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HomeMy WebLinkAbout2007-009 CCRMember Kay Lasman introduced the following resolution and moved its adoption: RESOLUTION NO. 2007-09 RESOLUTION RECEIVING AND ACCEPTING THE 2006 GOAL SETTING RETREAT REPORT OF NOVEMBER 11, 2006, AS PREPARED BY DONALD SALVERDA & ASSOCIATES WHEREAS, the City Council held a Goal Setting Retreat on November 11, 2006; and 1 WHEREAS, the facilitator, Donald Salverda & Associates, has prepared a summary report made by the participants during the Goal Setting Retreat. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the 2006 Goal Setting Retreat Report as prepared by Donald Salverda & Associates attached hereto as Exhibit A be and hereby is received and accepted. January 8. 2007 Date 1 ATTEST: C,\ Z mw 4" City'Clerk Mayor The motion for the adoption of the foregoing resolution was duly seconded by member Dan Ryan and upon vote being taken thereon, the following voted in favor thereof: Tim Willson, Kay Lasman, Dan Ryan, and Mark Yelich; and the following voted against the same: Mary O'Connor; whereupon said resolution was declared duly passed and adopted. RESOLUTION NO. 2007-09 EXHIBIT A THE BROOKLYN CENTER CITY COUNCIL 2006 GOAL SETTING RETREAT 1 RESOLUTION NO. 2007-09 Donald Salverda & Associates Roseville Professional Center - Suite 511 - 2233 N. Hemline Avenue - Roseville, MN 55113 (651) 484-1335 THE BROOKLYN CENTER CITY COUNCIL 2006 GOAL SETTING RETREAT RESOLUTION NO. 2007-09 THE BROOKLYN CENTER CITY COUNCIL 2006 GOAL SETTING RETREAT Paqe 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 VI CHANGES THAT HAVE AND ARE EXPECTED TO IMPACT THE CITY 4 VII ISSUES AND OPPORTUNITIES FACING THE CITY 4 VIII THE GOALS PROGRAM TO ADDRESS THE ISSUES AND OPPORTUNITIES 4 IX PRELIMINARY STRATEGIES TO ACHIEVE THE GOALS 4 X ROLES AND RESPONSIBILITIES 5 XI CLOSING REMARKS 5 XII EVALUATION OF THE RETREAT 5 XIII RECOMMENDED FOLLOW-UP ACTIONS 6 ATTACHMENTS 7-25 RESOLUTION NO. 2007-09 THE BROOKLYN CENTER CITY COUNCIL 2006 GOAL SETTING RETREAT t INTRODUCTION The council members and city manager of the City of Brooklyn Center held a Goal Setting Retreat on November 11, 2006. The retreat was held in the The 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 1 RESOLUTION NO. 2007-09 } The primary objectives of the retreat were: 1) To review Droaress related to the council's 2006 goals 2) To enhance communication and develop renewed team spirit among participants 3) To discuss chances that are likely to impact the city 4) To develop updated consensus on issues and ouportunities facing the city (1-3 year perspective) 5) To develop an updated aoals oroaram for the city (1-3 year perspective) 6) To develop preliminary 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 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. t 2 RESOLUTION NO. 2007-09 1 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 Facin4 the Citv and Expectations for the Retreat IV 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 Progress beina made by the City 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 meeting increasing service needs with limited funding capability. It was pointed out that 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. 3 RESOLUTION NO. 2007-09 VI CHANGES THAT HAVE AND ARE EXPECTED TO,, IMPACT THE CITY Participants next reviewed and discussed significant changes that have impacted the city during the last five years and those expected to impact the city during the next five years. See Attachment C for the Listina of Chances that Have and are Expected to Imoact the Citv VII ISSUES AND OPPORTUNITIES FACING THE CITY The participants were provided with information from the department heads, and the 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 opportunities 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 Opportunities facing the City 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 Proposed Goals Proaram to Address the Hiahest Prioritv Issues and Opportunities 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. 4 RESOLUTION NO. 2007-09 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 Listing 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. Both thanked the facilitator for organizing and leading the retreat. 1 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 { 5 RESOLUTION NO. 2007-09 a XIII RECOMMENDED FOLLOW-UP ACTIONS. It was agreed that considerable progress was made at the retreat and that follow- 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 j Executive Summary Written by the Retreat Facilitator Don Salverda Donald Salverda & Associates Roseville Professional Center, Suite 511 2233 North Hamline Roseville, MN 55113 (651) 484-1335 6 RESOLUTION NO. 2007-09 Attachment A GREATEST CHALLENGES FACING THE CITYI 1) "Resident satisfaction with 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" 8) "Redevelopment" 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" 14) "Getting citizen participation, commitment, and buy in" 15) "Shopping services" 16) "Communication and collaboration with other units of government" 17) "Communicating with citizens" 7 RESOLUTION NO. 2007-09 I RETREAT EXPECTATIONS i 1) "To begin a continuing dialogue with the council 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" 8 RESOLUTION NO. 2007-09 Attachment B REVIEW OF PROGRESS BEING MADE BY THE CITY THE SUCCESSES 1) "The continuing providing of public services with limited resources" 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 57th and Logan Development" 8) "The successful transition of the new city manager Curt Boganey" 9) "The city's addressing diversity" 10) "The city's website" 11) "The successful transition of the city's dispatching function to the county" 9 RESOLUTION NO. 2007-09 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 limited 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" 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" 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" 10 RESOLUTION NO. 2007-09 Attachment C MOST SIGNIFICANT CHANGES THAT HAVE IMPACTED THE CITY DURING THE LAST FIVE YEARS MOST SIGNIFICANT 1) THE CITY'S CHANGING DEMOGRAPHICS THAT INCLUDE AN AGING 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 INCREASE 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 CITY'S HOUSING STOCK SIGNIFICANT I 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 11 RESOLUTION NO. 2007-09 MOST SIGNIFICANT CHANGES EXPECTED TO IMPACT THE CITY IN THE LAST FIVE YEARS MOST SIGNIFICANT 1) THE REDEVELOPMENT OF THE CRACKER BARREL PROPERTY i 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 PROPERTY 5) AN OVERALL DECLINE IN THE CITY'S COMMERCIAL BUSINESSES SIGNIFICANT 6) THE IMPACT OF FUTURE LOCAL GOVERNMENT AID LEGISLATION 7) CHANGES MADE AT BROOKDALE 8) CHANGING VALUES OF COMMERCIAL PROPERTIES 9) INCREASES IN THE COST OF HEALTH CARE AND OTHER BENEFITS PROVIDED TO EMPLOYEES 10) INCREASED TRAFFIC DUE TO CHANGES IN HIGHWAY 252 AND THE COMPLETION OF HIGHWAY 610 1 i 12 RESOLUTION NO. 2007-09 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 1 . i 1 13 RESOLUTION NO. 2007-09 ISSUES AND OPPORTUNITIES AS EXPRESSED AS NEEDS Attachment D # of times Selected in the top 8 Current Council New Council HIGHEST PRIORITY City Manager 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 1 14 SL r t f F C S31ON39V aNV SllNn 1N3WNN3nOJ N3H10 HAM NOIIVN08V'1100 CINd N0I1VOIN(1WW00 3SV3NONl Ol a33N 3H1 39VINI S,.oUlO 3H13AONdWI 01 033N 3H1 (013 'JNDINRia 'dd0 Nnij U3J-VM VMOIS) U31bM S,JIlIO 3Hl 3AONdINl 01 a33N 3H1 SN3ZI110 HIM N0I1d01NnVTN00 3AO'ddW1 01 033N 3H1 (17L (L'0` L) (EL (`Z`0) (ZL L'Z) (LL L`Z) S30MAS ONKIIAOl1d NI SS3N3n11033d3 a3SVMJ0N1 1:10J 3AIHIS aMd (3181SSOd MGHM) 3NIlWd3H-LS Ol 033N 3H1 (0 L Z'Z) 3a(11b1SIJ31 3H1 IV 30N3nldNl SAM 3H13SVMION1 Ol a33N 3H1 (6 ( L'Z'Z) AIIIIOIHd NN" i i 60-LOOZ 'ON NOI Lfl'IOSHW RESOLUTION NO. 2007-09 THE PROPOSED GOALS PROGRAM 2007-2008 I HIGHEST PRIORITY Attachment E GOAL # 1 TO POSITVELY 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 1 16 RESOLUTION NO. 2007-09 Attachment F ROLES AND RESPONSIBILITIES OF THE CITY COUNCIL MOST SIGNIFICANT I 1) 2) 3) 4) 5) To provide leadership, direction, and long-range planning for the city To determine policy for the city To hire and monitor the performance of the city manager (to manage city operations) To adopt an annual budget for the city To represent the collective best interests of the city and the citizens of the city 17 RESOLUTION NO. 2007-09 Attachment F (continued) ROLES AND RESPONSIBILITIES OF INDIVIDUAL COUNCIL MEMBERS I 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 prepared for, and participate in, council meetings 4) To act professionally and listen respectfully to other council members, staff, and citizens 5) To share information and communicate openly with the city manager and other council members 1 18 i RESOLUTION NO. 2007-09 ROLES AND RESPONSIBILITIES OF THE MAYOR ; MOST SIGNIFICANT I l a i i 3 i i 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 4) To make advisory committee appointments 5) To sign the city's legal documents 6) To also function as a council member Attachment F (continued) 19 RESOLUTION NO. 2007-09 Attachment F (continued) ROLES AND RESPONSIBILITIES OF THE CITY MANAGER I MOST SIGNIFICANT ti 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 5) To appoint, develop, evaluate, and terminate (when necessary) city employees 20 1 RESOLUTION NO. 2007-09 Attachment F (continued) ROLES AND RESPONSIBILITIES OF THE DEPARTMENT HEADS I MOST SIGNIFICANT I 1) To provide leadership and goals for their departments 2) To manage the day-to-day operations of their departments 3) To prepare and administer the department's 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 21 RESOLUTION NO. 2007-09 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 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 7) To be innovative problem solvers 1 22 RESOLUTION NO. 2007-09 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 officials and staff 4) To be involved in community affairs 5) To be positive contributors to the community 23 RESOLUTION NO. 2007-09 Attachment G ' THE BROOKLYN CENTER CITY COUNCIL 2006 GOAL SETTING RETREAT SUMMARY EVALUATION. 1) The objectives of the session were: 5 A 4 3 2 1 (q--(`~ Clear Vague 2) The organiz t!on of the session was: 5 4 3 2 1 Excellent Poor 3) The ideas pr sen ted were: 5 4 3 2 1 7 r Very Not Interesting Interesting 4) The ability of the presenter to stimulate discussi on was: 5 0 4 3 2 1 Excellent Poor 5) My attendan a at this session was: 5 4 3 2 1 Very Waste a Beneficial of Time 6) Overall, I co ider this sessio n to have been: oi t 5 4 3 2 (l f Excellent Poor 1 24 RESOLUTION NO. 2007-09 1 J i I, 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) "1 look forward to the second session to build upon the results of this session. Your skills have been very beneficial." 5) "1 disagree, measurable goals are crucial wherever possible. If you don't agree - why this evaluation form? Without measurable goals everything is busy work." 25