HomeMy WebLinkAbout2006 11-11 CCM Planning Session with Facilitator Donald Salverda Associates
Roseville Prctfessiona! Cenfer Suite 51 i• 2233 N. Hamline Avenue Roseville, MN 55113 (651) 484-f335
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THE BROOKL YN CENTER
CITY COUNC/L
2006 GOAL SETTING RETREA T
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THE BROOKLYN CENTER
CITY COUNCIL
2006 GOAL SETTING RETREAT
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I INTRODUCTION 1
II INTRODUCTORY REMARKS 2
III COMMUNICATION ENHANCEMENT 3
IV REVIEW OF PROGRESS BEING MADE 3
V LEADERS AND MANAGERS ARE BEING CHALLENGED 3
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VI CHANGES THAT HAVE AND ARE EXPECTED TO IMPACT THE CITY 4
f VII ISSUES AND OPPORTUNITIES FACING THE CITY 4
VIII THE GOALS PROGRAM TO ADDRESS THE
ISSUES AND OPPORTUNITIES 4
i IX PRELIM{NARY STRATEGfES TO ACHIEVE THE GOALS 4
X ROLES AND RESPONSIBILITIES 5
j XI CLOSING REMARKS 5
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XII EVALUATION OF THE RETREAT 5
XIII RECOMMENDED FOLLOW-UP ACTIONS 6
ATTACHMENTS 7-25
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THE BROOKLYN CENTER
CITY COUNCIL
2006 GOAL SETTING RETREAT
I INTRODUCTION
The council members and city manager of the City of Brooklyn Center heid a
Goal Setting Retreat on November 11, 2006. The retreat was held in the The
j Harvest Room at the Earle Brown Conference Center in Brooklyn Center. Invited
to and participating in the retreat were the newly elected Mayor Tim Willson and
the newly elected Council members Dan Ryan and Mark Yelich. The retreat
facilitator was Don Salverda, President of Donald Salverda and Associates of
Roseville, Minnesota.
Participants at the retreat were:
Myrna Kragness Mayor
Kathleen Carmody Council Member
Kay Lasman Council Member
Diane Niesen Council Member
Mary O'Connor Council Member
Curt Boganey City Manager
Tim Willson Newly Elected Mayor
Dan Ryan Newly Elected Council Member
Mark Yelich Newly Elected Council Member
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The primary objectives of the retreat were:
1) To review propress related to the council's 2006 goals
2) To enhance communication and develoo renewed team spirit
among participants
3) To discuss chanQes that are likely to impact the city
4) To develop updated consensus on issues and oqqortunities facing the
city (1-3 year perspective)
5) To develop an uodated aoals proaram for the city (1-3 year perspective)
6) To develop preliminarv strateaies to achieve the highest priority goals
7) To be both educational and eniovable
This report summarizes the results of the retreat and includes recommendations
for follow-up actions to be taken.
II INTRODUCTORY REMARKS
Mayor Myrna Kragness welcomed participants to the retreat pointing out the
importance of communication and team work among the council members, the
need to develop consensus on issues facing the city, and to update the city's
j goals.
City Manager Curt Boganey also welcomed participants to the retreat and
thanked them for their commitment to the city. He indicated the importance for
the council to develop consensus on five or six highest priority goals for the staff
to focus their efforts. Both Mayor Kragness and the city manager welcomed the
recently elected mayor and two new council members to the retreat. He then
introduced the Retreat Facilitator, Don Salverda
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III COMMUNICATION ENHANCEMENT
After introductory remarks were made, the facilitator indicated that one of the
primary objectives of the retreat was to enhance �communication among the
participants. The first activity began the communication process by providing the
participants the opportunity to share backgrounds, perspectives on the greatest
challenges facing the city, and expectations for the retreat.
Many of the challenges cited by participants were incorporated into later
discussions on Issues and Opportunities facing the city. The refreshment
breaks, luncheon, and group discussions provided additional opportunities to
further enhance communication.
See Attachment A for the
Greatest Challenaes Facina the Citv
and Exoectations for the Retreat
N REVIEW OF PROGRESS BEING MADE
The next activity focused, on a review of progress being made by the city during
the last year. It was agreed that significant progress has been made in a number
of areas. Participants also discussed problems that have been encountered and
lessons that have been learned. Participants also agreed there is room for
improvement.
See Attachment B for the Review
of ProQress beina made bv the Citv,
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V LEADERS AND MANAGERS ARE BEING CHALLENGED
The facilitator provided information on leadership, pointing out that leaders and
managers at all levels of organizations in both the public and private sectors are
being challenged as never before. In the public sector, government officials and
professional staff are faced with the dilemma of ineeting increasing service
needs with timited funding capability. It was pointed out #hat in year 2006 and
beyond increased emphasis is being placed on individual leadership and
leadership development within organizations. The facilitator provided a number
of resource materials on leadership that were referred to throughout the retreat.
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VI CHANGES THAT HAVE AND ARE EXPECTED TO,, IMPACT THE CITY
Participants next reviewed and discussed significant changes that have impacted
the cify during the last five years and those expected to impact the city during the
next five years.
See Attachment C for the Listina of Chanaes that
Have and are Exoected to Imnact the Cit�►
VII ISSUES AND OPPORTUNITIES FACING THE CITY
The participants were provided with information from the department heads, and
ihe results of a citizen survey, pertaining to the greatest challenges facing the
city.
From this information and their own perspectives, participants identified the major
issues and opportunitiss facing the city. The listing provided a fresh update and
consensus on needs to be addressed by the city.
See Attachment D for the Updated Listina of
Issues and Oaaortunities facina the Citv
VIII THE GOALS PROGRAM TO ADDRESS THE ISSUES AND OPPORTUNITIES
The identified issues and opportunities were then converted into a proposed
goals program for the city for 2007 2008. The goals program consists of eight
highest priority goals.
See Attachment E for the Proaosed Goals Proaram
to Address the Hiahest Prioritv lssues and Ooaortunities
IX PRELIMINARY STRATEGIES TO ACHIEVE THE GOALS
Time did not allow for the development of preliminary strategies to achieve the
goals. These strategies and action plans need to be discussed and developed to
determine what is:realistic and what is not realistic. It was recommended that a
second retreat be scheduled to discuss the preliminary strategies. It was also
recommended that the department heads be active participants at the follow up
retreat.
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X ROLES AND RESPONSIBILITIES
The facilitator recommended that the council discuss and develop a simple listing
of the major roles and responsibilities of the city council, individual council
members, the mayor, the city administrator, department heads, city employees
and citizens. He provided a sample from another city that the council might use
as a modeL
See Attachment F for the Listinq
of Maior Roles and Resaonsibilities
XI CLOSING REMARKS
The retreat concluded with the facilitator challenging the participants to make a
positive impact in their leadership roles. He pointed out the interdependency of
the city council and staff, and the need to be mission and goal driven. He further
challenged participants to be continuous learners, to accept, and appreciate
diversity, to be team players, and to focus on the "big picture."
Mayor Myrna Kragness and City Manager Curt Boganey closed the session by
thanking everyone for participating.
a Both thanked the facilitator for organizing and leading the retreat.
It was agreed that the retreat had a very good outcome and that a follow up
retreat be scheduled in the near future.
XII EVALUATION OF THE RETREAT
The retreat was very well received by participants with an overall rating of 4.4 on
a scale of 1= low and 5= high.
See Attachment G for the
Evaluation of the Retreat
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XIII RECOMMENDED FOLLOW-UP ACTIONS
It was agreed that considerable progress was made at the retreat and that foilow-
up actions are needed.
A recommended sequence of actions are:
1) The participants review the Executive Summary of the retreat
2) The city manager fine tunes the prioritized issues and opportunities, and
the recommended goals program for city council consideration
3) A second retreat be scheduled to develop preliminary strategies and
action plans to achieve the goals.
4) The city council approves and formally adopts the finalized goals program.
5) Action plans be developed for each goal under the guidance of the city
manager
6) The city council and city manager monitor progress on achievement of
the goals during the year
6) A follow-up retreat be scheduled in one year to evaluate progress and
update the goals
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Executive Summary Written by the Retreat Facilitator
Don Salverda
Donald Salverda 8� Associates
Roseville Professional Center, Suite 511
2233 North Hamline
Roseville, MN 55113
(651) 484-1335
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Attachment A
�GREATEST CHALLENGES FACING THE CITY�
1) "Resident satisfaction wifh the city's quality of life"
2) "The city's housing stock"
3) "Declining business values"
4) "Having adequate resources for services"
5) "Taxes"
6) "The image of the city"
7) "The perception of crime in the city"
j 8) "Redevelopment"
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9) "The deterioration of property"
10) "Water quality"
11) "Having a tolerance of diversity"
12) "Code enforcement and property maintenance"
13) "The city needs better citizen buy in on goals"
i 14) "Getting citizen participation, commitment, and buy in"
15) "Shopping services"
16) "Communication and collaboration with other units of government"
17) "Communicating with citizens"
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RETREAT EXPECTATIONS
1) "To begin a continuing dialogue with the councii members and to have a new
beginning for the city"
2) "To reach consensus on a limited number of realistic and measurable goals"
3) "To set some goals and make a good transition to the new team"
4) "To share ideas for changes as pertaining to goals"
5) "To listen and learn to set goals"
6) "To develop measurable goals"
7) "To develop five or six goals for the city"
8) °To develop both long term and short term goals"
9) "To agree on five or six measurable goals°
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Attachment B
REVIEW OF PROG
RESS
BEING MADE BY THE CITY
THE SUCCESSES
1) "The continuing providing of public services with limited resources"
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2) "Improved public input on street and utilities projects"
3) °Communication between the police department and the public"
4) °Having police department meetings in the neighborhoods"
5) "Improved police department reports on crime"
6) "Developing 'the opportunity site' blue print with public input"
7) °The 57 and Logan Development"
8) "The successful transition of the new city manager Curt Boganey"
1 9) "The city's addressing diversity"
10) °The city's website"
11) "The successful transition of the city's dispatching function to the county"
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THE PROBLEMS ENCOUNTERED
1) "Too much staff time has been spent trying to understand the council's desires
and not focused on implementation of action plans"
2) "The city's �imited resources related to code enforcement"
3) "The reduction in local government aids from the State"
4) "The deteriorating quality of many rental homes in the city"
5) "Eminent domain rules and the impact on the city's opportunity site"
I 6) "The conversion of single family homes to rental use"
7) "Brookdale is underdeveloped"
THE LESSONS LEARNED
1) "The council needs to work better as a team for the greater good of the city"
2) "The council needs more informal meetings and discussions to discuss issues,
strategies, and how to better work together with the different personalities, etc."
3) "The �council members need to act professionally and separate `personal issues'
from city issues"
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4) "The council members need to compromise more on finding solutions to issues"
5) "The council members need to expand their outreach to other communities to
learn what other cities are doing to address their problems"
6) "The city needs to work together with neighboring communities on proposed
legislation"
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Attachment C
MOST SIGNIFICANT CHANGES THAT HAVE
IMPACTED THE CITY
DURING THE LAST FIVE YEARS
j MOST SIGNIFICANT
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I l 1) THE CITY'S CHANGING DEMOGRAPHICS THAT INCLUDE AN AGING
i POPULATION, AND INCREASED ETHNIC DIVERSITY
2) A DECREASE IN THE CITY'S TAX BASE FROM LOCAL BUSINESSES
3) A REDUCTION IN LOCAL GOVERNMENT AID FROM THE STATE
4) AN WCREASE IN THE CITY'S RENTAL HOUSING
5) A DECLINE IN CITIZEN SATISFACTION LEVELS AND AN INCREASE IN
EXPECTATIONS
6) A DECLINE IN THE OVERALL MAINTENANCE OF THE C1TY'S HOUSING
STOCK
SIGNIFICANT
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7) A DECLINE IN THE SERVICES PROVIDED AT THE BROOKDALE PROPERTY
8) A DECLINE IN THE PROPERTY VALUE OF BROOKDALE
9) CHANGES IN ELECTED LOCAL OFFICIALS
10) CHANGES IN STAFF MOST SIGNIFICANTLY AT THE DEPARTMENT HEAD
LEVEL
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MOST SIGNIFICANT CHANGES
EXPECTED TO IMPACT THE CITY
IN THE LAST FIVE YEARS
MOST SIGNIFICANT
1) THE REDEVELOPMENT OF THE CRACKER BARREL PROPERTY
2) CONTINUED DEMOGRAPHIC CHANGES THAT INCLUDE AN AGING
POPULATION AND INCREASED DIVERSITY
3) THE IMPACT OF RECENT EMINENT DOMAIN LEGISLATION
4) THE REDEVELOPMENT OF THE OPPORTUNITY SITE PROPER�TY
5) AN OVERALL DECLINE IN THE CITY'S COMMERCIAL BUSINESSES
j I SIGNIFICANT
6) THE IMPACT OF FUTURE LOCAL GOVERNMENT AID LEGISLATION
7) CHANGES MADE AT BROOKDALE
8) CHANGING VALUES OF COMMERCIAL PROPERTIES
9) INCREASES JN THE COST OF HEALTH CARE AND OTHER BENEFITS
PROVIDED TO EMPLOYEES
10) INCREASED TRAFFIC DUE TO CHANGES IN HIGHWAY 252 AND THE
3 COMPLETION OF HIGHWAY 610
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ALSO SIGNIFICANT
11) AN INCREASING FOCUS ON WATER RELATED ISSUES
12) UPDATING THE CITY'S COMPREHENSIVE PLAN
13) THE IMPACT OF MANDATED HOMELAND SECURITY MEASURES
14) THE IMPACT OF HIRING A NEW ASSISTANT CITY MANAGER
15) INCREASING GASOLINE PRICES
16) THE IMPACT OF FUTURE NATIONAL, STATE, AND LOCAL ELECTIONS
17) CHANGING INTEREST RATES
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Attachment D
ISSUES AND OPPORTUNITIES
AS EXPRESSED AS NEEDS
of times
Selected in the top 8
Current Council
New Council HIGHEST PRIORITY
City Manaqer RANK
(4,4,1) 1) THE NEED TO POSITIVELY ADDRESS THE CITY'S CHANGING
DEMOGRAPHICS AND INCREASED DIVERSITY
(4,4,1) 2) THE NEED TO IMPROVE THE ENFORCEMENT OF CITY CODES
(3,4,1) 3) THE NEED TO CONTINUE TO MAINTAIN AND TO UPGRADE
(WHEN AND WHERE NECESSARY) THE CITY'S
INFRASTRUCTURE
(3,4,1) 4) THE NEED TO REDUCE THE CITY'S CRIME
(4,3,1) 5) THE NEED TO PROCEED WITH THE CITY'S REDEVELOPMENT
THE CRACKER BARREL PROPERTY
THE OPPORTUNITY SITE
SUPPORT THE REDEVELOPMENT OF BROOKDALE
(4,3,1) 6) THE NEED TO ENSURE THE CITY'S FINANCIAL STABILITY
(2,4, 7) THE NEED TO IMPROVE THE CITY'S HOUSING STOCK
i (3,3, 8) THE NEED TO MAINTAIN OR LOWER PROPERTY TAXES
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RANK PRIORITY
(2,2,1) 9) THE NEED TO INCREASE THE CITY'S INFLUENCE AT THE
LEGISLATURE
(2,2, 10) THE NEED TO STREAMLINE (WHERE POSSIBLE) AND STRIVE
FOR INCREASED EFFECTIVENESS IN PROVIDING SERVICES
(2,1, 11) THE NEED TO IMPROVE COMMUNICATION WITH CITIZENS
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(2,1, 12) THE NEED TO IMPROVE THE CITY'S WATER (STORM WATER
RUN OFF, DRINKING, ETC)
(0,2, 13) THE NEED TO IMPROVE THE CITY'S IMAGE
(1,0,1) 14) THE NEED TO INCREASE COMMUNICATION AND
COLLABORATION WITH OTHER GOVERNMENT UNITS AND
j AGENCIES
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Attachment E
THE PROPOSED GOALS PROGRAM
Zao7-ZOOs
HIGHEST PRIORITY
GOAL 1 TO POSINELY ADDRESS THE CITY'S CHANGING DEMOGRAPHICS
AND INCREASED DIVERSITY
GOAL 2 TO IMPROVE THE ENFORCEMENT OF CITY CODES
GOAL 3 TO CONTINUE TO MAINTAIN AND UPGRADE (WHEN AND WHERE
NECESSARY) THE CITY'S INFRASTRUCTURE
GOAL 4 TO ENSURE A SAFE AND SECURE COMMUNITY BY REDUCING
CRIME
GOAL 5 TO AGGRESSIVELY PROCEED WITH THE CITY'S REDEVELOPMENT
PLANS
THE CRACKER BARREL PROPERTY
THE OPPORTUNITY SITE
SUPPORTING THE REDEVELOPMENT OF BROOKDALE
GOAL 6 TO ENSURE THE CITY'S FINANCIAL STABILITY
GOAL 7 TO IMPROVE THE CITY'S HOUSING STOCK
GOAL 8 TO MAINTAIN OR LOWER PROPERTY TAXES
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Attachment F
ROLES AND RESPONSIBILITIES
OF THE CITY COUNCIL
MOST SIGNIFICANT
1) To provide leadership, direction, and long-range planning for the city
2) To determine policy for the city
3) To hire and monitor the pertormance of the city manager (to manage city
operations)
4) To adopt an annual budget for the city
5) To represent the collective best interests of the city and the citizens of
the city
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Attachment F
(continued)
ROLES AND RESPONSIBILITIES OF
INDIVIDUAL COUNCIL MEMBERS
MOST SIGNIFICANT
1) To represent the citizens and be accessible to them
2) To make leadership and policy decisions for the greater good of the city
3 To be re ared for and artici ate in council meetin s
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4) To act professionally and listen respectfully to other council members,
staff, and citizens
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5) To share information and communicate openly with the city manager and
other council members
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Attachment F
(continued)
ROLES AND RESPONSIBIUTIES
OF THE MAYOR
MOST SIGNIFICANT
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1) To conduct orderly and effective city council meetings
2) To represent the city at public functions
3) To facilitate discussions on agenda items and help resolve conflict
among council members
j 4) To make advisory committee appointments
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j 5) To sign the city's legal documents
6) To also function as a council member
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Attachment F
(continued)
ROLES AND RESPONSIBILITIES OF
THE CITY MANAGER
MOST SIGNIFICANT
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1) To prepare and provide information for the council, make policy
recommendations based on the information, and implement adopted
policies
2) To be a liaison between the council and staff
3) To provide leadership and foster a positive work environment for the
city's employees
4) To develop and administer the city's annual budget
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5) To appoint, develop, evaluate, and terminate (when necessary) city employees
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Attachment F
(continued)
ROLES AND RESPONSIBILITIES OF
THE DEPARTMENT HEADS
MOST SIGNIFICANT
1) Ta provide leadership and goals for their departments
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2) To manage the day-to-day operations of their departments
3) To prepare and administer the departmenYs annual budget
4) To communicate and cooperate with other entities in the city
5) To keep the city manager and department staff informed
6) To provide training and development opportunities for department employees
7) To recommend 'new hires' to the city manager
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Attachment F
(continued)
ROLES AND RESPONSIBILITIES
OF ALL CITY EMPLOYEES
MOST SIGNIFICANT
I 1) To have a positive attitude towards their job and when dealing with the public
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2) To be team players
3) To be fiscally responsible
4) To be a positive representative and ambassador of the city
5) To have a strong work ethic
6) To be receptive to, and participate in, training and development opportunities
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7) To be innovative problem solvers
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Attachment F
(continued)
ROLES AND RESPONSIBILITIES OF
THE CITIZENS
MOST SIGNIFICANT
1) To vote in city elections
2) To provide fiscal support for city services and operations; i.e., to pay their taxes
3) To keep informed on issues that affect the city and to communicate their
concerns to the city's elected o�cials and staff
4) To be involved in community affairs
5) To be positive contributors to the community
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THE BROOKLYN CENTER
CITY COUNCIL
2006 GOAL SETTING RETREAT
SUMMARY EVALUATION,
1) The objectives of the session were:
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Clear Vague
2) The organiz tion of the session was:
4 3 2 1
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Excellent Poor
3) The ideas pr sented were:
5 4 3 Z 1
7 r Very Not
Interesting Interesting
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4) The ability of the presenter to stimulate discussion was:
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5 i 4 3 2 1
1 1�� Excellent Poor
5) My attendan •e at this session was:
5 4 3 Z 1
Very Waste
Beneficial of Time
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6) Overall, I co ider this session to have been:
5 4 3 2 1
Excellent Poor
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THE BROOKLYN CENTER
CITY COUNCIL
2006 GOAL SETTING RETREAT
PARTICIPANT COMMENTS
1) "Very valuable. Knowledgeable facilitator. Good time management. Excellent!"
2) "Hope to see this continue"
3) "The only difficulty was in terms of the broad scope and complexity of the issues"
4) "I look forward to the second session to build upon the results of this session.
Your skills have been very beneficial."
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5) "I disagree, measurable goals are crucial wherever possible. If you don't agree
why this evaluation form? Without measurable goals everything is busy work."
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