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HomeMy WebLinkAbout2009 02-28 CCM Planning Session with FacilitatorDonald Salverda & Associates • Roseville Professional Center • Suite 511 • 2233 N. Hamlin Avenue • Roseville, MN 55113 (651) 484-1335 THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS 2009 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT EXECUTIVE SUMMARY 0 THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS • 2009 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT Page I INTRODUCTION 1 11 INTRODUCTORY REMARKS 2 111 COMMUNICATION ENHANCEMENT 3 IV REVIEW OF PROGRESS 3 V LEADERS AND MANAGERS ARE BEING CHALLENGED 3 VI CHANGES AND EXTERNAL FORCES THAT HAVE AND ARE EXPECTED TO IMPACT THE CITY 4 VII REVIEW OF THE-CITY'S CITIZEN SURVEY 4 VIII ISSUES AND OPPORTUNITIES FACING THE CITY 4 • IX THE GOALS PROGRAM TO ADDRESS THE ISSUES AND OPPORTUNITIES 4 X KEY RESULT AREAS AND ACTION PLANS TO ACHIEVE THE GOALS........ 5 XI CONTINGENCY PLANNING FOR ANTICIPATED BUDGET REDUCTIONS..... 5 XII WORKING AS A TEAM-UNDERSTANDING WORK BEHAVIOR STYLES....... 5 XIII ROLES AND RESPONSIBILITIES 5 XIV EXPECTATIONS AND CONTRIBUTIONS 6 XV THE CITY'S MISSION AND VALUES STATEMENTS 6 XVI CLOSING REMARKS 6 XVII EVALUATION OF THE RETREAT 6 XVIII RECOMMENDED FOLLOW-UP ACTIONS 7 ATTACHMENTS &34 0 • THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS 2009 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 February 28, 2009. The retreat was held at the Earle Brown Conference Center in Brooklyn Center. 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 Dan Ryan Council Member Mark Yelich Council Member Tim Roche Council Member Curt Boganey City Manager Vickie Schleuning Director of Buildings & Community Standards Gary Eitel Director of Planning & Business Development Lee Gatlin Fire Chief Scott Bechthold Police Chief Dan Jordet Finance Director Steve Lillehaug Public Works Director i Jim Glascoe Director of Community Activities and Recreation Services 1 • The primary objectives of the retreat were: 1) To review proaress being made by the city 2) To build on previous retreats 3) To develop an updated aoals program for the city (1-3 year perspective) 4) To develop kev result areas (specific objectives) to achieve the city's highest priority goals 5) To develop contimency priorities for anticipated budget reductions 6) To enhance communication and develop renewed team soirit among participants 7) To be both educational and eniovable This report summarizes the results of the retreat and includes recommendaffons for follow-up actions to be taken. • 11 INTRODUCTORY REMARKS Mayor Tim Willson welcomed participants to the retreat. He gave a special welcome to the staff. He indicated that the city is moving in the right direction and that there has been considerable progress made during the last year particularly in the area of crime prevention. He indicated the importance of holding a retreat and to have the staffs input to the council in developing the city's direction and goals. City Manager Curt Boganey also welcomed participants to the retreat. He said that last year's retreat went well and provided the staff with direction from the council. 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 new council member Tim Roche and the city's new Public Works Director Steve Lillehaug. He indicated his appreciation to the council and city manager for having the opportunity to serve as the retreat facilitator. • 2 • III COMMUNICATION ENHANCEMENT After introductory remarks were made, the facilitator indicated that one of the objectives of the retreat was to enhance communication among the participants and to integrate new council member Tim Roche and new Public Works Director Steve Lillehaug onto the city's leadership team. 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 Challenges Facina the City and Expectations for the Retreat 0 IV REVIEW OF PROGRESS 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 tS encountered and lessons that have been learned. Participants agreed there have been numerous successes, but that there is room for improvement. See attachment B for the Review of Proaress beina made 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 2009 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 • VI CHANGES AND EXTERNAL FORCES THAT HAVE AND ARE EXPECTED TO IMPACT THE CITY Participants reviewed changes and external forces that have had an impact on the city in the last five years. Participants also discussed changes and external forces expected to impact the city in the next five years. See Attachment C for the Listinq of Chanaes and External Forces That Have and Are Expected to Impact the Citv VII REVIEW OF THE CITY'S COMMUNITY SURVEY Participants reviewed highlights of the community survey that was recently conducted by Decision Resources. A more thorough discussion will be held when Decision Resources presents their results and conclusions to the council. VIII ISSUES AND OPPORTUNITIES FACING THE CITY • Participants identified a number of issues and opportunities facing the city on an 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 Updated Listina of Issues and Opportunities facina the City IX 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 seven ongoing goals and six (1-3 year) strategic goals. This Goals Program needs to be further discussed, refined, agreed upon, and adopted. See Attachment E for the Proposed Goals Proqram to Address the Issues and Opportunities • 4 . X KEY RESULT AREAS AND ACTION PLANS TO ACHIEVE THE GOALS Participants developed preliminary key result areas (objectives) for each of the proposed strategic goals. These key result areas (objectives) will be further refined and developed under the guidance of City-Manager Curt Boganey. - Action plans complete with measurable outcomes, target dates, and assigned responsibilities will then be developed for each of the key result areas (objectives). This information will be provided to the council in separate documents from the City Manager. XI CONTINGENCY PLANNING FOR ANTICIPATED BUDGET REDUCTIONS City Manager Curt Boganey presented background information about the city's revenues and budgeting challenges the city faces. He proposed various contingency plan options that the council might consider in dealing with the pending revenue reductions. • See Attachment F for the Continaencv Planning Options XII WORKING AS A TEAM - UNDERSTANDING WORK BEHAVIOR STYLES Participants reviewed the work behavior styles of the leadership team. Understanding work behavior styles is key to increasing harmony, productivity, and teamwork of the leadership team. XIII ROLES AND RESPONSIBILITIES Participants reviewed, but due to limited time, did not discuss the roles and major responsibilities of the city council, council members, the mayor, the city manager, department heads, city employees, and citizens. This 2009 Listing of Major Roles and Responsibilities includes a few suggested revisions from the City Manager. See Attachment G for the Listinq of Major Roles and Resr)onsibilities 5 • XIV EXPECTATIONS AND CONTRIBUTIONS. At the 2007 retreat participants discussed expectations that the council has of staff and the staff has of the council. At that retreat participants also discussed the contributions that each group brings to the leadership team. Time did not allow for discussion of expectations and contributions at the 2009 retreat. The - information is included in this Executive Summary for the benefit- of the leadership team. See Attachment H for the Listinas of Exuectations and Contributions XV 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 and affirmed the city's Mission Statement. The Values Statement defines the core values that guide the day-to-day activities of the city's personnel. Participants reviewed and affirmed the city's • Values Statement. See Attachment I for the Citv's Mission and Values Statements XVI . CLOSING REMARKS The retreat concluded with the facilitator challenging the participants to make a positive impact in their leadership roles. Mayor Tim Willson closed the session by thanking everyone for participating. He said that a lot was accomplished at the retreat and that similar sessions should be held every year. He thanked the facilitator for organizing and leading the retreat. XVII 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 Attachment J for the Evaluation of the Retreat 6 i XVIII 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) Key result areas (objectives) 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 8) Anticipated discussion on the topic of 'The Community's Relationship with the Brooklyn Historical Society (BHS)' did not take place at the retreat due to lack of time. It is recommended that this discussion take place at a future council work session. 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 0 7 Attachment A GREATEST CHALLENGES FACING THE CITY1 1) *"The economy" . 2) *"Crime" 3) *"Revenue resources" 4) *"The city's redevelopment" 5) *"The city's image" 6) "Foreclosures" 7) "Housing standards" 8) "The economic disparity of citizens" • 9) "Cultural integration" 10) "Residential and commercial revitalization" 11) "A lack of optimism and hope" "Several participants listed as the greatest challenges facing the city. Note: The comments made on pages 8-11 were offered individually by participants at the session. The comments were used for discussion purposes and ultimately for the formation of goals.and key result areas. The group did not adopt these statements or officially support them as a unified statement of the city. • 8 • Attachment A (continued) RETREAT EXPECTATIONS 1) "To build on previous retreats" 2) "To get direction from the council regarding the budget" 3) "Sharing and learning" 4) "To develop a vision for the city" 5) "To develop 'focused direction"' 6) "To develop priorities" 7) "To develop. midlevel goals" 8) "Open and honest communications" • 9 • Attachment B I REVIEW OF PROGRESS • The Successes 1) "The neighborhood meetings" 2) "A reduction in violent crimes" 3) "Increased development in the city" 4) "The Brookdale Ford acquisition and the 57th and Logan investigation" 5) "Embassy Suites" 6) "Improvements in the city's codes and code enforcement" 7) "Increased diversity within the staff' 8) "Growth in the city's Neighborhood Crime Watch Program" 9) "Improved image of the city" 10) "Improved inter-department communication and coopertion" 11) "Overall improved communication" 12) "'E' Citizen" 13) "Street construction" 14) "Improvements in the city's fire inspections" 15) "The Youth Collaborative" 10 • The Problems Encountered Attachment B (continued) 1) "Limited resources" 2) "Levy limits and reductions in local government aid" 3) "The economy" 4) "Prioritizing a large staff work load" 5) "Communication 6) "Segmentation in the community" 7) "A lack of diversity in the city's civic organizations" 8) "Restrictions on getting assistance from outside the city" 9) "Having multiple school districts" 10) "Foreclosures" 11) "Lower income levels are many residents" 12) "Lack of progress of the centennial committee" 13) "A lack of citizen involvement from many of the city's diverse groups" The Lessons Learned 1) "The city needs to be flexible in addressing change" 2) "The importance of focusing the city's resources" 3) "The council and staffs 'getting out in the community' is key to getting citizen response" 4) "Communicating the city's message is of high importance" 5) "The city's identity is not just Brookdale" 6) "Never let a good crisis go to waste" 7) "Empowering people leads to positive results" 11 • CHANGES AND EXTERNAL FORCES THAT HAVE HAD AN IMPACT ON THE CITY IN THE LAST FIVE YEARS MOST SIGNIFICANT • Attachment C 1) The city's changing demographics that include an aging population, and increased ethnic diversitv 2) A decrease in the citv's tax base from local businesses 3) A reduction in local government aid from the state 4) An increase"in the city's rental housinq 5) A decline in citizen satisfaction levels and an increase in expectations 6) A decline in the overall maintenance of the citv's housina stock SIGNIFICANT I 7) A decline in the services provided at the Brookdale ooperty 8) A decline in the property value of Brookdale 9) Changes in elected local officials 10) Chanaes in staff -most significantly at the department head level • 12 • Attachment C (continued) CHANGES AND EXTERNAL FORCES EXPECTED TO IMPACT THE CITY IN THE NEXT FIVE YEARS MOST SIGNIFICANT • 1) 2) 3) 4) 5) 6) The economv and the state's budoet crisis Increasing numbers of foreclosures in the housing market Increasing redevelopment Real and perceived crime in the city A trend of decline in the city's commercial businesses Continued demooraphic chanaes that include an aging population and increased cultural diversity SIGNIFICANT • 7) Increases in the cost of healthcare and other benefits provided to employees 8) Increasing focus on partnerships and collaborations 9) Changes made at Brookdale 10) Improvements of Bass Lake Road, Shingle Creek Road, and Brooklyn Boulevard 13 • Attachment C (Continued) ADDITIONAL 11) The census. _ _...v _ - -111 - 12) An increasing number of environmental concerns related to contaminated land and soil with city acquired properties 13) A decline in the number of school enrollments 14) The volatility of energy costs and gasoline prices 15) The impact of mandated Homeland Securitv measures 16) The number of new unfunded mandates 17) An increasing focus on water related issues 18) Increased traffic due to changes in Highway 252 and the completion of Highway 610 19) Changing interest rates 20) Future national, state, and local elections • 14 • Attachment D ISSUES AND OPPORTUNITIES FACING THE CITY (EXPRESSED AS NEEDS) ONGOING 0 • 1) The need to continue to provide aualitv services with limited resources 2) The need to ensure the citv's financial stability 3) The need to move toward maintaining or lowerina the level of the city's promo erty 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 maintain Dositive DartnershiDS with state legislators. conaressmen. and senators 6) The need to improve the citv's imaae with citizens and outside of the city's borders 7) To adapt to a changing economy 15 • Attachment D (Continued) ISSUES AND OPPORTUNITIES (EXPRESSED AS NEEDS) STRATEGIC (1-3 YEARS) • # of votes in top five Council HIGHEST PRIORITY and Staff RANK (5+8) = 13 1) The need to ensure a safe and secure communitv (5+8) = 13 2) The need to aggressively proceed with the city's redevelopment plan (5+8) =13 3) The need to stabilize and improve the city's residential neighborhoods (3+5) = 8 4) The need to positively address the city's changing demographics and increased cultural diversity HIGH PRIORITY (2+4) = 6 5) The need to continue to maintain and upgrade (when and where necessary) the city's infrastructure (1+5). = 6 6) The need to increase communication and collaboration with citizens, other government jurisdictions and agencies, schools, and churches (2+0) = 2 7) The need to respond to the increasing public awareness to become a more `Green' sustainable communitv Note: These rankings are consensus results of council members and department heads each selecting their five highest priority issues. 16 • Attachment E .THE PROPOSED GOALS PROGRAM ONGOING GOALS GOAL # 1 To continue to provide quality services with limited resources GOAL # 2 To ensure the city's financial stabilitv GOAL # 3 To move toward maintaining or lowering the level of the ci 's rooerty taxes GOAL # 4 To streamline (where possible) and strive for increased effectiveness in • providing services GOAL # 5 To maintain a positive DartnershiD with the state legislators, congressmen, and senators GOAL # 6 To improve the 2V 's image with citizens and outside of the city's borders GOAL # 7 To adapt to a changing economy • 17 • Attachment E (Continued) STRATEGIC GOALS 1 - 3 Years HIGHEST PRIORITY GOAL # 1 To ensure a safe and secure communitv GOAL # 2 To aggressively proceed with the city's redevelopment plans GOAL #3 To stabilize and improve the city's residential neighborhoods GOAL #4 To positively address the city's changinSc demographics and increased cultural diversity • HIGH PRIORITY GOAL #5 To continue to upgrade and improve the citv's infrastructure GOAL N To respond to increasing public awareness to becoming more of a 'Green' sustainable communitv • 18 CONTINGENCY PLANNING Attachment F Exoenditure Reduction Options (Council rankings of options) 1) Curtail or eliminate low priority services 2) Reduce the budget cushion 3) Improve operating efficiencies 4) Eliminate or reduce the contingency fund 5) Reduce the number of services provided 6) Reduce employee compensation and benefits 7) Defer capital investments Ootions to Increase Revenues (Council rankings of options) • 1) Increase the use of grants to substitute general fund revenue 2) Use reserve funds 3) Transfer general fund costs to other appropriate funds 4) Increase fee revenues 5) Use non-recurring sources 6) Add new ongoing revenue sources 7) Increase the property tax levy (2010) Executive Limitations (Hands Off Areas) 1) Overhead expenses related to support staff, managers, and supervisors 2) Outsources . 3) Deferring capital investments 4) If choose to use reserve funds - don't use all in one year 19 • Attachment G ROLE AND RESPONSIBILITIES OF THE CITY COUNCIL ..MOST SIGNIFICANT I 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 • 20 Attachment G (continued) ROLE 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 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 • 21 Attachment G (continued) 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 and other appointments as appropriate 5) To sign the city's legal documents 6) To also function as a council member • 22 ROLE AND RESPONSIBILITIES OF THE CITY MANAGER MOST SIGNIFICANT Attachment G (continued) 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 hire, appoint, develop, evaluate, and terminate (when necessary) city employees • 23 • Attachment G (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 their department's annual budget 4) To communicate and cooperate with other entities in the city 5 To keep the city manager and their department staff informed 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 G (continued) ROLE 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 • 25 • ROLE AND RESPONSIBILITIES OF - THE CITIZENS MOST SIGNIFICANT 1) To vote in city elections Attachment G (continued) 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 • 26 • Attachment H THE COUNCIL'S EXPECTATIONS OF THE STAFF 0 • 1) "Professional competence" 2) "Honesty, integrity, and ethics" 3) "To follow through on implementing council direction and~goals" 4) "To provide sound fiscal recommendations" 5) "To respond to council's questions" 6), "Teamwork among the staff" 7) "To hire the best and reflect a diverse community" 27 Attachment H (Continued) THE COUNCIL'S CONTRIBUTION TO THE LEADERSHIP TEAM 1) 2) 3) 4) 5) 6) 7) i 9) 10) 0 "To define and set policy" "To support, uphold, and update the city's charter" "To act according to ethical standards" "To represent the will of the citizens" "To be prepared for meetings" "To approve the city's annual budget" "To monitor the performance of the city manager" "To follow parliamentary procedures" "To be of service to citizens responding to questions and to help resolve problems" "To be ambassadors and promoters of the city" 28 • I STAFF'S EXPECTATIONS OF THE COUNCIL 1, • • 1) 2) 3) 4) 5) 6) 7) 8) 9) "To provide policy direction" "To trust and respect the staff as professionals" "To set standards of service for the city" "To be consistent in providing direction" "To prioritize direction" "To remain calm 'under fire'" "To provide honest feedback" "To communicate to staff through the city manager" "To speak with 'one voice'" Attachment H (Continued) 29 • 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" 0 Attachment H (Continued) 30 p,#achment 1 THE CITY S T MISSION STATEmEN r ,,.rho mission 0f theter • • oklyrn "en r r° an, safe city of 8 cte . is to ensure a ~tY that ~ attractive commun of life and a enhances e quality th trust rese~es the public p ' 31 • Attachment I (Continued) THE CITY'S VALUES STATEMENT 1) Excellence and Quality in Service Delivery 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) Visionary Leadership and Planninv We believe that the very essence of leadership is to be visionary and to plan for the future. . 4) Fiscal Responsibility We believe that fiscal responsibility and prudent stewardship of public funds is essential for citizen confidence in government. 5) Cooperation 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) 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. 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. 0 32 • Attachment J THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS 2009 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT SUMMARY EVALUATION i J The objectives of the session were: r 5 4 3 2 1 Clear Vague 2) The organization of he session was: 3,7 3 3 i t Excellent Poor 3) The ideas press ad were: 3 4 3 2 i Very Not Interesting Interesting 4) The ability of the pr enter to stimulate discussion was: S, ? s 4 3 2 t Excellent Poor 3) My attendance t this session vas: l~/, s a 3 Z i Very 'Haste 9enallciai of Time S) Overall, 1 cons ar :his ias,slan to 'lava uaan: s 4 3 2 i ! Zxcallent moor 33 • THE CITY OF BROOKLYN CENTER COUNCIL AND DEPARTMENT HEADS 2009 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT PARTICIPANT COMMENTS 1) "Session, at time given, held up but for the most part was on track" 2) "Ran a little short on budget discussion" 3) "I'm not opposed to 2010 and 2011" 4) "1 would like that Curt would write a summary of the dollars on the yellow sheet" 5) "The budget info at the end seemed rushed. That has to be an opportunity given . a more or greater place for discussion." 6) "The facilitator is caught up in his structured process that has little value." 7) "While the exercise was nice, the objectives of the retreat again were not entirely completed." • 34