground breaking probably will not occur unti12004. Note: It is requested that the city manager brief council member Niesen on the details of the Phase III tax increment financing (TIF). i. Goal No. 9: Council feels that the city should be able to stay on course in implementing this goaL Comment were made that it might be possible for the city to do, ar encourage, more mitigation efforts which hopefully could reduce the need for enhanced/expanded enforcement efforts. j. Goal No. 10: This goal, and the methods by which it will be obtained, could be affected directly by changes occurring in the Metropolitan Council board membership. Note: The new council members indicated a preference to have this goal reworded so that it is more understandable to a lay person reading it. This goal probably will be changed at the August goal-setting sessian as a result of changes that may be initiated by the Metropolitan Council. Council member Peppe raised the point that considerable attention will have to given to budgetary management on the part of the city manager during the course of 2003. At the scheduled first quarterly review, council and the city manager may wish to discuss further prioritization of the goals and programs associated with their implementation. B. Roles and Relationships within the City Council and between Council and the City Manager. The participants engaged in a discussion of their mutual expectations about the res ective roles of and relationshi s to exist amon the ma or P p g, y counciUcouncil members and the crt mana er. This item ertai ns to Y g P Elernent No. 5 of the Habits of Highly-Effective Councils: have clearly- defined roles and relationships. A more detailed description of this element is contained on pages 35 and 36 of the participant workbook. 4 Role has two elements: function, the specific responsibilities of that role irrespective of incumbency, and performance, how the incumbent within that role is expected to behave and perform his/her responsibilities. 1. Role of the Mayor: Performance Processes and Behaviors Primary Functions (WHAT's) Expected (HOW's a. Preside/run city council a. meeting Maintain decorum at meetings Encourage participation allow all persons to speak Follow Robert's Rules of Order Maintain "pace" of the meeting Move things along as appropriate to ensure the effective use of time b. Chief spokesperson for the b. Speaks for the council's �rtY voice (majority) as contrasted to "I, the mayor'' Is official representative of the city at functions c. Voting member of council d. Signer of official documents e. Primary screener of proclamations, etc. f. Appoints members of f. Share information on commissions subject to city potential nominees and the council ratification. mayor's recommendations to the city eounciL g. Represent city at certain functions as required. 5 2. Role of the City CounciUCouncil members: Performance Processes and Behaviors Expected (HOW's a. Policy setting governing a. Be informed and read all body materials presented in preparation for meetings. b. Liaisons to commissions b. Be at meetings ar let the and other groups as mayar know if you cannot assigned attend so she can make arrangements for someone to take council member's place. c. Represent citizens c. Bring issues to the city manager Focus on things the city can do (items within its authority) d. Economic Development Authority Commissioners e. Adopt a budget e. Conduct appropriate public hearings Attempt to increase citizen input through surveys, etc. f. Hire/dehire the city f. Council acts as a whole in manager and city attorney making decisions affecting the city xnanager and city attorney. g. Conduct evaluations of the g. Establish and adhere to a city manager's and city well-defined review process attorney's performance. for conducting these evaluations. h. Set city goals. i. Review and adopt Comprehensive Plan 6 j. Serve as spokespersons for j. Present information as "we the city. as a counci� have this position". If speaking as a council member individually, differentiate clearly that it is ��I who holds this position/opinion. k. Provide direction to city k. Provide this direction administration and staff. through the city manager. 3. Council's perceptions of the role of the city manager: Performance Processes and Behaviors Primary Functions (WHAT's) Expected (HOW's) a. Chief administrator of city selects and supervises all city employees b. Implements council's policies and goals. c. Prepares and submits budget to eouncil for its review and adoption. d. Represents the city at functions as directed by the city council. e. Presents information e. Presents complete and required by the council far accurate information in a decision making, policy timely manner. making, etc. No surprises Should not expect the council ta vote on information that comes before it at the last minute except in emergency situations Encourage council members to ask their question5 about items �t study sessions so that all 7 I council members present can hear the questions and answers given. f. Formulate council meeting agendas. g. Provides advice to city council as required/requested. C. Conduct of Meetings A brief discussion occurred about opportunities for public input at regularly scheduled council meetings. An idea discussed was to create an opportunity where people wishing to speak to an item on the agenda for the regular meeting would be able to "sign up" on a speaker's list to make comments while the item is under consideration. The mayor took notes on this idea and may wish to discuss it further with the council in order to adopt an appropriate procedure for allowing people to indicate their desire to speak to certain items on the agenda. D. Strength Deployment Inventory The participants, in preparation for the workshop, completed a portion of the Strength Deployment Inventory which helps one identify their personal strengths and approaches in relating to others under the following two conditions: when everything is going well when conflict/opposition arises between individuals. Detailed feedback was given to the participants on their respective personal strengths and interaction approaches. E. Other Comments/Observations made by the Participant� L Communications between council rriembers and department heads. Discussion occurred among the council members about the process to be followed relative to council members interacting directly with department heads. The general rule is that council member requests should be directed through the city manager who then would communicate with the department head, as appropriate. It is recommended tha t this issue be discussed and the rocess clarified P 8 more fully during a work session so that all parties understand exactly how interaction should be conducted between the city council members, city manager, and department heads, in an appropriate manner. 2. City Manager Evaluation Process. The issue addressed in this discussion is how can the council develop and use a process that truly allows the council and manager to define expectations of performance and an objective means by which that performance is evaluated. It was recommended that information on city manager evaluation processes be obtained from groups such as the Brimeyer Group, International City Management Association (ICMA), etc. The intent here is to explore options available for developing a truly effective evaluation process for the city manager. This process should emphasize establishing clearly-defined and expected performance goals and the means for obtaining information necessary for an objective evaluation of the performance of the city manager in meeting these goals and carrying out other duties and responsibilities associated with the position. 3. Budget7Financial Management As mentioned above during the review of the goals, it may be necessary to become highly innovative in budget/financial management given the state's and city's current financial situation and realities. In the forthcoming scheduled review of the city manager, it is recommended that the council's expectations relative to budgetary/financial management be defined clearly so that the city manager has a full understanding of council's desires and options available to it for sustaining the implementation of the city's goals and maintenance of its service levels. 4. Clarifying the communications process between council members, the city manager, and department heads. This issue, mentioned above needs attention from three perspectives: I Ensuring that the process is understood and adhered to by all parties involved; i.e., council members, city manager, and department heads. Ens unn that council member re uests that mi ht have a ma' r g q g J 0 I impact on staff time/resources be discussed with the council as 9 a whole so that appropriate direction could be given to the city manager relative to council's desires about how he and the department heads use their time, which is seen as a precious and limited commodity. Concerns raised by individual council members that could have a significant impact on staff time or the community's perceptions about the city and its personnel be discussed within the council so that all council members have an understanding of the concern and can participate in developing options to deal with it appropriately. III. GOAL SETTING SESSION: Presently scheduled for August 23, 2003. 10 APPENDIX A 11 CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL LEADERSHIP TEAM-BUILDING WORKSHOP March 3, 2003 3:00 9:00 p.m. L Objectives: Upon completion of this workshop, the participants will have: a. reviewed the strategic leadership governance process used by the City and the habits of highly effective councils and council-staff teams. b. identified the major issues and challenges facing the City and their potential impact in achieving he council's adopted goals far2003. c. clarified the respective roles, and desired working relationships among, the mayor, council and council members and between council and the city manager and department heads within the Brooklyn Center council-staff partnerships. d. assessed their personal strengths and approaches in relating to others within council and the council-staff partnership under two conditions: when everything is going well and when conflict arises between individuals and groups (Strength Deployment Inventory). e. discussed other issues raised by the participants pertaining to how this council is "going to conduct its business and function" in addressing the challenges facing the city and with the city's professional staff. f. identified topics to be addressed in the August 23 workshop. 2. Agenda 3:00 p.m. Welcome and Introductions Review of objectives and agenda Participation of city manager in this workshop. 3:20 p.m. The strategic governance leadership process and habits of highly- effective councils and council-staff partnerships. 3:50 p.m. Major issues and challenges facing this council and its goals including strategies for dealing with these issues and challenges. 12 4:45 p.m. Clarifying the roles and working relationships within council and between council and staff. 6:00 p.m. Personal strengths and approaches in relating to others (Working (Strength Deployment Inventory) Dinner} 7:30 p.m. Issues raised by participants. 8:15 p.m. Summary of ideas and conclusions developed by the participants. 8:45 p.m. Topics to be addressed during the August 23rd workshop. 9:00 p.m. Conclusion 13 APPENDIX B 14 Member Ed Ne 1 s o n introduced the following resolution and moved its adoption: RESOLUTION NO._� cl �-1 4 RESOLUTION ADOPTING CITY COUNCIL GOALS FOR 2003 WHEREAS, the City Council met in a facilitated workshop to discuss goals and objectives for 2003; and WI-�REAS, the goals set forth in this resolution are the results of the discussions amongst the Council in the course of the facilitated workshop. NOW, THEREFORE, BE IT RESOLVED by flie City Council of the City of Brooklyn Center that the following goals be and hereby are adopted as the official goals of the City Council directing the leadership priorities for City government. Goals are not in any order of priority. Goal L• Promote the Inclusion of All Residents in Brooklyn Center's Community Life By: emphasizing opportunities to include all residents in the communiTy's activities and plans. Goa12: Support Brookdale Redevelopment By: use of t�-increment financing monitoring developer performance and project completion. Goa13: Continue and Improve Code Enforcement and Compliance Activities By: coordinated effort5 of the police and community development departments increased effort and focus on high-density areas, while continuing neighborhood enforcement continuing to evaluate additional approaches to acliieving improved compliance increased enforcement of noise ordinances; barking dogs and other noise generating nuisances. Goa14: Increase Fighting Crime Proactively By: continuing high visibility of police in neighborhoods and apartment complexes Neighborhood Watch Programs including public safety information in all City newsletters. Goa15: Actively Support Northeast Corner of 69`�' Avenue and Brooklyn Boulevard Redevelopment By: completing project and monitoring developer performance. Goal6: Continue and Implement Long-Term Financial Planning Within the Constraints Imposed by State Legislature By: continued five-year planning for utilities and capital improvements reviewing and developing contingency planning continuing to evaluate the City's fmancial priorities. RESOLUTION NO. 2 0 0 2-13 4 Goa17: Support and Promote Major Road and Street Improvement Projects By: completing Brooklyn Boulevard project north of 65`� advocate far Hennepin County's completion of Brooklyn Boulevard south of 65`� A completing Brooklyn Boulevard project with the County in the year 2002 and streetscaping in 2003 Highway 100: continuing to support and partrcipate in the North Metro Mayor's Highway 100 Council; keeping proj ect schedule with N1n/DOT supporting and participating in tl�e Interstate 694 widening project, with improved sound walls, in a manner advantageous to the City of Brooklyn Center. Goa18: Support Phase III of Joslyn Site Development By: working with the developer to complete Phase III. Goa19: Continuing Traffic Enforcement Efforts and Expaiid Information Available to the Public By: continuing enforcement efforts through multiple resources continuing and expanding information to the public on traffic safety and calming efforts enforcement of noise ordinances as they relate to noise originating from vehicles and vehicular use Goa110: Utilize Recommendations Developed in the Opportunity Site Process to Adopt a Vision and Plan for Brooklyn Center's Central Business District By: additional public input on directions and priorities for development aiid redevelopment of the Central Business District establishing specific development priorities for the next five-ten years modifying and updating the Compreliensive Plan consistent with the results of public input and planning processes. September 23, 2002 Date U iVlayor ATTEST: /I�M City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member Kay Lasman and upon vote being taken thereon, the following voted in favor thereo£ Myrna Kragness, Kay Lasman, Ed Nelson, Bob Peppe, and Tim Ricker; and the following voted agamst the same: n o n e; whereupon said resolution was declared duly passed and adopted.