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HomeMy WebLinkAbout2007 01-13 CCM Planning Session with Facilitator Donald Saiverda Associates Roseville Professional Center Suite 51f 2233 N. Hamline Avenue Roseville, MN 55113 (651) 484-i335 THE CITY OF BROOKLYN CENTER COUNC/L AND DEPARTMENT HEADS 2007 LEADERSHIP PLANNING TEAIVI BUILD/NG RETREAT SUMMARY EXECUTIVE THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS 2007 LEADERSHIP PLANNING TEAM .BUILDING RETREAT 'Paqe I INTRODUCTION 1 II INTRODUCTORY REMARKS 2 III COMMUNICATION ENHANCEMENT 3 IV LEADERS AND MANAGERS ARE BEING CHALLENGED 3 V CHANGES THAT HAVE AND ARE EXPECTED TO IMPAGT THE CITY 3 VI ISSUES AND OPPORTUNITIES FACING THE CITY 4 VII THE GOALS PROGRAM TO ADDRESS THE ISSUES AND OPPORTUNITIES 4 Vlll PRELIMINARY STRATEGIES TO ACHIEVE THE GOALS 4 IX EXPECTATIONS AND CONTRIBUTIONS 4 X ROLES AND RESPONSIBILITIES 5 XI WORK BEHAVIOR STl(LES 5 XII THE CITY'S MISSION AND VALUES 5 XIII CLOSING REMARKS 6 XIV EVALUATION OF THE RETREAT 6 XV RECOMMENDED FOLLOW-UP ACTIONS 7 ATTACHMENTS 8-30 THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS 2007 LEADERSHIP PLANNING TEAM BUILDING RETREAT I INTRODUCTION The council members, city manager, and department heads of the City of Brooklyn Center held a Leadership Planning Team Building Retreat on January 13, 2007. The retreat was held at the Earle Brown Conference Center in Brooklyn Center. The retreat was a follow up to the Goal Setting Retreat held on November 11, 2006. The retreat facilitator was Don Salverda, President of Donald Salverda and Associates of Roseville, Minnesota. Participants at the retreat were: Tim Willson Mayor Kay Lasman Council Member Mary O'Connor Council Member Dan Ryan Council Member Mark Yelich Council Member Curt Boganey City Manager Brad Hoffman Community Development Director Ron Boman Fire Chief Scott Bechthold Police Chief Todd Blomstrom Public Works Director Jim Glascoe Director of Community Activities And Recreation Services Note: Dan Jordet, Finance Director, was not able to attend the retreat due to a scheduling conflict. The primary objectives of the retreat were: 1) To review and build on information developed at the council's 2006 Goal Setting Retreat 2) To enhance communication and develoa� renewed team s!�irit among participants 3) To develoa preliminani strateaies and action �lans to achieve the city's highest priority goals 4) To review the city's mission and values 5) To discuss roles. resbonsibilities and exaectations 6) 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, Newly elected Mayor Tim Willson welcomed participants to the retreat pointing out the importance of communication and team work among the council members and department heads, and the need to get to know each other and to share information. City Manager Curt Boganey also welcomed participants to the retreat and thanked them for their commitment to the city. He indicated that he is excited and anxious to work with the new council and department heads and to develop strategies and plans to address the city's goals that were developed at the November Goal Setting Retreat. He then introduced the Retreat Facilitator, Don Salverda. 2 111 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 tMe 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 City and Expectations for the Retreat, IV LEADERS AND MANAGERS ARE BEING CHALLENGED e acilitator rovided information on leadership, pointing out that leaders and Th f p 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 P rofessional staff are faced with the dilemma of ineeting increasing service 07 and needs with limited funding capability. It was pointed out that in year 20 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. V CHANGES THAT HAVE AND ARE EXPECTED TO IMPACT THE CITY Participants next reviewed and discussed 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 B for the Listinc} of Chanaes that Have and are Ex4ected to Im�aact the City 3 VI ISSUES AND OPPORTUNITIES FACING THE CITY, Participants reviewed the list and rankings of issues and opportunities that were developed at the November council goal setting. The listing provides a fresh update and consensus on needs to be addressed by the city. See Attachment C for the Updated Listing of Issues and O�portunities facina the Citw, VII THE GOALS PROGRAM TO ADDRESS THE ISSUES AND OPPORTUNITIES, At the November Goal Setting Retreat the identified issues and opportunities were converted into a proposed goals program for the city for 2007 2008. The goals program consists of eight highest priority goals. See Attachment D for the Proposed Goals Proaram to Address the Hiahest Priorita Issues and O�aortunities VIII PRELIMINARY STRATEGIES TO ACHIEVE THE GOALS, A major part of the retreat was the development and discussion of preliminary strategies and action plans for each of the goals. These preliminary strategies and action plans will be refined and further developed under the guidance of City Manager Curt Boganey and provided to participants in a separate report from him. IX EXPECTATIONS AND CONTRIBUTIONS, Participants next discussed expectations that the council has of staff and the staff has of the council. Participants also discussed the contributions that each group brings to the leadership team. See Attachment E for the, List of Ex�aectations and Contributions, 4 X ROLES AND RESPONSIBILITIES, Participants next discussed the roles and major responsibilities of the city council, individual council members, the mayor, the city manager, department heads, city employees, and citizens. See Attachment F for the Listinq of Maior Roles and Res�onsibilities XI WORK BEHAVIOR STYLES Participants shared an enjoyable and we11 received learning experience designed to increase harmony, productivity, and teamwork by understanding differences in work behavioral st les, identifying and minimizing potential conflict areas, and Y maximizing the strengths of each style. I XII THE CITY'S MISSION AND VALUES, The Mission Statement is a statement that describes the organizations overall Partici ants felt that the city needs an updated purpose and reason for existmg. p mission statement. Four options were developed for consideration. The Values Statement defines the core values that guide the day-to-day activities of the city personnel. Participants developed a listing of values they or the cit The facilitator indicated that he would be most im ortant f y believe to p develop a proposed values statement for the council to consider adoptmg. i See Attachment G for the, Proaosed Mission and Values Statements, i I 5 I ING REMARKS XIII CLOS 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 Tim Willson and City Manager Curt Boganey closed the session by thanking everyone for participating. Both thanked the facilitator for organizing and leading the retreat. XIV EVALUATION OF THE RETREAT, The retreat was well received by participants with an overall rating of 4.1 on a i scale of 1= low and 5= high. See Attachment H for the Evaluation of the Retreat 6 ENDED FOLLOW-UP ACTIONS, X V RECOMM 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 pnoritized issues and opportunities, and the recommended goals program and strategies for city council consideration 3) The city council approves and formally adopts the fi�nalized goals program a under the uidance of the city s be develo ed for each o I 9 4 Action lan p 9 P I mana er 9 5} The city manager reviews the mission statement options and proposed values statement and makes a recommendation to the council for approval 6) The city council and city manager monitor progress on achievement of e ear the goals during th y 7) A foilow-up retreat be scheduled in one year to evaluate progress and update the goals Executive Summary Written by the Retreat Facilitator Don Salverda Donald Salverda 8� Associates Roseville Professional Center, Suite 511 I 2233 North Hamline Roseviite, MN 55'1'13 (651) 484-1335 7 I Attachment A �GREATEST CHALLENGES FACING THE CITY� 1) "Building a community that is inclusive of ethnic diversity" 2) "The city's redevelopment" 3) "Brookdale" 4) "The city's aging infrastructure" 5) "Single family rental homes" 6 "Le islative barriers to redevelo ment" 9 p 7) "Economic viability" 8) "Reducing the cost of government" 9) "Maximizing the city's available resources" 10) "Property maintenance" 8 EXPECTATIONS FOR THE RETREAT� 1) "To develop clarity of goals and how to implement the goais" 2) "To develop consensus on a clear direction for the city" 3) "To develop consistency in goals" 4) "To develop benchmarks for achievement" 5) "To discuss how to improve the effectiveness of council meetings" I �`i 9 Attachment B CHANGES THAT HAVE IMPACTED THE CITY DURING THE LAST FIVE YEARS MOST SIGNIFICANT 1) THE CITY'S CHANGING DEMOG.RAPHICS 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 7) A DECLINE IN THE SERVICES PROVIDED Al' 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 I 10 CHANGES i EXPECTED TO IMPACT THE CfTY IN THE NEXT 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 I 4) THE REDEVELOPMENT OF THE OPPORTUNITY SITE PROPERTY 5) AN OVERALL DECLINE W THE CITY'S COMMERCIAL BUSINESSES 6) AN INCREASE IN THE NUMBER OF UNFUNDED STATE MANDATES SIGNIFICANT 7) THE IMPACT OF FUTURE LOCAL GOVERNMENT AID LEGISLATION 8) CHANGES MADE A BROOKDALE 9) CHANGING VALUES OF COMMERCIAL PROPERTIES 10) INCREASES IN THE COST OF HEALTH CARE AND OTHER BENEFITS PROVIDED TO EMPLOYEES 11) INCREASED TRAFFIC DUE TO CHANGES IN HIGHWAY 252 AND THE I LETION OF HIGHWAY 610 COMP 11 ALSO SIGNIFICANT 12) AN INCREASING FOCUS ON WATER RELATED ISSUES 13) UPDATING THE CITY'S COMPREHENSIVE PLAN 14) THE IMPACT OF MANDATED HOMELAND SECURITY MEASURES 15) THE IMPACT OF HIRING A NEW ASSISTANT CITY MANAGER 16) INCREASING GASOLINE PRICES 17) THE IMPACT OF FUTURE NATIONAL, STATE, AND LOCAL ELECTIONS 18} CHANGING INTEREST RATES i i 12 Attachment C lSSUES AND OPPORTUNITIES AS EXPRESSED AS NEEDS of times Selected in the top 8 Former Council New Counc�l HIGHEST PRIORITY C� 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 i (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 (3,3, 8) THE NEED TO MAINTAIN OR LOWER PROPERTY TAXES 13 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 1NCREASED EFFECTIVENESS IN PROVIDING SERVICES (2,1, 11) THE NEED TO IMPROVE COMMUNICATION WITH CITIZENS (2,1, 12) THE NEED TO IMP G ETCHE CITY'S WATER (STORM WATER RUN OFF, DRINKIN (0,2, 13) THE NEED TO IMPROVE THE CITY'S IMAGE (1,0,1) 14) THE NEED TO INCREASE CO ER GOVER MENT�UNITS AND COLLABORATION WITH OT AGENCIES 14 i Attachment D THE PROPOSED GOALS PROGRAM 2007 2008 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 GOAL 6 TO ENSURE THE CITY'S CONTINUED FINANCIAL STABILITY GOAL 7 TO IMPROVE THE QUALITY OF THE CITY'S EXISTING HOUSING STOCK GOAL 8 TO MAINTAIN OR LOWER PROPERTY TAXES i i 15 Attachment E THE COUNCIL'S EXPECTATIONS OF THE STAFF 1) "Professional competence" 2) "Honesty, integrity, and ethics" 3) "To follow through on implementing council direction and goals" 4) "To provide sound fiscal recommendations" I 5) "To respond to council's questions° 6) "Teamwork among the staff' 7) "To hire the best and reflect a diverse community" I I 16 THE COUNCIL'S CONTRIBUTION TO THE LEADERSHIP TEAM 1) "To define and set policy" 2) "To update the city's charter" 3) "To act according to ethical standards" 4) "To represent the wiH of the citizens" 5) "To be prepared for meetings" 6) "To approve the city's annual budget" i 7) "To monitor the performance of the city manager" 8) "To follow parliamentary procedures" 9) "To be of service to citizens responding to questions and to help resolve problems" 10) °To be ambassadors and promoters of the city" I i 17 STAFF'S EXPECTATIONS OF THE COUNCIL 1) "To provide policy direction" 2) "To trust and respect the staff as professionais" 3) "To set standards of service for the city" 4) "To be consistent in providing direction" 5) "To prioritize direction" 6) "To remain calm `under fire'" 7) "To provide honest feedback" 8) "To communicate to staff through the city manager" 9) "To speak with `one voice"' I 18 STAFF CONTRIBUTION TO THE LEADERSHIP TEAM 1) "Professional expertise" 2) "Education and experience" 3) "Institutional memory" 4) "Loyalty, pride, and passion" 5) "Ethics and integrity" 6) "Professional networks" 7) "Vision" 8) "Leadership" 9) "Dedication and commitment to public service" 10) "Respect of the city's employees" i 19 Attachment F ROLES AND RESPONSIBILITIES OF THE CITY COUNCIL I MOST SIGNIFICANT I 1) To provide leadership, direction, and long-range planning forthe city 2) To determine policy for the city 3) To hire and monitor the performance 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 20 Attachment F (continued) ROLES AND RESPONSIBILITIES OF INDIVIDUAL COUNCIL MEMBERS MOST SIGNIFICANT i 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 rofe ssionall and listen res ectfully to other council members, 4) To act p y p staff, and citizens 5) To share information and communicate openly with the city manager and other council members 21 Attachment F (continued) ROLES AND RESPONSIBILITIES OF THE MAYOR MOST SIGNIFICANT 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 22 Attachment F (continued) ROLES AND RESPONSIBILITIES OF THE C1TY MANAGER I MOST SIGNIFICANT 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 represent the city before public bodies and community groups 6) To coordinate with local, state, and federal agencies 7) To appoint, develop, evaluate, and terminate (when necessary) city employees 23 Attachment F (continued) ROLES A ND RESPONSIB IUTIES OF THE DEPARTMENT HEADS MOST SIGNIFICANT 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 ormed 5) To keep the city manager and department staff inf 6) To provide training and development opportunities for department employees 7) To recommend `new hires' to the city manager 8) To coordinate with other local, state, and federal agencies 9) To publicly represent the city policies 24 Attachment F (continued) ROLES AND RESPONSIBILITIES �I i OF ALL CITY EMPLOYEES MOST SIGNIFICANT 1) To have a positive attitude towards their �ob and when dealing with the public 2) To be team piayers 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 25 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 communit affairs Y 5) To be positive contributors to the community i 26 Attachment G PROPOSED MISSION STATEMENT Option 1 "The mission of the City of Brooklyn Center is to ensure a clean, safe, attractive environment for its residenYs through the provision of high quality, cost effective public services." Option 2 "The mission of the City of Brookly.n Center is to promote a community that enhances the quality of life and preserves the public trust." Option 3 he mission of the City of Brooklyn Center is to ensure a clean, safe, ttractive community that enhances the quality of life and preserves the public trust." Option 4 "The mission of the City of Brooklyn Center is to provide a range of (Ryan Opfion) public services that enhance the quality of life and preserves the public trust." 27 PROPOSED VALUES STATEMENT The foflowing values are fundamental to the city of Brookfyn Center's success and the fulfiliment of our mission: Excellence and Qualitv in the Deliverv of Services We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional and cost-effective manner. Fiscal Responsibilitv We believe that fiscal responsibility and prudent stewardship of public funds is essential for citizen confidence in government. Ethics and Intearitv We believe that ethics and integrity are foundation blocks of public trust and confidence and that all meaningful relationships are built on these values. Open and Honest Communication We believe that open and honest communication is essential for an informed and involved citizenry and to foster a positive working environment for employees. Professionalism We believe that continuous improvement is the mark of professionalism and are committed to applying this principle to the services we offer and the development of our employees., Visiona Lea rs rv de hi and I p P anninq We believe that the very essence of leadership is to be visionary and to plan for the future. Cooaeration and Teamwork We believe that the public is best served when departments and employees work cooperatively as a team rather than at cross purposes. 28 i Attachment H THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS 2007 LEADERSHtP PLANNING TEAM BUILDING RETREAT SUMMARY EVALUATION, 1) The objectives of the session were: "S 5 4 3 T Clear Vague 2) The organizatio of the session was: 3 2 5 4 Poo r �t Excellent 3) The ideas prese ted were: 4 3 Z 1 Not Very Interesting interesting 4) The ability of the resenter to stimulate discussion was: 5 3 Z Exceilent Poor 3 �.,,y 5) My attendance t this session was: 5 q 3 2 Waste t Very of Time Beneficial 6) Overall, I consi er this session to have been: 5 3 Z Poor Excellent 29 THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS 2007 LEADERSHIP PLANNING TEAM BUILDING RETREAT PARTICIPANT COMMENTS "Very worthwhile" "Very nice time weli spent" j 30