HomeMy WebLinkAbout2005-055 CCRadoption:
Member Kay Lasman introduced the following resolution and moved its
RESOLUTION NO. 2005-55
RESOLUTION RECEIVING AND ACCEPTING SUMMARY OF KEY
OBSERVATIONS AND CONCLUSIONS AS PREPARED BY CARL H. NEU, JR.
WHEREAS, the City Council met in a facilitated workshop on February 5, 2005; and
WHEREAS, the facilitator, Carl H. Neu, Jr., has prepared a Summary of Key
Observations and Conclusions made by the participants during the facilitated workshop.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that the Summary of Key Observations and Conclusions as prepared by Carl H.
Neu, Jr. attached hereto as Exhibit A be and hereby is received and accepted.
March 28. 2005 ham- 7&0t-vr'~~
Date Mayor d
ATTEST: ~'~4
City Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Kathleen Carmody
and upon vote being taken thereon, the following voted in favor thereof.
Myrna Kragness, Kathleen Carmody, Kay Lasman, and Diane Niesen;
and the following voted against the same:
whereupon said resolution was declared duly passed and adopted.
RESOLUTION NO. 2005-55
4
0 COMPANY
CITY OF BROOKLYN CENTER,
MINNESOTA
CITY COUNCIL LEADERSHIP WORKSHOP
Conducted on
February 5, 2005
' SUMMARY OF KEY OBSERVATIONS AND
CONCLUSIONS MADE BY THE
PARTICIPANTS
Submitted by
Carl H. Neu, Jr.
February 7, 2005
O Neu and Company and the Center for the Future of Local GovernanceTM, 2005
CITY OF BROOKLYN CENTER, MINNESOTA
CITY COUNCIL LEADERSHIP WORKSHOP
Conducted on
February 5, 2005
SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS
MADE BY THE PARTICIPANTS
Submitted by
Carl H. Neu, Jr.
February 7, 2005
1.
II.
INTRODUCTION
On February 5, 2005, the mayor, council members, city manager and assistant city
manager of Brooklyn Center conducted a City Council Leadership Workshop. A
copy of the objectives and agenda for this workshop are included in this report as
Appendix A.
SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS MADE BY
THE PARTICIPANTS.
A. Identification of the "Big Things" the Council must focus on during
2005.
As an opening discussion, the participants were asked to identify the "five
big things" that council must focus its attention on during the year 2005.
The objective here was to provide all members of the council and the city
manager and assistant city manager an opportunity to discuss their
respective observations about what should be priority issues to be
addressed during this year. The following items were presented by the
participants:
1. City Center/Opportunity site
2. Brookdale
3. Elimination of vacant store fronts and decline
4. Neighborhood streets, curb and gutter program
2
RESOLUTION NO. 2005-55
5. Crime prevention - reduction
6. Funding of community services
7. Northbrook Center
8. Brookdale Boulevard
9. Community diversity issues
10. High taxes
11. Appropriate use of eminent domain, especially with regard to
redevelopment activities
12. "Government too big" - what should city government be doing?
13. Joslyn pollution
14. Intergovernmental relations
15. Demographics of the community consistent with what we are
trying to achieve
16. Residency requirements for employment in the city
17. Dispatch conversion
18. Enterprise funds
After discussion, the participants identified the following "big things" as
having the highest priority for the year 2005:
• City Center/Opportunity site
• Brookdale
• Northbrook Center
• Funding of community services
• Dispatch conversion.
3
B. Reexamination of the City Council Goals for the Year 2005.
After completing the exercise/discussion above, the participants then
reviewed the City Council Goals that were adopted for the year 2005. A
copy of these goals is contained in this report as Appendix B.
The following change was made:
Elimination of item (4) Focus 2004 under Goal No. 2. The reason
for this elimination is that these action steps identified for 2004
have been completed.
No other changes were made to the goals that have been adopted for 2005.
It was concluded by the participants, however, that while the council has
reaffirmed the goals it adopted for 2005, it should be stated that
Northbrook and Brookdale are areas of continuing emphasis and priority
for the city council because of their importance to the community and its
economic vitality.
C. City Manager Evaluation Process
The participants reviewed the current City Manager Evaluation Form used
by the council. A copy of this form is included in this report as Appendix
C. The following observations or recommendations were made relative to
proposed changes to the City Manager Evaluation Form and City Manager
Evaluation Process.
1. Proposed changes to the City Manager Evaluation Form:
• City council members should review the current City Manager
Evaluation Form and submit their proposed modifications to
the form for discussion at a scheduled work session.
It was suggested that a "l through 5 rating system" be used for
each item evaluated in the form. For example, the current form
has five categories of topics that are reviewed. Within each of
these categories are additional items or subsets pertaining to
the city manager's performance. The rating scale would be
used for each item or subset. The proposed rating scale might
look something like what appears below:
4
RESOLUTION NO. 2005-55
2
Item Being Rated
Rating:
1 2 3
Did Not Needs Met
Achieve Improvement Expectations
Comments:
4 5
Exceeded Greatly
Expectations Exceeded
Expectations
• City Council at the scheduled work session would approve the
changes in terms of format, content, and rating scales to be
used in the City Manager Evaluation Form.
Proposed changes to the City Manager Evaluation Process
The council members identified the following proposed steps to be
used for the conduct of the City Manager Evaluation Process:
• City manager provides _a report on accomplishments to the
council and notes any significant shifts or changes in goals and
priorities may have occurred which need to be taken into
consideration when evaluating his performance.
• City council members provide their individual evaluations to
the city attorney.
• City attorney prepares a consolidated report.
• City council reviews and approves the report that the mayor
will then take to the city manager.
• The city manager then responds to the report given to him by
the mayor reflecting a summary of the council's conclusions.
• City council makes any appropriate changes or revisions to the
report based on city manager feedback.
• Mayor makes public statement, as required, pertaining to the
manager's evaluation.
3. Timing of the Evaluation:
5
D.
The participants noted that the evaluation should be conducted at
the end of the year, especially when changes in council
membership occur as a result of elections. This will ensure that the
council members evaluating the manager were the ones who
served on council during the evaluation period.
Discussion of Council Teamwork and Performance
Four council members, during the afternoon of the workshop, conducted a
comprehensive discussion about working relationships among the
members of city council and the effectiveness of the council's meetings.
1. Observation about city council working relationships and meeting
effectiveness
What is Frustrating Me/Us
What is GoinLy Well? (Council Members)?
• No real issues that are • Lengthy discussions before
creating divisiveness within council comes to consensus
the council
• Congenial discussions
• Apparent disconnect that
occurs sometimes between
the city council and the city
manager, especially in
dialogues attempting to
clarify issues and increase
understanding.
1
• Increased respect being
shown by council members
for each other
• Good handouts and staff
work in preparation for the
meetings
• Council is better at
focusing goals and issues
• People don't speak up
(sometimes it is difficult to
hear what people are saying)
• Some members talk too long
• Amount of detail sometimes
"loses" individuals
• Council has adjusted to the • Nature of some of the issues
budget (some council members may
not agree with the issue or
the approach the council is
taking in dealing with it)
6
RESOLUTION NO. 2005-55
• Lack of "in depth" analysis
and information
• Parliamentary procedures
used during the course of the
meetings
• Length of discussions and
debates
• Individuals, on occasion,
appear to be taking some
issues personally
• Mayor not appropriately
"limiting debate" in a
productive manner.
2.
Self-Assessment
Once the perceptions listed above were identified, each council
member completed the brief self assessment contained in
Appendix D to this report. Council members then shared their
respective self assessments with the other participants and solicited
feedback and further observations about how others would have
rated them relative to the five items contained in the self
assessment.
The discussion stimulated by the self assessment led to a
comprehensive sharing of observations and ideas about how
council members could work more effectively with each other,
improve overall council performance, and improve the productivity
of council meetings.
3. Ten things team members can do to increase teamwork and
performance.
The council members then explored the ten items listed in
Appendix E to this report. Particular emphasis was given to the
four items that were noted with an asterisk.
E. Suggested Topics and Date for the Fall City Council Leadership
Workshop-
1 . Suggested date for the workshop:
7
It was concluded that the workshop should be conducted sometime
between August 22 and September 7. The workshop can be a full
day workshop or one that starts in the afternoon and extends into
the evening. Council members at the next work session will select
a date for the Fall workshop.
2. Suggested items for the Fall workshop agenda:
• Review of the City Manager Evaluation Form and Process to
be used to evaluate the manager's performance for the year
2005.
A dialogue between the manager and the council relative to the
council's and manager's expectations of each other and ways
in which they can mutually support each other in the
achievement of their responsibilities and duties. The purpose
here is to strengthen the already productive relationship and
ensure that the council and manager have an opportunity to
discuss fully their working relationship and ways in which they
can mutually support each other in this relationship.
• Identifying issues that the city council should be tracking on a
continuous basis and establishing effective systems or means
for tracking these issues.
RESOLUTION NO. 2005-55
APPENDIX A
1
City of Brooklyn Center, Minnesota
City Council Leadership Workshop
February 5, 2005
8:30 a.m. - 5:00 p.m.
1.
Objectives:
Upon completion of this workshop, the participants will have:
a. identified and discussed the 5 most important topics the council members
feel they must address to improve city council leadership performance,
teamwork and productivity/effectiveness as a governing body
b. assessed factors essential to:
• achieving and sustaining superior council performance
• their collective and individual contributions to the team's success
2
C. identified the "Big Things" council must focus on during 2005, the
outcomes it desires, and how to set and stay the course necessary to
achieve those outcomes
d. reviewed how council and manager wish to evaluate their respective and
each others' performance within the council-manager/staff partnership
e. discussed/updated councils' adopted goals for 2005
f. assessed, and identified approaches to, improving procedures, processes,
and policies relating to council meetings and decision making
g. defined a date and list of proposed topics for the Fall Council Workshops.
Agenda:
8:30 a.m. Introductions and Overview of the workshop objectives and
agenda.
1
10
RESOLUTION NO. 2005-55
8:45 a.m. Council Focus: the "Big Things" for 2005
10:00 a.m. Review and updating of council's adopted goals for 2005
11:00 a.m. Evaluating council, council member and city manager
performance.
12:00 Noon Lunch
12:45 p.m. The "5 most important topics" we want to address for improving
city council leadership performance, teamwork and
productivity/effectiveness.
2:00 p.m. Council and council member success factors.
3:15 p.m. Broadcasting of "Other City Council Meetings" on Cable Access
System.
3:45 p.m. Review of, and suggested improvements to, council operating
procedures; processes and policies.
4:30 p.m. Planning for the Fall Council Workshop.
5:00 p.m. Adjourn
Pre-workshop Reading Assignment:
• Achieving and Sustaining Superior Council Performance
11
A,ppENDI)( B
1
RESOLUTION NO. 2005-55
City Council Goals for the Year 2005.
Goal No. 1: Create a new Brooklyn Center "Downtown" blueprint.
(Opportunity Site - Brooklyn Center's Central Business
District)
(1) Issue: Defining and building the future
"Downtown" of Brooklyn Center.
(2) Long-term outcome: creation of an exciting and
successful "mixed-use" Downtown for Brooklyn
Center. '
(3) Benefits:
1
• a new image and exciting experience for our
community's benefit and future
• expanded commercial tax base
• attracting new businesses and supporting current
businesses
• new excitement about Brooklyn Center and its
Downtown area
• utilization of a prime location
• "greening" of Brooklyn Center
• creating a whole new image for the City
• attracting new residents to the community.
(4) Focus- 2005:
• Establish a well-defined process for receiving
public input and participation and defining the
key components and parameters desired for the
area. (Meetings, Charettes, etc.)
• Define key components and parameters
desired for the future development of the
area.
• Solicitation of proposals from development
communities.
• Revise of the City's Comprehensive Plan
and related Zoning Ordinances.
13
• Amend the current funding (T.I.F. Tax
District 3) mechanism.
• Issue bonds.
• Acquire property.
Goal No. 2
Continue funding of community services.
(1) Issue: City's ability to sustain its current
service levels and quality given current funding
situations and declines in LGA funds from the
State.
(2) Long-Term Outcome: The long-term outcome will
be determined by which choices the City makes
pertaining to funding of City services. The
following four approaches need to be taken:
• Defining options which might include
levy increases, reducing costs, a mix of
both.
• Prioritizing city services so that
available funding can be directed to
high-priority services.
+ Selecting the option or options the city
wishes to pursue relative to revenue
generation and funding of city services.
• Implementing that option and adjusting
city service levels accordingly.
(3) Benefits:
• Establishing realistic expectations
among the citizens about what services
the city can provide given current
funding realities and options.
• Prioritizing services so that if service
cuts are required as a result of funding
decreases, available funding will go to
the higher-priority services.
1
14
RESOLUTION NO. 2005-55
• Seek means of increasing revenues.
(4) Focus 2004:
■ Council meeting with City Finance Commission
to establish levy for 2005.
■ Council adopting mil levy increase for 2005.
(5) Focus 2005:
■ Definition of projected equipment needs and
unfunded future costs anticipated in each of the
City's departments.
■ Support legislative change in LGA formula
(work with AMM and legislative
representatives).
■ Develop council consensus on service funding
priorities.
1
■ Communicate with the community that the
council is working strongly on building a
stronger future for the City through
concentrating its efforts on the Opportunity Site
and the benefits that can ensure from it for the
entire community.
Goal No. 3:
Goal No. 4:
Sustain Code Enforcement, Crime Prevention, and Traffic
Enforcement Efforts.
Continue the Street Reconstruction Program.
Important Note: Goals 1 and 2 become the "super ordinate
goals" that will be absorbing most of the council's
leadership and the municipal staff's management capacity
during 2005. Goals 3 and 4 are reflective of the council's
commitment to sustain the efforts these goals addressed
because of their extreme importance to the community.
15
APPENDIX C
1
RESOLUTION NO. 2005-55
2003 FORM
CITY MANAGER EVALUATION FORM
1. City Council Goals for 2003
Responsibility: The City Manager should
- implement those goals that can be accomplished through staff
- provide support and information to facilitate City Council achievement of its goals
Overall--Evaluation of Work on-,.City Council Goals
Overalls has the City Manager worked to implement and facilitate adopted City Council
goals?
Yes Partially No
Comments:
1
2. Administrative Support for City Council:
Responsibility
Maintain effective communication, both verbal and written with Council
Maintains availability to Council, either personally or through designated
subordinates
Systematic reporting to Council of current matters involving City government
Materials presented to Council are clear, concise and understandable
- Has the City Manager provided the City Council with background and other information to
allow the Council to make informed decisions as described above?
Yes Partially No
Comments:
17
2003 FORM
- Has the City Manager assisted the City Council in. clarifying complex issues and
understanding administrative, legal and procedural requirements?
Yes
Comments:
3. Chief Administrative Officer duties:
Partially No
- Has "the City Manager provided administrative oversight and direction in the following
areas:
- City Fiscal affairs (budget, expenditures)
Plans and organizes preparation of an annual budget with documentation that
conforms to the direction received from the City Council
Supervises the utilization of human and fiscal resources within the budgetary plan
Financial reporting is timely and understandable
- City operations
Services are delivered in-a timely and effective manner (ie. snow plowing, police and
fire response, park maintenance, recreation)
Citizen issues are responded to appropriately and in timely fashion
Issues affecting service delivery are anticipated and dealt with effectively
- City projects
- Annual street project is undertaken in organized and effective manner
- City Enterprise operations
- Water, sewer, and storm sewer funds are financially stable and services delivered in
effective and efficient manner
- Golf and Liquor funds are operated in a manner that results in meeting financial
targets so that they are self-sufficient and meet Council. goals for operation such as
minimum of $75,000 transfer fron~kiquor Fund
1
RESOLUTION NO. 2005-55
2003 FORM
Earle Brown Heritage Center is operated as community asset, while meeting
operational self-sufficiency from its own revenues
Yes Partially No
Comments:
1
4. Intergovernmental Relations:
Has the City Manager:
- been sufficiently active in participating in municipal organizations to which the City
belongs
- had a relationship with other cities that is beneficial to the City of Brooklyn Center
- been effective in communicating or representing Council positions to other
governmental bodies
- worked cooperatively with other organizations where beneficial to the City of
Brooklyn Center
Yes Partially No
Comments:
5. OVERALL EVALUATION OF PERFORMANCE:
Overall, City Manager's efforts to implement and facilitate 2040 Council goals has been:
Excellent Good Satisfactory Poor
Comments:
19
2003 FORM
Overall, City Manager's administrative support of City Council has been:
Excellent Good Satisfactory Poor
Comments:
Overall, City Manager's discharge of administrative duties in fiscal affairs, operations, projects, and
enterprises has been:
Excellent Good Satisfactory Poor
Comments:
Overall, City Manager's efforts in intergovernmental matters have been:
Excellent Good Satisfactory Poor
Comments:
20
~L~TIO~ N~ 205-55
A
f
tt
! r
SELF ASSESSMENT
How would you rate your ability to
collaborate with others?
4 = consistently 3 = often 2 = sometimes 1 = never
1. 1 request help from others, council
members and the city manager, and give them
assistance in return.
2. 1 pitch in with my fellow council members
to make decisions and get things done in an
effective manner.
3. 1 focus on other people's welfare as much
as on my own.
4. 1 keep others, especially my fellow council
members and the city manager, informed
about what I'm doing if it affects them.
5. 1 am patient in group situations or
meetings, even if it takes time to sort things
out.
3
22
1
SOLUTION 1,10.2005-55
Appendix E
1
Ten Things Team Players Do
1. Pitch In and Assist Others
2. Reach Out to Quiet or New
Teammates or Co-Workers
*3. Encourage Teammates Who
Are In Conflict to Talk
Through Their Differences
4. Share Credit You receive for
a Job Well Done
*5. Suggest Team-Building and
Problem-Solving Techniques
You May Know
0
0
0
U]00000']
1
24
RESOLUTION NO. 2005-55
' *6. Check to See How Your
Decisions and Actions Might
Affect Others
7. nc ude Everyone in the
nformation Loop When
Appropriate
8. Seek nformation and
Expertise of Others
' 9. Communicate Your Own
Activity so That t s Pub ic
Know edge
*10. nform Others What They Can q
Do to Support Your Efforts a
and Ask Them to Te You What a
You Can Do to Support Their a
and The Team's Efforts. a
a
aaaaaaaa
25