HomeMy WebLinkAbout2005 02-05 CCM Planning Session with Facilitator t
�S COMP�NY
CITY OF BROOKLYN CENTER,
MINNESOTA
CITY COUNCIL LEADERSI3IP WORKSHOP
Conducted on
Februar 5 2005
Y
SUMMARY OF KEY OBSERVATIONS AND
CONCLUSIONS MADE BY THE
PARTICIPANTS
Submitted by
Carl H. Neu, Jr.
February 7, 2005
O Neu and Company and the Center for the Future of Local GovemanceT"', 2005
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CITY OF BROOKLYN CENTER, MINNESOTA
CITY COUNCIL LEADERSHIP WORKSHOP
Conducted on
February 5, 2005
SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS
MADE BY THE PARTICIPANTS
Submitted by
Carl H. Neu, Jr.
February 7, 2005
L INTRODUCTION
On February 5, 2005, the mayor, council members, city manager and assistant city
manager of Brooklyn Center conducted a City Council Leadership Workshop. A
copy of the objectives and agenda for this workshop are included in this report as
Appendix A.
II. SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS MADE BY
THE PARTICIPANTS.
A. Identification of the `Big Things" the Council must focus on during
2005.
As an opening discussion, the participants were asked to identify the "five
big things" that council must focus its attention on during the year 2005.
The objective here was to provide all members of the council and the city
manager and assistant city manager an opportunity to discuss their
respective observations about what should be priority issues to be
addressed during this year. The following items were presented by the
participants:
1. City Center/Opportunity site
2. Brookdale
3. Elimination of vacant store fronts and decline
4. Neighborhood streets, curb and gutter program
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5. Crime prevention reduction
6. Funding of community services
7. Northbrook Center
8. Brookdale Boulevard
9. Community diversity issues
10. High taxes
11. Appropriate use of eminent domain, especially with regard to
redevelopment activities
12. "Government too big" what should city government be doing?
13. Joslyn poltution
14. Intergovernmental relations
15. Demographics of the community consistent with what we are
trying to achieve
16. Residency requirements for employment in the city
17. Dispatch conversion
18. Enterprise funds
After discussion the majority of the participants identified the following
"big things" as having the highest priority for the year 2005:
City Center/Opportunity site
Brookdale
Northbrook Center
Funding of community services
Dispatch conversion.
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B. Reexamination of the City Council Goals for the Year 2005.
After completing the exercise/discussion above, the participants then
reviewed the City Council Goals that were adopted for the year 2005. A
copy of these goals is contained in this report as Appendix B.
The following change was made:
1. Elimination of item (4) Focus 2004 under Goal No. 2. The reason
for this elimination is that these action steps identified for 2004
have been completed.
No other changes were made to the goals that have been adopted for 2005.
It was concluded by the majority of participants, however, that while the
council has reaffirmed the goals it adopted for 2D05, it should be stated
that Northbrook and Brookdale are areas of continuing emphasis and
priority for the city council because of their importance to the community
and its economie vitality.
C. City Manager Evaluation Process
The participants reviewed the current City Manager Evaluation Form used
by the council. A copy of this form is included in this report as Appendix
C. The following observations or recommendations were made relative to
proposed changes to the City Manager Evaluation Form and City Manager
Evaluation Process.
1. Proposed changes to the City Manager Evaluation Form:
City council members should review the current City Manager
Evaluation Form and submit their proposed modifications to
the form for discussion at a scheduled work session.
It was suggested that a"1 through 5 rating system" be used for
each item evaluated in the form. For example, the current form
has five categories of topics that are reviewed. Within each of
these categories are additional items or subsets pertaining to
the city manager's performance. The rating scale would be
used far each item or subset. The proposed rating scale might
look something like what appears belaw:
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Item Being Rated
Rating:
1 2 I 3 I 4 I 5
Did Not Needs Met Exceeded Greatly
Act►ieve Improvement Eapectations Eapectations Exceeded
Expectations
Comments:
City Council at the scheduled work session would approve the
changes in terms of format, content, and rating scales to be
used in the City Manager Evaluation Form.
2. Proposed changes to the City Manager Evaluation Process
The council members identified the following proposed steps to be
used for the conduct of the City Manager Evaluation Process:
City manager provides a report on accomplishments to the
council and notes any significant shifts or changes in goals and
priorities may have occurred which need to be taken into
consideration when evaluating his performance.
City council members provide their individual evaluations to
the city attorney.
City attorney prepares a consolidated report.
City council reviews and approves the report that the mayor
will then take to the city manager.
The city manager then responds to the report given to him by
the mayor reflecting a summary of the couneil's conclusions.
City council makes any appropriate changes or revisions to the
report based on city manager feedback.
Mayor makes public statement, as required, pertaining to the
manager's evaluation.
3. Timing of the Evaluation:
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The participants noted that the evaluation should be conducted at
the end of the year, especially when changes in council
membership occur as a result of elections. This will ensure that the
council members evaluating the manager were the ones who
served on council during the evaluation period.
D. Discussion of Council Teamwork and Performance
Four council members, during the afternoon of the workshop, conducted a
comprehensive discussion about working relationships among the
members of city council and the effectiveness of the council's meetings.
1. Observation about city council warking relationships and meeting
effectiveness
What is Frustrating Me/Us
What is Going Well? (Council Members)?
No real issues that are Lengthy discussions before
creating divisiveness within council comes to consensus
the council
Congenial discussions Apparent disconnect that
occurs sometimes between
the city council and the city
manager, especially in
dialogues attempting to
clarify issues and increase
understanding.
Increased respect being People don't speak up
sfiown by council members (sometimes it is difficult to
for each other hear what people are saying)
Good handouts and staff Some members talk too long
work in preparation for the
meetings
Council is better at Amount of detail sometimes
focusing goals and issues "loses" individuals
Council has adjusted to the Nature of some of the issues
budget (some council members may
not agree with the issue or
the approach the council is
taking in dealing with it)
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Lack of "in depth" analysis
and information
Parliamentary procedures
used during the course of the
meetings
Length of discussions and
debates
Individuals, on occasion,
appear to be taking some
issues personally
Mayor not appropriately
"limiting debate" in a
productive manner.
2. Self-Assessment
Once the perceptions listed above were identified, each council
member completed the brief self assessment contained in
Appendix D to this report. Council members then shared their
respective self assessments with the other participants and solicited
feedback and further observations about how others would have
rated them relative to the five items contained in the self
assessment.
The discussion stimulated by the self assessment led to a
comprehensive sharing of observations and ideas about how
council members could work more effectively with each other,
improve overall council performance, and improve the productivity
of council meetings.
3. Ten things team mernbers can do to increase teamwork and
performance.
The council members then explored the ten items listed in
Appendix E to this report. Particular emphasis was given to the
four items that were noted with an asterisk.
E. Suggested Topics and Date for the Fall City Council Leadership
Workshop.
1. Suggested date for the workshop:
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It was concluded that the workshop should be conducted sometime
between August 22 and September 7. The workshop can be a full
day workshop or one that starts in the afternoon and extends into
the evening. Council members at the next work session will select
a date for the Fall workshop.
2. Su e e
st d items for the Fall worksho a enda:
gg P g
Review of the City Manager Evaluation Form and Process to
be used to evaluate the manager's performance for the year
2005.
A dialogue between the manager and the council relative to the
council's and manager's expectations of each other and ways
in which they can mutually support each other in the
achievement of their responsibilities and duties. The purpose
here is to strengthen the already productive relationship and
ensure that the council and manager have an opportunity to
discuss fully their working relationship and ways in which they
can mutually support each other in this relationship.
Identifying issues that the city council should be tracking on a
continuous basis and establishing effective systerns or means
for tracking these issues.
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City of Brooklyn Center, Minnesota
City Council Leadership Workshop
February 5, 2005
8:30 a.m. 5:00 p.m.
1. Objectives:
Upon completion of this workshop, the participants will have:
a. identified and discussed the 5 most important topics the council members
feel they must address to improve city council leadership performance,
teamwork and productivity/effectiveness as a governing body
b. assessed factors essentialto:
achieving and sustaining superior council performance
their collective and individual contributions to the team's success
c. identified the "Big Things" council must focus on during 2005, the
outcomes it desires, and how to set and stay the course necessary to
achieve thase outcomes
d. reviewed how council and manager wish to evaluate their respective and
each others' performance within the council-manager/staff partnership
e. discussed/updated councils' adopted goals for 2005
f. assessed, and identified approaches to, improving procedures, processes,
and policies relating to council meetings and decision making
g. defined a date and list of proposed topics for the Fall Council Workshops.
2. Agenda:
8:30 a.m. Introductions and Overview of the workshop objectives and
agenda.
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8:45 a.m. Council Focus: the `Big Things" for 2005
10:00 a.m. Review and updating of council's adopted goals for 2005
11:00 a.m. Evaluating council, council member and city manager
performance.
12:00 Noon Lunch
12:45 p.m. The "5 most important topics" we want to address for improving
city council leadership performance, teamwark and
productivity/effectiveness.
2:00 p.m. Council and council member success factors.
3:15 p.m. Broadcasting of "Other City Council Meetings" on Cable Access
System.
3:45 p.m. Review of, and suggested improvements to, council operating
procedures, processes and p�licies.
4:30 p.m. Planning for the Fall Council Workshop.
5:00 p.m. Adjourn
Pre-workshop Reading Assignment:
Achieving and Sustaining Superior Council Perforrnance
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APPENDIX B
City Council Goals for the Year 2005.
Goal No. 1: Create a new Brooklyn Center "Downtown" blueprint.
(Opportunity Site Brooklyn Center's Central Business
District)
(1) Issue: Defining and building the future
"Downtown" of Brooklyn Center.
(2) Long-term outcome: creation of an exciting and
successful "mixed-use" Downtown for Brooklyn
Center.
(3) Benefits:
a new image and exciting experience for our
community's benefit and future
expanded commercial tax base
attracting new businesses and supporting current
businesses
new excitement about Brooklyn Center and its
Downtown area
utilization of a prime location
"greening" of Brooklyn Center
creating a whole new image for the City
attracting new residents to the community.
(4) Focus 2005:
Establish a well-defined process for receiving
public input and participation and defining the
key components and parameters desired for the
area. (Meetings, Charettes, etc.)
Define key components and parameters
desired for the future development of the
area.
Solicitation of proposals from development
communities.
Rev' e it ive Pl
ise of th C y s Comprehens an
and related Zoning Ordinances.
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Amend the current funding (T.I.F. T�
District 3) mechanism.
Issue bonds.
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Acquire property.
Goal No. 2. Continue funding of community serviees.
(1) Issue: City's ability to sustain its current
service levels and quality given current funding
situations and declines in LGA funds from the
State.
(2) Long-Term Outcome: The long-term outcome will
be determined by which choices the City makes
pertaining to funding of City services. The
following four approaches need to be taken:
Defining options which might include
levy increases, reducing costs, a mix of
both.
Prioritizing city services so that
available funding can be directed to
high-priority services.
Selecting the option or options the city
wishes to pursue relative to revenue
generation and funding of city services.
Implementing that option and adjusting
city service levels accordingly.
(3) Benefits
Establishing realistic expectations
among the citizens about what services
the city ean provide given current
funding realities and options.
Prioritizing services so that if service
cuts are required as a result of funding
decreases, available funding will go to
the higher-priority services.
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Seek means of increasing revenues.
(4) Focus 2004:
Council meeting with City Finance Commission
to establish levy for 2005.
Council adopting mil levy increase for 2005.
(5) Focus 2005:
Definition of projected equipment needs and
unfunded future costs anticipated in each of the
City's departments.
Support legislative change in LGA formula
(work with AMM and legislative
representatives).
Develop council consensus on serviee funding
priorities.
Communicate with the community that the
council is working strongly on building a
stronger future for the City through
concentrating its efforts on the Opportunity Site
and the benefits that can ensure frorn it for the
entire community.
Goal No. 3: Sustain Code Enforcement, Crime Prevention, and Traffic
Enforcement Efforts.
Goal No. 4: Continue the Street Reconstruction Program.
Important Note: Goals 1 and 2 become the "super ordinate
goals" that will be absorbing most of the council's
leadership and the municipal staff s management capacity
during 2005. Goals 3 and 4 are reflective of the council's
commitment to sustain the efforts these goals addressed
because of their extreme importance to the community.
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2003 FORM
CITY MANAGER EVALUATION FORM
1. City Council Goals for 2003
Responsibility: The City Manager should
implement those goals that can be accomplished through staff
rovide su ort and inforrnat'
P ion to facilitate Ci Council achieve
PP ty ment of its goals
�1ti era11 Evalua�ion �f �Vork on �Cify i ouncil !Goals
Overall, has the City Manager worked to implement and facilitate adopted City Council
goals?
Yes Partia�ly No
Comments:
2. Administrative Support for City Council:
Responsibility
Maintain effective communication, both verbal and written with Council
Maintains availability to Council, either personally or through designated
subordinates
Systematie reporting to Council of current matters involving City goverrunent
Materials presented to Council are clear, concise arzd understandable
Has the City Manager provided.the City Council with background and other information to
allow the Council to make informed decisions as described above?
Yes Partially No
Comments:
2003 FORM
Has the City Manager assisted the City Council in. clarifying complex issues and
understanding administrative, legal and procedural requirements?
Yes Partially No
Comments:
3. Chief Administrative Officer duties:
Has the City Manager provided administrative oversight and direction in the following
areas:
City Fiscal affairs (budget, expenditures)
Plans and organizes preparation of an annual budget with docnmentation that
conforms to the direction received from the City Council
Supervises the utilization of human and fiscal resources within the budgetary plan
Financial reporting is timely and understandable
City operations
Services are delivered in a timely and effective manner (ie. snowplowing, police and
fu.e response, park �r�aintenance, recreation)
Citizen issues are responded to appropriately and in tunely fashion
Issues affecting service delivery are anticipated and dealt with effectively
City proj ects
Annual street proj ect is undzrtaken in organized and effective inanner
City Enterprise operations
Water, sewer, and storm sewer funds are financially stable and services delivered in
effective and efficient manner
Golf and Liquor funds are operated in a manner that results in meeting financial
targets so that they are self-sufficient and meet Council goals for operation such as
minimum of $75,000 transfer fro� Fund
r
2003 FORM
Earle Brown Heritage Center is operated as community asset, while meeti.ng
operational self-sufficiency from its own revenues
I�es Partially No
Comments:
4. Intergovernmental Relations:
Has the City Manager:
been sufficiently active in participating in municipal organizations to which the City
belongs
had a relationship with other cities that is beneficial to the City of Brooklyn Center
been effective in communicating or representing Cauncil positions to other
governmental bodies
worlced cooperatively with other organizations where beneficial to the City of
Brooklyn Center
Yes Partially No
Comrnents:
5. OVERALL EVALUATION OF PERFORI�ZANCE:
Overall, City Manager's efforts to implement and facilitate 2000 Council goals has been:
Excellent Good Satisfactory Poor
Comments:
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s
2003 FORIVI
Overall, City Manager's administrative support of Gity Council has been:
Excellent Good Satisfactory Poor
Comments:
Overall, City Manager's discharge of administrative duties in fiscal affa.irs, operations, projects, and
enterprises has been:
Excellent Good Satisfactory Paor
Cominents:
Overali, City Manager's efforts in intergovernmental matters have been:
E�cellent Good Satisfactory Poor
Comments:
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f'
BROOKLYN CENTER
SELF ASSESSMENT
How would you rate your ability to
collaborate with others?
4= consistently 3= often 2= sometimes 1= never
1. I request help from others, council
members and the city manager, and give them
assistance in return.
2. I pitch in with my fellow council members
to make decisions and get things done in an
effective manner.
3. I focus on other people's welfare as much
as on my own
4. I keep others, especially my fellow council
members and the city manager, informed
about what I'm doing if it affects them.
5. I am patient in group situations or
meetings, even if it takes time to sort things
out.
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Ten Thin T I rs Do
gs eam P aye
1. Pitch In and Assist Others
2. Reach Out to Quiet or New
Team mates or Co-Workers
*3. Encoura e Teammates Who
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Are Jn Conf ict to Talk
Throu h Their Differences
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4. Share Credit You receive for
a Job We Done
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5. Suggest Team-Building and
Problem-So_ving Techniques
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You May Know
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f°� *6. Check to See How Your
Decisions and Actions Mi ht
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Affect Others
7. nc ude Ever one in the
y
nformation Loo When
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A ro riate
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8. Seek nformation and
Expertise of Others
9. Communicate Your Own
Activit so That t s Pub ic
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Know ed e
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10. nform Others What The Can
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Do to Su ort Your Effarts
pp
and Ask Them to Te You What a
You Can Do to Su ort Their
pp
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and The Team s Efforts.
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