HomeMy WebLinkAbout2008 02-16 CCM Planning Session with Facilitator Donald Salverda Associates
Roseville Professional Cenfer Suite 5i1 2233 N. Hamline Avenue Roseville, MN 55i13 (651) 484-1335
THE CI TY OF BROOKL YN CENTER
I COUNCIL AND DEPARTMENT HEADS
2008 L EA DERSH/P PLA NN/NG
TEAM BU/LD/NG RETREA T
EXECUT/VE SUMMARY
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Name GraQh iii Proi�lg P��e�ni
Tim Willson (I) 8723 Inspiratior�al
Kay Lasman (C) 4436 Objec#iwe Thin��r
Mary O'Gonnor (D} 7116 Greative
Dan Ryan (i} 3543 Prornater
Mark Yelich (D) 7136 Creative
Gurt Boganey (D) 7126 �r�ative
Vickie Schleuning (C) 4236 Obj�:+�tive Thir°tt{cer
Dan Jordet (f) 3732 Pramc�ter
Scott Bechthold (DI} 7711 tnspirational
Todd Blomstrom (C) fi137 Cr�ativ�
Jim Gtasos (C) 4147 Ctbj�e Thinker
Gary Eitel (IC) 1656 Pra�t�ic►n�r
Lee Gatlin (D) 6243 Dsvelc+p�ar
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THE CITY OF BROOKLYN CENTER
COUNCI� AND DEPARTMENT HEADS
2008 LEADERSHIP PLANNING TEAM BUILDING RETREAT
Paqe
I INTRODUCTION 1
11 INTRODUCTORY REMARKS 2
III COMMUNICATION ENHANCEMENT 3
IV REVIEW OF PROGRESS 3
V LEADERS AND MANAGERS ARE BEING CHALLENGED 4
I 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 STRATEGIES AND ACTION PLANS TO ACHIEVE THE GOALS 5
X WORKING AS A TEAM—UNDERSTANDING WORK BEHAVIOR STYLES 5
XI ROLES AND RESPONSIBILITIES 5
XII EXPECTATIONS AND CONTRIBUTIONS 5
XIII THE CITY'S MISSION AND VAL
UES STATEMENTS 6
S XIV ORGANIZATIONAL CLIMATE QUESTIONNAIRE 6
XV CLOSING REMARKS 6
XVI
EVALUATION OF THE RETREAT 6
XViI RECOMMENDED FOLLOW-UP ACTIONS 7
ATTACHMENTS 8-36
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2008 LEADERSHIP PLANNING TEAM BUILDING RETREAT
i INTRODUCTION
The council members cit mana er, and de artment heads of the Cit of
Y 9 P Y
Brooklyn Center held a Leadership Planning Team Buiiding Retreat on
February 16, 2008. The retreat was held at the Earle Brown Conference Center
in Brooklyn Center. The retreat was a follow up to the January 2007 retreat. The
retreat facilitator was Don Salverda, President of Donald Salverda and
i 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
Vickie Schleuning Assistant to the City Manager
Gary Eitel Community Development Director
Lee Gatlin Fire Chief
Scott Bechthold Police Chief
Dan Jordet Finance Director
Todd Blomstrom Public Works Directar
Note: Jim Glasoe, Director of Community Activities and Recreation Services,
was not able to attend the retreat due to a scheduling conflict.
The primary objectives of the retreat were:
1) To review nroaress being made by the city
2) To build on the 2007 retreat
3) To enhance communication and develop renewed team spirit
among participants
4) To discuss chanqes that are likely to impact the city
5) To develop undated consensus on issues and opportunities facing the city
(1-3 year perspective)
6) To develop an updated qoals nroaram for the city (1-3 year perspective)
7) To develop areliminarv action plans to achieve the city's highest priority
goals
i 8) To discuss roles, resaonsibilities. and expectations
9) 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 Tim Willson welcomed artici ants to the retreat. He ave a s ecial
p p J p
welcome to the staff. He indicated that the city is moving in the right direction
that there has been considerable progress made during the last year. He said
that the phone calls he is receiving from citizens are much more positive than
those in the past. He pointed out the need to update the city's goals and to work
as a team.
City Manager Curt Boganey also welcomed participants to the retreat thanking
them for their commitment to the city. He indicated that the staff is doing an
excellent �ob. He said that last year's retreat went well and provided the staff with
direction. He anticipates that this year's retreat will go equally well. He then
introduced the retreat facilitator, Don Salverda.
The facilitator also welcomed the participants to the retreat. He particularly
welcomed the new staff members Lee Gatlin, Gary Eitel, and Vickie Schueuning
who were attending their �rst retreat, and Dan Jordet who had a scheduling
i, conflict at the 2007 retreat.
2
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 Exnectations for the Retreat
IV REVIEW OF P
ROGRESS
The next activity focused on a Review of Progress being made by the city during
the last year. It was agreed that considerable progress has been made in a
number of areas. Participants also discussed problems that have been
encountered and lessons that have been learned. Participants agreed there
have been numerous successes, but that there is room for improvement.
See attachment B-1 for the
Review of Proaress beina made
Participants next responded to four questions related to the city:
Q� What's working well?
Qz What's not working well?
I
Q3 What s the city not doing that it should be doing?
4a What's the city currently doing that may not be necessary or
required to do?
i See attachment B-2 for the
responses to the auestions
3
I
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 limited funding capability. It was pointed out that in year 2008 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.
VI CHANGES THAT HAVE AND ARE EXPECTED TO IMPACT THE CITY
i� Participants reviewed changes that have impacted the city in the last five years
and discussed those expected to impact the city in the next five years.
See Attachment C for the Listina of Chanaes that
Have and are Exnected to Imnact the Citv
VII ISSUES AND OPPORTUNITIES FACING THE CITY
Participants identified a number of issues and o ortunities facin the cit on an
pp 9 Y
ongoing basis and from a 1-3 year perspective. The listing provided a fresh
update and consensus on issues and opportunities that need to be addressed.
See Attachment D for the Uadated Listiny of
Issues and On�ortunities facinathe 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. The Proposed Goals Program includes six ongoing
goals and nine 1-3 year strategic goals. This Goals Program needs to be further
discussed, refined, agreed upon, and then implemented.
I� See Attachment E for the Pronosed Goals Proaram
to Address the Issues and Ouaortunities
4
IX STRATEGIES AND ACTION PLANS TO ACHIEVE THE GOALS
Time did not allow for the development of or discussion of the strategies and
action plans to address the goals.
Many of the strategies that were developed to address the 2007 goals are
applicable to the 2008 Goals Program.
Strategies and action plans for each of the goals need to be developed by staff
under the guidance of City Manager Curt Boganey.
This information will be provided to the council in a separate document from the
city manager.
X WORKING AS A TEAM UNDERSTANDING WORK BEHAVIOR STYLES.
Participants shared an enjoyable and well received learning experience designed
to increase harmony, productivity, and teamwork by understanding differences in
work behavioral styles, identifying and minimizing potential conflict areas, and
maximizing the strengths of each style
XI ROLES AND RESPONSIBILITtES
Participants briefly reviewed the roles and major responsibilities of the city
council, council members, the mayor, the city manager, department heads, city
employees, and citizens.
See Attachment F for the Listina
of Maior Roles and Resuonsibilities
XII EXPECTATIONS AND CONTRIBUTIONS
At the 2007 retreat participants 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. Included in this
report are those listings.
See Attachment G for the
Lists of Expectations and Contributions
5
XIII THE CITY'S MISSION AND VALUES STATEMENTS
The Mission Statement is a statement that describes the organizations overall
purpose and reason for existing. Participants reviewed the city's Mission
Statement that was developed at the 2007 retreat and adopted during the year.
The Values Statement defines the core values that guide the day-to-day
activities of the city's personnel. Participants reviewed the city's Values
Statement that was also developed at the 2007 retreat.
See Attachment H for the
Citv's Mission and Values Statements
XIV THE ORGANIZATIONAL CLIMATE QUESTIONNAIRE
Participants each filled out an organizational climate uestionnaire indicatin
q 9
their perceptions as to where the city is "currently at" and where it "ought to be" in
seven dimensions. Participants indicated that there still is room for improvement
in a number of areas.
See attachment I for the Summarv,
of the Oraanizational Climate Questionnaires
XV CLOSING REMARKS
The retreat concluded with the facilitator challen in the artici ants to make a
9 9 p p
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."
it M n
C y a ager Curt Boganey closed the session by thanking everyone for
participating. He thanked the facilitator for organizing and leading the retreat.
XVI EVALUATION OF THE RETREAT
The retreat was well received by participants with an overall rating of 4.1 on a
scale of 1= low and 5= high.
See A h
ttac ment J for the
Evaluation of the Retreat
6
XVII 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) The city council approves and formally adopts the finalized goals program
4) Strategies and action plans be developed for each goal under the
guidance of the city manager
5) The city council reaffirms the city's mission and values statements
6) The city council and city manager monitor progress on achievement of
the goals during the year
7) A follow-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 Associates
Roseville Professional Center, Suite 511
2233 North Hamline
Roseville, MN 55113
(651) 484-1335
Attachment A
GREATEST CHALLENGES FACING THE CITY
1) "Crime"
2) "The city's redevelopment"
3) "Developing a unified community vision"
4) "Code enforcements"
5) "Livability issues"
6) "Attracting quality developers"
7) "The economic impact of diversity in building in the community"
8) "The city's perception in the eyes of others in and out of the city"
9) "The economy"
10) "Single family rentals"
11) "The city's aging housin stock"
9
i 12) "Businesses leaving the city"
13) "The city's limited fiscal resources in addressing it's needs"
14 "Taxes"
15) "The city's collaboration with other jurisdictions"
16) "Debt"
17) School funding
Note: The comments on pages 8-13 were offered individually or by small groups
of participants at the session. Comments are for discussion purposes. The group
did not adopt these statements as a unified statement of the city.
Attachment A
(continued)
EXPECTATIONS FOR THE RETREAT
1) "To review the city's goals and council's expectations of staff'
2) "To rationalize the city's goals"
3) "To better understand each other"
4) "To figure out how to lower the city's debt and taxes"
5) "To develop consensus on issues°
6) "To build on the 2007 retreat"
7) "To build relationships"
8) "To get to know each other better"
9) "To grow as a team player"
10} "To learn"
9
Attachment B-1
The Successes
1) "The Embassy Suite Project"
2) "Numerous re-development projects"
3) "Street re-developments"
4) "Improved code enforcement"
5) "The PERF Study (Police Executive Research Forum)"
6) "The settlement of the Center Point Project"
7) "Closing TIF District #1"
8) "Progress made on administrative finds"
9) "Improvements in data collection and analysis"
10) "Improvements in the city's financial planning, processes, and monthly
reports"
11) "The development of a foreclosure brochure"
12) "The Walmart Project"
13) "The hiring of high quality staff: The new Fire Chief (Lee Gatlin), the
Community Development Director (Gary Eitel), and the Assistant to the
City Manager (Vickie Schleuning)"
14) "The council's coming to a majority vote on issues"
r
r
1
Attachment B-1
(continued)
The Problems Encountered
1) "The city's lack of a city-wide coordinated effort"
2) "A lack of focus"
3) "Progress on some goals is slower than expectations"
4) "The economy"
5) "Fiscallimitations"
6) "The Center Point lawsuit"
7) "Foreclosures from real estate market changes"
8) "Increasing numbers of single family homes being rented"
9) "The 57 and Logan property" (Differences of opinion on this within the
group)
The Lessons Learned
1) "Progress on the city's goal attainment is ongoing and requires time and
patience"
2) "Addressing the city's crime related issues needs community involvement
and not just that of the Police Department"
3) "Some environmental problems can be expected on property acquisitions"
4 "Positive settlements can result from law suits"
5) "Public perceptions are important and are in the eyes of the beholder, but
may not be accurate from the city's standpoint"
6) "The duties and responsibilities of city employees must be realistic
considering the city's existing resources"
7) "The city is influenced by actions taken by other jurisdictions"
I
11
Attachment 6-2
THE CITY OF BROOKLYN CENTER
FEBRUARY 2008
Q� What's workina well?
1) "The city's leadership: the council and staff work well together addressing
the city's goals"
2) "The council works as a team and provides good direction to the city
manager"
3) "The city's organizational structure is efficient"
4) "The city's development and re-development efforts"
5) "The ongoing delivery of city services providing increasing services with
the existing resources"
6) "The city's new employees"
7) "The new hires in the Police Department"
8) "The cit 's water s stem"
Y Y
9) "The city's cleaning of it's streets"
10) "Cross functional projects"
i 12
Attachment B-2
(continued)
Qz What's not workinq well?
1) "Renewing the city's housing stock"
2) "Communication with the city's residents"
3) "Engaging the city's citizens in the activities of the community"
4) "Communication throughout the organization of the city's goals, roles, and
responsibilities"
5) "Maintaining city properties"
6) "The city's commercial development"
7) "Internal collaboration"
8) "Utilizing outside partners"
9) "Accentuating the positive"
(�s What's the citu not doina that it should be doinq?
1) "Increasing the cit 's focus on crime revention"
Y p
2) "Responding better to the foreclosure issue"
3) "Celebrating the city's successes and focusing on the city's strengths"
4) "Branding improving the positive promotion and image of the city"
5) "Coordinatin the inclusion of diverse o ulations into the cit
g p p Y
6) "Convincing the public of the value being received from their tax dollars"
7) "Addressing the needs of the city's youth"
Qa What's the citv currentiv doina that it mav not be necessar� or reauired to
do?
(The following are issues the council may want to discuss in the future.)
1) "The city being in the off-sale liquor business"
2) "The city being in the hospitality industry"
3) "The city's snow plowing of every sidewalk"
13
i�
Attachment C-1
CHANGES THAT HAVE HAD
AN IMPACT ON THE CITY
IN 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
7) A DECLINE IN THE SERVICES PROVIDED AT THE BROOKDALE PROPERTY
8 A DECLIN
E IN THE PROPERTY VALUE OF BROOKDALE
9) CHANGES IN ELECTED LOCAL OFFICIALS
10} CHANGES IN STAFF MOST SIGNIFICANTLY AT THE DEPARTMENT HEAD
LEVEL
i 14
e
Attachment C-2
CHANGES EXPECTED
TO 1MPACT THE CITY
IN THE NEXT FIVE YEARS
MOST SIGNIFICANT
1) INCREASING NUMBERS QF FORECLOSURES IN THE HOUSING MARKET
AND THE IMPACT AND AFTERMATH OF THE FORECLOSURES ON THE
CITY
2) THE REDEVELOPMENT OF THE OPPORTUNITY SITE PROPERTY
3) THE REDEVELOPMENT OF THE PROPERTIES ALONG I-694 AND HWY 100
4) CONTINUED DEMOGRAPHIC CHANGES THAT INCLUDE AN AGING
POPULATION AND INCREASED CULTURAL DIVERSITY
5) AN INCREASING NUMBER OF ENVIRONMENTAL CONCERNS RELATED TO
CONTAMINATED L.AND AND SOIL WITH CITY ACQUIRED PROPERTIES
6) A TREND OF DECLINE IN THE CITY'S COMMERCIAL BUSINESSES
SIGNIFICANT
7) THE IMPACT OF FUTURE LOCAL GOVERNMENT AID LEGISLATION
8) CHANGES MADE AT BROOKDALE
9) INCREASES IN THE COST OF HEALTH CARE AND OTHER BENEFITS
PROVIDED TO EMPLOYEES
10) A DECLINE IN THE NUMBER OF SCHOOL ENROLLMENTS
15
i
Attachment G2
(eontinued}
ALSO SIGNIFICANT
11) INCREASING ENERGY COSTS, GASOLINE PRICES, AND A SENSITIVITY
TO THESE INCREASES ON RESIDENT LIFESTYLES
12) THE IMPACT OF FUTURE NATIONAL, STATE, AND LOCAL ELECTIONS
13) THE NUMBER OF UNFUNDED STATE MANDATES
14) CHANGING VALUES OF COMMERCIAL PROPERTIES
15) THE IMPACT OF RECENT EMINENT DOMAIN LEGISLATION
16) AN INCREASING FOCUS ON WATER RELATED ISSUES
17) UPDATING THE CITY'S COMPREHENSIVE PLAN
18) INCREASED TRAFFIC DUE TO CHANGES IN HIGHWAY 252 AND THE
COMPLETION OF HIGHWAY 610
19) THE IMPACT OF MANDATED HOMELAND SECURITY MEASURES
20) CHANGING INTEREST RATES
i
16
Attachment D
ISSUES AND OPPORTUNITIES
FACING THE CITY
(EXPRESSED AS NEEDS)
ONGOlNG
1) THE NEED TO CONTINUE TO PROVIDE QUALITY SERVICES WITH
LIMITED RESOURCES
2) THE NEED TO ENSURE THE CITY'S FINANCIAL STABILITY
3) THE NEED TO MOVE TOWARD MAINTAINING OR LOWERING THE
LEVEL OF THE CITY'S PROPERTY TAXES AS COMPARED TO OTHER
CITIES
4) THE NEED TO STREAMLINE (WHERE POSSIBLE) AND STRIVE FOR
INCREASED EFFECTIVENESS IN PROVIDING SERVICES
5) THE NEED TO INCREASE THE CITY'S INFLUENCE AT THE
LEGISLATURE
6) THE NEED TO IMPROVE THE CITY'S IMAGE WITH CITIZENS AND
OUTSIDE OF THE CITY'S BORDERS
7) THE NEED TO ENSURE THE CITY'S DRINKING WATER IS HIGH
QUALITY AND THAT THE STORM WATER RUNOFF IS PROPERLY
MANAGED
17
Attachment D
(continued)
ISSUES AND OPPORTUNITIES
FACING THE CITY
r! (EXPRESSED AS NEEDS)
STRATEGIC (1-3 YEARS)
of votes of
Council and Staff HIGHEST PRIORITY
In to�8 RANK
(5+6) 11 1) �'HE•NEED TO ENSURE A SAFE AND SECURE COMMUNITY
(4+7) 11 2) THE NEED TO AGRESSIVELY PROCEED WITH THE CITY'S
REDEVELOPMENT PLANS
(4+6) =10 3) THE NEED TO POSITIVELY ADDRESS THE CITY'S CHANGING
DEMOGRAPHICS AND INCREASED CULTURAL DIVERSITY
4+5 9 4 THE NEED TO CONTINUE TO MAINTAIN AND TO UPGRADE
(WHEN AND WHERE NECESSARY) THE CITY'S
INFRASTRUCTURE
(3+7) 10 5) THE NEED TO IMPROVE THE ENFORCEMENT OF CITY CODES
TH EED T N I TE AND RESPOND EFFECTIVELY TO
(3 6) 9 6) E N O A TIC PA
ISSUES RELATED TO FORECLOSURES
+4 7 7 THE NEED TO INCREASE COMMUNICATIONS AND
COLLABORATION WITH CITIZENS, OTHER GOVERNMENT
JURISDICTIONS AND AGENCIES, THE SCHOOLS, AND
CHURCHES
(3+3) 6 8) THE NEED TO IMPROVE THE QUALITY AND DIVERSITY OF
THE CITY'S HOUSING STOCK
(2+4) 6 9) THE NEED TO RESPOND TO INCREASING SINGLE FAMILY
RENTAL PROPERTIES BY PROMOTING MORE HOME
OWNERSHIP
Attachment E
PROPOSED GOALS PROGRAM
ONGOING GOALS
GOAL 1 TO CONTINUE TO PROVIDE QUALITY SERVICES WITH LIMITED
RESOURCES
GOAL 2 TO ENSURE THE CITY'S FINANCIAL STABILITY
GOAL 3 TO MOVE TOWARD MAINTAINING OR LOWERING THE LEVEL OF
THE CITY'S PROPERTY TAXES AS COMPARED WITH OTHER CITIES
GOAL 4 TO STREAMLINE (WHERE POSSIBLE) AND STRIVE FOR INCREASED
EFFECTIVENESS IN PROVIDING SERVICES
GOAL 5 TO INCREASE THE CITY'S INFLUENCE AT THE LEGISLATURE
GOAL 6 TO IMPROVE THE CITY'S IMAGE WITH CITIZENS AND OUTSIDE OF
THE CITY'S BORDERS
GOAL 7 TO ENSURE THE CITY'S DRINKING WATER IS OF HIGH QUALITY
AND THAT THE CITY'S STORM WATER IS PROPERLY MANAGED.
i 19
I
Attachment E
(continued}
PROPOSED STRATEGIC GOALS
2008 2010
HIGHEST PRIOR{TY
GOAL 1 TO ENSURE A SAFE AND SECURE COMMUNITY
GOAL 2 TO AGGRESSIVELY PROCEED WITH THE CITY'S REDEVELOPMENT
PLANS
GOAL #3 TO POSITIVELY ADDRESS THE CITY'S CHANGING DEMOGRAHICS
AND 1NCREASED CULTURAL DIVERSITY
GOAL #4 TO CONTINUE TO MAINTAIN AND UPGRADE THE CITY S
INFRASTRUCTURE
GOAL #5 TO IMPROVE THE ENFORCEMENT OF CITY CODES
�HIGH PRIORITY�
GOAL #6 TO ANTICIPATE AND RESPOND EFFECTIVELY TO ISSUES RELATED
TOFORECLOSURES
GOAL #7 TO INCREASE COMMUNICATION AND COLLABORATION WITH
CITIZENS, OTHER GOVERNMENT JURISDICTIONS AND AGENCIES,
THE SCHOOLS, AND CHURCHES
GOAL #8 TO IMPROVE THE QUALITY AND DIVERSITY OF THE CITY'S
HOUSING STOCK
GOAL #9 TO RESPOND TO INCREASING SINGLE FAMILY RENTAL
PROPERTIES BY PROMOTING MORE HOME OWNERSHIP
20
Attachment F
ROLE 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 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
I 21
Attachment F
(continued)
ROLE 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 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
22
Attachment F
(continued)
I I ROLE 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
S) To sign the city's legal documents
6 To also function as a coun il
c member
23
Attachment F
(continued)
ROLE AND RESPONSIBIUTIES OF
THE CITY MANAGER
M I
OST S GNIFICANT
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
1 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
24
Attachment F
(continued)
ROLE AND RESPONSIBILITIES 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 coo erate with other entities in the cit
p Y
5) To kee the cit mana er and de artment staff infor
p Y g p med
6) To provide training and develo ment o ortunities for de artment em lo ees
p pP p p Y
7) To recommend `new hires' to the cit mana er
Y 9
8) To coordinate with other local, state, and federal a encies
9
9) To ublicl re resent the cit olicies
p Y p Yp
25
Attachment F
(continued)
ROLE AND RESPONSIBIUTIES
OF ALL CITY EMPLOYEES
MOST SIGNIFICANT
1) To have a positive attitude towards their job and when dealing with the public
2) To be tearn 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 rece tive t
p o, and participate in, training and development opportunities
7) To be innovative problem solvers
26
Attachment F
(continued)
ROLE 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 ositive contributors to the communit
p y
27
Attachment G
i
THE COUNCIL'S EXPECTATIONS
OF THE STAFF
1) "Professional competence"
2 "Honest inte rit and ethi
Y, 9 Y, cs
3) "To follow through on implementing council direction and goals"
4) "To provide sound fiscal recommendations"
5) "To respond to counciPs questions"
6) "Teamwork among the stafP'
7) "To hire the best and reflect a diverse community"
28
AttacMment G
(continuetf)
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 will of the citizens°
5) "To be prepared for meetings"
6) "To approve the city's annual budget"
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"
r
29
Attachment G
(continued)
STAFF'S EXPECTATIONS OF THE COUNCIL
1) "To provide policy direction"
2) "To trust and respect the staff as professionals"
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 throu h the ci mana er"
9 tY 9
9) "To speak with `one voice"'
I
30
I
Rttachment G
(continued)
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 nefinrorks"
7) "Vision"
8) "Leadership"
9) "Dedication and commitment to public service"
10) "Respect of the city's employees"
1
31
1
Attachment H
THE CITY'S
MISSION STATEMENT
s
"The mission of the
Cit of Brookl n Center
y
y
1
is to ensure a clean, safe,
1 attractive community that
enhances the quality of life and
preserves the publ�c trust.
j
1
s2
I
Attachment H
(continued}
THE CITY'S VALUES STATEMENT
1) Excellence and Qualitv in the Service Deliverv
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.
2) 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.
3) Visionarv Leadership and Planninq,
We believe that the very essence of leadership is to be visionary and to plan for
the future.
4) Fiscal Responsibilitv
We believe that fiscal responsibility and prudent stewardship of public funds is
essential for citizen confidence in government.
5) Cooneration and Teamwork
We believe that the public is best served when departments and employees work
cooperatively as a team rather than at cross purposes.
6) Oaen 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.
7) 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.
1
33
I Attachment 1
THE ORGANIZATIONAL CLIMATE QUESTIONNAIRE
For each o! th� seven organiaational climat• dimmnriona descsibad b�low,
lac• an "A" abov� th• numbes that indicatea your aa�esam�nt ct th�
o rqanization's curr�nt po�ition on that dim�nsion and an "OM b�low th•
I� number that indicates your choics ot wher� th� orqanization s�ouTd ideali�l,
b� on thi� dimen�ion.
y�i� �r °r�t�€�.� c����
'�1. CONFORMITY. Th• feslin= that th�r• ar• man e tsrnally impo�ad con�traiat� in
th� or�sai:stion; th� d��r�� to whiclt memb�r• t� that th�r� sr� rul��, proc�dusa�.
policisa. and psac�ice• to whic6 th�y hav� to c ntora. rath�s thia bsia�
abl• to o
th�ir �+ort a� th�y ss• it.
Contorn�lty 1• not chu�ot��l�tia 1 2 3 K S 6 7 d 9 10 C��� O�
o� tf►� o���altatlon
2. R ESPONSIBILITY. :K�mb�r• o! th� or�aaisation �ivso p�raanal r�aponaibilit� to
schisv� th�is part ot th� or`aaisatioa'� �oalai d��ss• to afiich �eab�s� l��l
that tb�� ca� mak� d�ci�ions aad solv� problea� thout chscicias vit6 sup�rior• •ach
st.p ot th� wa�.
l pha
No ��spon�lNltty 1� 9iv�n in 1 2 3�� S S 7+ 9 10 ��a1 �r�sponsibllity 1n
eh� o�qanl s�N on
tlw o�qaMsatlon
3. STANDARDS. Th� �sphs�ia th� or�aai:atio�o plsc ��oa qualit� p�rlos�anc� aad out-
staa�in� produation includin� eh� d�js�• to whic naab�r� l��1 th� orsaaisation ii
ssttia� chsll�n=ins �oala !os its�li �snd com�puni at�in` Ch��� �oala to it• n�sbsr�•
St�nda�ds v��y lorr o� non• 1 2 3 S d 7. 81 10 Hlqh ch�il�n41n4 standards
�xist��! 1� th� o��anlsaelon I a�• s�! In th� or9aM sa�lon
4. R EWARDS. Th� d�`ra� to which m��b�ra t��l tha�C t��� ar� b�in� rscosais�d aad
r�rar�s� !or �ood wort rath�s than b�in� i�aor��, c iti�ia�d, os puniaha� wh�n
thin�r �o �rons.
v
M�b��� �n i qno��d, punl sMd. 1 2 3 �1 S i 7 A 9 10 MMwb��• a�� r�eoqni z�d and
or oHtlo�:�d I r��d�d po�ltiwly
CLARITY. Th� l��lias ason m���r• tha! thias� as� a�ll-
S. ORGANI2ATIONAL
orgsaiz�� aad �oala ar• cl�asly d�tin�d rith�s tban�b�ins diiord�sl� os conivasd.
Th� o�qani:atlon t• contus�d� 1 2 3 S 6�'1 d i9 10 Th� o�9anls�tion 1s w�11-
dt�ord��l and chaotlo ory�ni:� bh al��rly
y d�f1n�� �011�
WARMTH AND SUPPORT. Th� �e�lini o! lriend ina�� ia a valu�d aors ia th•
or�aaisation= that m��b�sa tru�e on� aaoth�s aa ot •s supposC to on� anoth�r.
Th• ta�lia� that good ralatioaahipa pr�vail in ��iask •nvirons�nt.
�h�r� la n� w�rsth �nd •upport 1 2 3 S 6 7 B� 9 10 �W�ruth and suppo�t �r� ���y
tn th� o�9�ni:atlon chuaet��istte ot tM
0�9aAlfatlou
LEADERSHIP. Th� willin�a�aa ot. or�anisation m mb�Ir� to acc�pt l�ad�r�61p and
directio� �ros oth�r qualilied persoan�l. As ne da�tos lead�r�hip asii�, n�sb�r•
F�sl fce� to tak� Iead�rship rolo• and ar� r�var sd for 9ucce��fu1 l�adarship. 7
L�ad�r�hip i• bas�d on �xp�rtis�. Th� organisat oa i• not dooi.nated b�. or dep:ad�nt
r on, on• or two pessona.
I �ead�rsMp Is not r�r�r�f�d= 1 2 3 4 S 6 �:8 10 M�ab��s ut�pt �nd �r�
,aab�r• �n io�tnalad �nd rew�rd�d for l�ad�rshtP
i:p�n��nt o� ra�f�t tarad�rshlp b�s�d on sxp�rtf�•
+ct�mpt•
34
Attachment J
THE CIT
Y OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
I 2008 LEADERSHIP PLANNING TEAM BUILDING RETREAT
SUMMARY EVALUATION
1) The objectives of the session were:
5 q 3 2 1
Clear Vague
2) The organizati n ot th• saesion was
c
S 4 3 2 1
I ExcQltent Poor
3 Th� ideas rese ted were:
P
S 0 3 Z 1
l V �ry Not
Interesting Interesting
v) Th• ability of th present�r te stimulat• dlscussion waa:
S 3 �2 1
Excellent Pcor
S) My attendance �t his ssssion �►�s
3 2 1
j Ysry W�ste
8�nsftcial of Tim�
6) Overail, consid� ti�is 3i3slOt1 to hava �aan:
s 4 3 Z 1
Exceilent Poor
35
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2008 LEADERSHIP PLANNING TEAM BUILDING RETREAT
PARTICIPANT COMMENTS
1) This will help us to go forward into the next year
2) "This session gave me a better perspective of what the city goals were and are
and future"
3) "The mayor is not open to my ideas as a council member. That was displayed at
this meeting."
4) "Still do not have meaningful goals"
36