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HomeMy WebLinkAbout1995 07-05 CCP Special Work Session • CITY COUNCIL AGENDA CITY OF BROOKLYN CENTER JULY 5, 1995 6:15 p.m. Special Work Session 1. Call to Order 2. Roll Call I Discuss Suggested Work Session Topics (Attachment A) 4. Other Business 5. Adjournment • _ k b Attachment A Suggestions for Council Work Session I. Process for Recruitment 'of City Manager II. Five Year Strategic Plan A. Capital Improvement Plan - what and how (plan for action). III. Revitalize Housing Stock A. Housing code enforcement (Point of Sale). B. Reorganize thoughts and resources to produce better benefits. C. Friendly approach to developing resident awareness of need for neighborhood maintenance. D. Cleanup day. IV. Reexamine "Role" of City A. Liquor business. B. Earle Brown Heritage Center. V. Develop Better Communication and Team Spirit Between Council and Staff • VI. Customer Service Friendly Atmosphere VII. City Image A. City image campaign. B. General appearance - park, street maintenance, etc. VIII. Alternate Funding for City Services MEMORANDUM TO: Mayor Myrna Kragness Councilmember Kathleen Carmody Councilmember Debra Hilstrom Councilmember Barb Kalligher Councilmember Kristen Mann FROM: Cam Andre, Interim City anager DATE: June 30, 1995 SUBJECT: Materials from League of Minnesota Cities Annual Conference Councilmember Debra Hilstrom attended the League of Minnesota Cities annual conference which was held in Duluth June 13 through 16. Attached are copies of information from her materials that she would like to share with Council members. She has also requested that this information be brought to the Jul 5, 1995 work session to assist in developing the role Y � P g of the City. Attachments • How to be an Effective Councilmember /Role of Council Thursday, June 15 - 9:00 a.m. Gooseberry Falls Room Liz Witt HOW TO BE AN EFFECTIVE COUNCILMEMBER, ROLE OF COUNCIL LMC Conference June 15, 1995 9:00 A.M. Establish trust and open,honest communication within the council and with staff. While a member of the Mendota Heights City Council, I participated in work sessions which focused on "Quality leadership and performance in municipal government ". To achieve these goals we set several objectives: * Understand the relationship between council /staff /commissioners and participate in team building. * Understand the decision - making process and how conflict is handled • Define mission of city • Have organization -wide participation in setting goals and objectives. An outside facilitator guided us through conflict resolution, role of city council and council -staff relationships. Department heads and council members participated. • TOOLS TO ASSIST THE PROCESS PERSONAL PROFILE SYSTEM- which identifies individual ways of thinking, feeling and acting. Our personal identities are affected by our work environment requiring different responses that evolve into a work behavioral style. D - Dominance. The emphasis is on shaping the environment by overcoming opposition to accomplish results. i - Influencing of others. Emphasis is on shaping the environment by bringing others into alliance to accomplish results. S - Steadiness. Emphasis is on cooperating with others to carry out the task. C - Compliance. Emphasis is on working with existing circumstances to promote quality in products or service. MYERS- BRIGGS TYPE INDICATOR- which identifies personalities. Introvert - relates more easily to inner world of ideas Extravert - relates more easily to people Sensing - prefers to work with known facts Intuitive - explores possibilities Extraverts like variety and action. They are impatient with long,slow jobs. They are quick to act - sometimes without thinking. They communicate freely. They like to have people arround. Introverts like quiet for concentration; work better alone.They are t o • • t demm Mq:... ,. • � the ersonal profile " system - ' ` The Personal Profile System presents .a plan to help You understand self and others in the work environment.: You are the central focus as you heighten understanding of-your.style ° ` and ldehtlfy the environment most conducive to your`success '� Afahe same time, you learn about the differences of others r ' and the environment the require for maximum roductiv ..,�, Y 4 ` p fty . and harmony in the work orgeni anon awn f +• >rd�e imore successful iNork sty . c �, y• Y ti t Peraonel:hrofiie System is hot a te f -`owcalinot phsj' of r p - aiY 1'h6te Isn`t a b6M pattern: Research evidence a port6 fhe nplusioti that the'Most effective' people `are ttiose kh S t "'the selves, know the demands of the situatioh eiidsiiap_ ` ky ® 'a. }strotegle to. meet those r�eeda in sutnhiary, the I�eieonat ` , Aroflle System enabies to' r - r dentify you work" behavioral style � T . �'­ Y l5 1 k - ii Create Ahe:motivational environment t_t�ost conducive uccese F g� itloreaae your appreclAlon of different.work s a es fde664 and minimize potential conflicts with - bth+ - ,j, ".TAY. N' -Y a $ v� ?' _ t N ! A 4 . - NAME _ DATE a- ENVIRONMENTAL FOCUS ! *CopydgK 1.86— PWWMSX SYMeM Imemetional, Ire—Reproduction In any form pfoh lbihkl. 4208454 • careful with details. They do not like sweeping statements. They dislike phone and other interruptions to work. They have problems communicating. Sensings dislike new problems unless there is a standard way to solve them. They don't like new ways of doing things. They are good at precise work and are patient with detail. Intuitions like to solve new problems. They dislike doing the same thing repeatedly. They'd rather learn a new skill and use it. They have ebbs and flows of enthusiasm and are impatient with routine of details. We have our own unique style depending on how we respond to our profile choices. Please keep in mind that it is important that we have differing traits so that each viewpoint is heard. Decision - making is a better process and makes for quality decisions when all participants have a clear understanding of everyone's perspectives. IF A PROFESSIONAL FACILITATOR IS NOT AN OPTION It is not possible for many cities to bring in a facilitator to take profile snapshots. However, if you are to make quality decisions, you must deal with community bias, special interest groups or other hidden agendas. • It may fall to the Mayor, as head of the community, to encourage and support open communication among council members and staff. A work session should be held early in the calendar year after November elections. Each councilmember, the police chief, clerk- treasurer, public works superintendent and /or other appropriate department representatives, will have to come to the table in an open and honest effort to discuss the community's policy and vision. If the Mayor is reluctant then a council member should step forward to move the process along. Good government depends on quality decisions made by a local government TEAM. MYERS.`-i w '18 8 :TY,.p 1ND1CAT0R l " m ­,.,._., Itat ObORUt ADORE VIAT190 VERGION by Katharine C. Briggs and Isabel Briggs Myers DIRECTIONS Do not open the booklet until you have read all the directions and answered all the questions. There are no "right" or "wrong" answers to the questions on this inventory. Your answers will help show how you like to look at things and how you like to go about deciding things. Knowing your own preferences and learning about other people's can help you understand where your special strengths are, what kinds of work you might enjoy and be successful doing, and how people with different preferences can relate to each other and be valuable to society. Read each question carefully and indicate your answer by making an X in the appropriate box next to the response you select. Do not think too long about any question. If you cannot decide on a question, skip it and return to it later. Because this is a shortened version of the complete inventory, try to answer every item. If you make a mistake, do not erase but blacken in the box marked in error. Now, unless you have been instructed otherwise, turn the booklet over and begin answering the questions. "Copyright 1983 by Consulting Psychologists Press, Inc. This booklet contains materials from the Myers- Briggs Type Indicator Copyright 1943, 1944, 1957 by Katharine C. Briggs and Isabel Briggs Myers. Copyright 1962, 1976, 1977 by Isabel Briggs Myers. It Is violation of copyright law to reproduce any portion of this booklet by any process or to enter any part of Its contents Into any computer without the written permission of the Publisher. MBT/ is a trademark of Consulting Psychologists Press, Inc. 6817 CONSULTING PSYCHOLOGISTS PRESS, INC. 577 COLLEGE AVE., PALO ALI0, CALIFO1 91306 a "How to Be An Effective Council Member" Thursday, June 15 -- 9:00 a.m. Gooseberry Falls Room (Millie MacLeod) HOW TO BE AN EFFECTIVE COUNCIL MEMBER/ROLE OF COUNCIL Thursday, June 15, 1995 9:00 -10:00 am Millie MacLeod, Council Member City of Moorhead MAKE POLICY Establish guidelines, set principles Develop rules and regulations Don't micromanage REPRESENT PEOPLE Listen to concerns, problems Discuss issues, pros and cons • Get the facts, be informed Ask questions Make decisions based on information, not emotions ESTABLISH TRUS T a open, nd honest communication within the Council and Staff Talk about "facts" Share information early, don't bring up surprises Be non - threatening and non-judgemental when asking for information or others opinions Be a good listener Get to know people, interact Staff'Council share information with all Council Members, not just the Mayor Be honest and open GETTING RESULTS Open discussion among staff and peers Discussion with people involved with issue or problem; involve them in decision- making Study the facts, then make the decision Television meetings, if possible Staff provide Council with factual information on which to base decisions • Develop clear and concise job expectations for staff Separate what community wants from what pressure groups want "Effective Staff /Council Relationships" Wednesday, June 14 -- 10:45 ar Gooseberry Falls Room (Dan Vogt) • KEY ELEMENTS FOR EFFECTIVE STAFF /COUNCIL RELATIONSHIPS BRAINERD MAYOR BONNIE CUMBERLAND BRAINERD CITY ADMINISTRATOR DAN VOGT LMC CONFERENCE JUNE 14, 1995 10:45 - 11:45 a.m. • Communication has played the biggest role in our success. The frequency of our communication is usually daily. Sometimes we discuss very important matters. Other times we just share information about a variety of topics. (We call this "Stuff 'n Things "). Staff and Council must communicate openly, freely and regularly so they are not caught off guard by questions /issues. Council and Staff must respect each other as professionals, as problem solvers and must have confidence in each other's skills. • • Council and Staff should have a common understanding and agree on basic community standards and goals. Council /Staff retreats on a regular basis help this understanding. • Council and Staff must trust each other. This is usually earned over time. A history of achievement will earn trust on both sides. • Tension between Staff and Council is caused by Staff's failure to provide administrative leadership, failure to follow policy direction, dishonesty and Staff attempts at being politicians and administrators and making political decisions. • Lack of communication, failure to carry out administrative functions and criticism of elected officials are the major • causes of elected official's loss of confidence in the Administrator. t • The Manager must avoid playing political games with the Council and the public. • • The Manager must not criticize members of the Council with the press, public or other elected officials. • The Manager should show the Council how to achieve its goals. • Staff must be respectful of the position of the Council. • The Mayor and Manager should decide together how major issues will be handled depending on the style of each person. An effective Manager should stay behind the scenes and let the credit for decisions go to the Mayor /elected officials. • A good Manager is one who doesn't get involved in politics but is aware and communicates the political pros .and cons of decisions. • A good relationship between the Mayor and Staff is useless if their views are not shared by the other Council members. Some politicians may not, in fact, be working for the good of the majority. • Staff should make every effort to keep all elected officials "in the loop" regardless of how they feel about each other. • I _ 4 "How to Run an Effective Council Meeting" Thursday, June 15 - -10:30 a.m, French River Room (Joy Robb) Rules of Procedure and Decorum • For City Council - Meetin s g Robbinsdale, Minnesota • a RULES OF PROCEDURE AND DECORUM CITY COUNCIL CIE NGS • ROBBINSDALE, MINNESOTA Adopted Januatry 2, 1980 I , SECTION . ECTI h 1 PURPOSE Subd. 1. General It is recognized that in order to enhance the cbn- cept of effective and democratic government; it is essential that a legislative body establish formal rules of procedure rind decorum so that a true deliberative process will be observed and not disturbed. I SECTION 2. GEC M41, Subd. 1. Law. The City Charter, Ordinances and State Statutes governing the City Council shall be followed and supplemented by the Rules of Procedure and Decorum of the City Council. Subd. 2. General Rules In all matters of parliamentary procedures, the Council shall be governed by the latest printed edition of the STURGIS STANDARD CODE OF P.ARLI.AMENTARY PROCEDURE as published from time to time except as modified by these rules. SECTION 3. PRESIDING OFFICER Subd. 1. Who Presides The Mayor shall preside at all meetings of the Council. In the absence of the Mayor, the Mayor Pro Tem. shall preside. The presiding officer shall have the power to preserve strict order and decorum at meetings, enforce the rules of pro cedure, and determine without debate, subject to the final decision of the Council on appeal, all questions of procedure and order. Subd. 2. Anneal of the Ruling of the Presiding Officer Any member of the Council may appeal from a ruling of the presiding officer. If the appeal is seconded, the member may speak once solely on the question involved and the presiding officer may explain his rul- ing, but no other Council member shall participate in the discus- sion. The appeal shall be sustained if it is approved by a majority vote. Subd. 3. Rights of the Presiding Officer The presiding officer may speak on any question, and make motions and second motions. • SECTION 1. AGENDA • Subd. 1. Matters for Consideration Matters for Council action shall be submitted by members of the Council and residents to the City Manager. Subd. 2. Preparation An agenda of business for each regular meeting shall be prepared in the Office of the City `tanager and copies thereof delivered to each Council member as far in advance of the meeting as time for preparation will permit. Subd. 3. Order of Business at Regular Meeti.nLrs At the hour appointed for the regular meeting of the City Council, the meeting shall be "called to order by the Mayor and in the Mayor's absence, by the Mayor Pro Tem. If a quorum is present, the City Council shall then proceed with its business in the following order: 1) Call to Order 2) Roll Call 3) Opportunity for the Public to Address the City Council on Matters Not on the Agenda. 4) Televising of Meeting Commences. 5) Approval of the Agenda for the Meeting 6) Consent Agenda: (a) approval of the minutes of the last City Council meeting; (b) other routine, non - controversial items needing little or no deliberation. 7) Recognitions, Proclamations 8) Informational Presentations /Guest Speakers 9) Public Hearings 10) Old Business 11) New Business 12) Other Business 13) Administrative Reports 11) Council General Communications 15) Adjournment Subd. 4. t'aryinz Order of Business. The order of business may be varied • by the presiding officer. Subd. 5. Consent Agenda Matters for the Council of a routine or non- • i controversial nature which need minimal Council deliberation shall be placed on the Consent Agenda. A motion to approve the Consent Agenda shall not be debated. At the request of'any individual Council member, an item shall be removed from the Consent Agenda and placed upon the regular agenda for debate immediately following the Consent Agenda. The Consent Agenda shall only be adopted by a unanimous vote of those Council members present at the. meeting.' Subd.. 6.. Items Not on the Agenda The Council may consider items not appearing: on the agenda as normal business if an objection is not raised by a Council member. If an objection is raised by a council member to considering an item not appearing on the agenda, a vote shall be taken by the Council'to determine the appropriateness of further consideration of the matter at that time. Subd. 7. Public Participation Members of the public may address the City Council during: (a) Public hearings b "Oppo for the Public to Address the Ci ( ) Y Y Council on Oppo Matters Not on the Agenda." This portion of the meeting shall be limited to fifteen minutes and individuals shall be requested to limit their comments to four minutes or less. • If the majority of the Council . determines that additional time on a specific issue is warranted then discussion on that issue shall be continued under Other Business at the end of the agenda. (c) Specific issues scheduled on the agenda but in accordance with Section 6, Subdivision 6, of these rules entitled, "Addressing the Council." Subd. 8. Written Communications on All Matters All interested parties or their authorized representatives may address the Council by writ- ten communication regarding all matters under the Council's con - sideration. The City Manager shall place these communications on the Council Agenda under "Acknowledgment of Communications to the Council." SECTION 5. VOTING Subd. 1. Procedure The votes of the members on any ordinance or resolu- tion pending before the Council shall be by roll call vote. The votes of the members on any motion shall be by voice vote, unless the Mayor or any member of the Council requests that a roll call vote be taken. The Mayor shall call for a roll call vote whenever a voice vote of the council is not clear as to the dis- • position of the action before the Council. 3 L Subd. 2. Abstention If a Council member does not vote, the abstention • shall be recorded as "Abstain -- name." Subd. 3. Voting Order for Roll Call The Secretary to the Council shall call for the vote in consecutive order of wards with the ward voting first rotating one position at each regular meeting. The presiding officer shall always vote last. SECTION 6. RULES OF DECORUM. Subd. 1. Council While the council is in session, the members must _preserve order and decorum, and a member shall neither, by conversation or otherwise, delay or interrupt the proceedings or the peace of the Council nor disturb any member while speaking or refuse to obey the orders of the presiding officer. Subd. 2. Recognition No person or member of the council shall address the Council without being recognized by the presiding officer. Subd. 3. Discussion No member of the Council shall speak more than twice on any question, nor more than five minutes each time without consent of the Council. Subd. 4. Staff Members of the City staff shall observe the same rules of order and decorum as are applicable to the City Council. :! Subd. 5. Pertinent to Matter Under Debate Members of the Council, staff and public shall confine remarks to the matter under debate. Subd. 6. Addressing the Council Each member of the public addressing the Council shall step up to the microphone provided for the use of the public after being recognized by the presiding officer and give his /her name and address in an audible tone of voice for the records, state the subject to be discussed, and state who the speaker is representing if representing an organization or other persons. Unless further time is granted by a majority vote of the Council, remarks from the public shall be limited to four (4) minutes. All remarks shall be addressed to the Council as a whole and not to any member thereof. No person other than members of the Council and the person having the floor shall be permitted to enter into any discussion, either directly or through a member of the Council, without permission of the presiding officer. No question may be asked a Council member or a member of the staff without the permission of the presiding officer. Subd. 7. Spokesman for Group of Persons In order to expedite matters and to avoid repetitious presentations, whenever any group of persons wishes to address the Council on the same subject matter, it shall be proper for the presiding officer to request that a spokesman be chosen by the group to address the Council and, in case additional matters are to be presented by any other member • of said group, to limit the number of such persons addressing the Council. 4 Subd. 8. After Motion After a motion has been made or a public hearing • E has been closed, no member of the public shall address the Council from the audience on the matter under consideration with- out first securing permission to do so by a majority vote of the City Council. Subd. 9. Conduct Any member of the Council, staff or person indulging in Personalities or making impertinent, slanderous, or profane remarks or who willfully utters loud, threatening or abusive language, or engages in any disorderly conduct which would impede, disrupt, or disturb the orderly conduct of any meeting, hearing or other proceeding, shall be called to order by the presiding officer and, if such conduct continues, may at the " "discretion of the presiding officer, be ordered barred from further audience before the Council during that meeting. Subd. 10. Members of the Audience No person in the audience shall engage in disorderly conduct such as hand clapping, stamping of feet, whistling, using profane language, yelling, and similar demon - strations, which conduct disturbs the peace and good order of the meeting. SECTION 7. ENFORCEMENTS OF DECORUM. Subd. 1. Warning. All persons shall, at the request of the presiding • officer, be silent. If, after receiving a warning from the presiding officer, a p ng er, person persists in disturbing the meeting, said officer may order him to.remove himself from the meeting. If he does not remove himself, the presiding officer may order that the person be removed by the Sergeant -at- Arras. Subd. 2. Sergeant -at -Arms The Chief of Police, or such member or members of the police department, shall be Sergeant -at -Arms of the Council meetings. He, or they, shall carry out all orders and instructions given by the presiding officer for the purpose of maintaining order and decorum at the Council meeting. Upon instruction of the presiding officer, it shall be the duty of the Sergeant -at -Arms to remove from the meeting any person who inten- tionally disturbs the proceedings of the Council. Subd. 3. Resisting Removal Any person who resists removal by the Sergeant -at -Arms may be charged with violating City Ordinance. Subd. 4. Motions to Enforce Any Council member may move to require the presiding officer to enforce these rules and the affirmative vote of a majority of the Council shall require him to do so. Subd. 5. Adjournment In the event that any meeting is willfully disturbed by a group or group of persons so as to render the orderly conduct of such meeting unfeasible and when order cannot be restored by the removal of individuals who are creating the 0 disturbance, the meeting may be adjourned with the remaining business considered at the next regular meeting. 5 Subd. 6. Special Meetings If the matter being addressed prior to adjournment is of such a nature as to demand immediate attention, the presiding officer may call a special meeting. SECTION 8. WORKSHOP MEETINGS Subd. 1. General Workshop meetings of the City Council may be held at the call of the Mayor Pro Tem, who shall serve as the presiding officer at workshop meetings. No official Council action will be taken at workshop meetings. Subd. 2. Rules of Procedure and Decorum The Rules of Procedure and ' of the City Council shall be observed in workshops so far as they are applicable. SECTION 9. CAMERAS AND RECORDING DEVICES Subd. I. Use of Cameras and Recording Devices Limited Cameras, including television and motion picture cameras, electronic sound recording devices and any other mechanical, electrical or electronic recording devices may be used in the Council Chamber, but only in such a manner as will cause a minimum of interference with or disturbance of the proceedings of the Council. • SECTION 10. SEPARABILITY Subd. 1. General If any section, subsection, sentence, clause, phrase or portion of - these Rules of Procedure and Decorum is for any reason held invalid or unconstitutional by any court of competent juris- diction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portions thereof. ( Amended : June 19, 1984; March 19, 1986; February 7, 1989; September 5, 1989; February 5, 1991) i 6 t CITY_ i !:�; ?L - NTEETLN April 13, 19®5 422 Lake Road Robbinsdale. i"vlinnesota 7 :00 p.m. CITIZ Na_?' � RTIC'JPATION The City Council is meeting as a legislative body to conduct tite +),;siness of the City according to the RULES OF PROCEDURE AND DECORUM 01 t:'V C `UNCIL. Unless so ordered by the Mayor, citizen participation is limited to the following tunes aaci :Aitveys :�ithi�. meetings. ti,e prescribed rules of conduct for public input at A) Pi1Ri.Ir HEARINGS Public hearings are cf) ,ducted so that the public affected by a proposal may have input into the decision. During hearings all affected - g During hearings, d resiuenta �tiill b� ,yen an opportunity to speak c PP Y pursuant t P P o th e RULES OF PROCEDURE AND DECORUM OFT-'4H CITY COUNCIL. B) OPPORTUNITY FOR TNF__x?U C_Tu; �s ?d °' T u >: iT`'_C0_UI`iCIL._OlY.M NOT ON THE AGENDA • Any member of the public may ou the agenda. In consideration for the public attending the meeting for speci�c co::,-; o _ ,,,;.. -:;is portion of the meeting will be limited to fifteen (15) minutes. Individuals are r;.queste<t .o , n -Z;;-. .eats to four (4) minutes or less. If the majority of the Council determines that additional timw 1 a „ p� ., i ssu e is warranted, then discussion on that issue shall be continued under Other Business at the end of the agenda. Before addressing the City Council, members of the public are asked to step up to the microphone, give their name, address and state the subject to be discussed. All remarks shall be addressed to the Council as a w sole and not to any member thereof. No person other than members of the Council and the person hay inu the floor shall be permitted to enter into any discussion without permission of the presiding officer. Your participation, as prescribed by 'l.e Council's R" , is vNelcomed and your cooperation is greatly appreciated. 1. CITY COUNCIL sL 2. ROLL CALL: . ohnsoin s..xc?tz Mayor Robb 3. OPPORTUNITY FOR THE '_` � DR E THE CITY COUNCIL ON MATTERS NOT 03 a : •, ” ?: ` 4. APPROVAL OF THE APRIL i 8. � , .l y'. C AGENDA • • QUESTIONS THE CHAIR OR A MEMBER CAN ASK TO IMPROVE DISCUSSIONS To Open Discussion "Could we clarify the terms connected with this topic ?" "What do you think the general idea or problem is ?" "What are the elements essential to understanding the topic ?" "Would anyone care to offer suggestions on facts we need to.better our understanding of the problem or topic ?" To Broaden Participation "Now that we have heard from a number of our members, would others who have not spoken like to add their ideas ?" "How do the ideas presented thus far sound to those of you who have been thinking about them ?" • To Limit Participation "We appreciate your contributions. However, it might be well to hear from some of the others. Would some of you who have not spoken care to add your ideas to those already expressed ?" "You have made several good statements, and I am wondering if someone else might like to make some remarks." "Since all our group members have not yet had an opportunity to speak, I wonder if you could hold your comments until a little later ?" To Focus Discussion "Where are we now in relation to our goal for this discussion ?" "Would you like to have me review my understanding of the things we have said and the progress we have made in this discussion ?" "Your comment is interesting. However, I wonder if it is quite on target for the problem we're discussing." • To Help the Group Move Along • "I wonder if we have spent enough time on this phase of the problem. Should we move to another aspect of it ?" 'Have we gone into this part of the problem far enough so that we might now shift our attention and consider this additional area ?" "In view of the item we have set for ourselves, would "it not be well to look at the next question before us ?" To Help the Group Evaluate Itself "I wonder if any of you have a feeling that we are blocked on the particular question; why are we tending to slow down ?" 'Should we take a look at our original objective for this discussion and see where we are in relation to it ?" "Now that we are nearing the conclusion of our meeting, would anyone like to offer suggestions on how we might improve our next meeting ?" To Help the Group Reach a Decision "Am I right in sensing agreement on these points ?" (Chair then gives • a brief summary.) "Since we tend to be moving in the direction of a decision, should we consider what it will mean for our group if we decide the matter in this way ?" "What have we accomplished in our discussion up to this point ?" To Lend Continuity to the Discussion "Since we had time for a particular consideration of the problem at the last meeting, would someone care to review what we covered then ?" "Since we cannot reach a decision at this meeting, what are some of the points we should take up at the next one ?" "Would someone care to suggest points which need further study before we convene again ?" • 0 "Point of Order" Thursday, June 15 -- 9:00 a.m. French River Room (Medard Kaisershot) PARLIAMENTARY PROCEDURE FUNDAMENTALS OF PARLIAMENTA RIV LAW I. Justice and courtesy to ail 2. Do only one thing at a time 3. The majority rules 4. Respect the rights of the minority 5. Each proposition is entitled to full and free debate 6. The purpose is to facilitate action, not to obstruct it THE UNDERLYING PRINCIPLES OF PARLIAMENTARY LAW INCLUDE THE FOLLOWING 1. The organization is paramount 2. All members are equal 3. An established minimum number of voting members present at the meeting 4. Only one member has the floor at any one time • 5. Discussion is not in order unless there is a pending question 6. It is the issue under discussion, not the person; personal remarks are not in order 7. A question once decided may not be brought up again at the same meeting 8. A majority vote decides 9. A 2/3 vote is necessary if a member's fundamental rights are being reduced or taken away 10. Silence is regarded a g s consent MEETING MINUTES Content: 1. Date, time, place of meeting; the presence or absence of members. 2. Every motion. 3. Identity of maker of the motion. 4. That the motion was seconded. 5. Other motions that apply to the main motion. 6. The disposition of all motions. Thin . Things ordinarily anly not included m the minutes: • 1. The identity of the seconder of a motion. . The debate /discussion held on a motion. -1- ORDER OF BUSINESS • 1. Call to Order 2. Opening Exercises (optional) 3. Quorum Established (number necessary to transact business legally) 4. Minutes 5. Treasurer's Report 6. Reports of Officers 7. Reports of Standing Committees 8. Reports of Special Committees 9. Special Orders (matters that have been previously assigned priority) 10. Unfinished Business (never old business) 11. New Business 12. Program (ok to "close" business meeting here but not to adjourn) 13. Announcements 14. Adjournment GENDER PROTOCOL The term "Chairman" belongs to the title of the office the same as the title of president, mayor or secretary. Use the honorific "Mister or Madam" to recognize and respect gender, e.g. • Madam Chairman /Mister Chairman, Mister Mayor /Madam Mayor. PRESENTING AND PROCESSING A MOTION Formal Method: 1. Member rises and addresses the chair 2. Chair recognizes member 3. Member makes motion (introduces the business) 4. Another member seconds motion 5. Chair states (repeats) motion 6. Members debate motion 7. Chair takes vote on motion (putting the question) 8. Chair announces result of vote Informal Method: In routine and noncontroversial matters, the chair may use a method known as "general consent." The chair may identify an issue or matter that needs action and s /he could merely say, "Without objection, we will (describe action to be taken.)" If there is no objection from the assembly to the proposed action, the chair can declare the action to be adopted. If there is so much as one objection, however, general consent may not be used and the matter must then be processed as a formal motion if there is any interest from any member in that issue. • -2- AMENDMENTS TO MOTIONS Purpose: To modify wording of a pending motion; it must be germane to the pending motion but the result may be to produce the opposite effect intended by the pending motion. How Classified: ► Primary (First Degree) (applies only to a main motion) ► Secondary (Second Degree) (applies to a pending amendment; is also referred to as an amendment to an amendment.) There can be no Third Degree amendments (the amendment to the amendment to the amendment.) Form of Amendment: You say, I move to amend the motion to: ► Insert or to Add (word /s) ► Strike (word /s) Strike (word /s) and to Insert (word /s) ► Substitute (paragraph /s) • There is no such thing as the so-called, and sometimes used, Friendly Amendment in which the maker allegedly has the right to accept amendments to his /her motion. Before the chair "states" the motion, the maker of a motion may unilaterally change it or withdraw it. After a motion is "stated" by the chair, the motion belongs to the assembly, not to the maker, and any amendments thereto must be, and may be, adopted only by the assembly. Amendments must be processed either as a formal motion and must be voted upon by the assembly or, if the modification appears to be of a corrective or non - controversial nature, the chair may process the modification informally under the rules of "general consent." Note that if "general consent" is used that it is the unanimous consent of the "assembly" and not the consent of the "maker" that is obtained. -3- If you want to ... You say: Introduce business I move that Adjourn the meeting I move that we adjourn Recess the meeting I move that we recess for /until Complain about noise, temperature, etc. Point of Privilege Defer action /put off discussion I move we table the motion End debate I move the previous question Postpone consideration of something I move we postpone the matter until Have something studied further I move we refer to committee Amend a motion I move to amend the motion to Object to procedure Point of order Request information Point of information Request verification of voice vote I call for a division of the house Take up a matter previously tabled I move we take from the table To reconsider (from prevailing side only) I move we reconsider Consider something out of scheduled order I move we suspend the rules to Challenge the in g ruling of the chair I appeal the ruling of the chair Rescind I move we rescind STATUTORY AUTHORITY Subject to the Minnesota Open Meeting Law, MS § 471.705, the City Council, and its powers and duties, is specifically described at MS § 412.191, which at subd 2, provides in relevant part: "Regular meetings of the council shall be held at such times and places as may be prescribed by its rules.... The Council shall have power to regulate its own procedure." The Council can adopt its own specific procedural rules; those rules should also adopt a parliamentary authority, e.g. Roberts Rules of Order Newly Revised, or Sturgis, to cover situations not otherwise addressed by its specific procedural rules. Notice! The foregoing material is not intended to provide legal advice and may not be relied upon as such; please consult your own legal counsel to maintain compliance with applicable law. Source of parliamentary information: Roberts Rules of Order Newly Revised, 1990 Edition 9th Edition. Prepared and presented by: Medard B. Kaisershot, Attorney at Law, (Office) 5701 Kentucky Ave. N., Ste 180, Crystal, Minn., 55428 -3370. Ph (V) 612/535 -9027, (H) 612/533 -2313 • -4- Basic Information On Motions RANKING MOTIONS Principal Characteristics These motions are listed in order of rank. When any one of these motions is immediately pending, those above it a are in order and those below are not in order. m ° g ° C 11 c ca c �Cr c v c� PRIVILEGED MOTIONS y s a c .5 >° 1 s = 13. Fix Time to Which to Adjourn ........................ yes no yes maj yes no 12. Adjourn ....................... ............................... yes no no maj no no 11. Recess ......................... ............................... yes no yes maj no no 10. Raise a Question of Privilege .......................... no no no X• no ves 9. Call for the Orders of the Day ........................ no no no X• no yes SUBSIDIARY MOTIONS 8. Lay on the Table ........... ............................... yes no no maj no no 7. Previous Question (to close debate) .................. yes no no 2/3 yes* no 6. Limit or Extend Limits of Debate .................... yes no yes 2/3 yes* no S. Postpone to a Certain .Time ............................ yes yes yes maj yes no 4. Commit (or Refer) ......... ............................... yes yes yes maj yes' no 3. Amend ........................... ...........,................ yes = yes • maj yes no 2. Postpone Indefinitely ...... ............................... yes yes no maj + r.o 1. MAIN MOTION ........... ............................... yes yes yes maj* yes no • NON - RANKING MOTIONS Whether these motions are in order depends upon the business already under consideration and what purpose they may serve when introduced. INCIDENTAL MOTIONS Appeal ........................... ............................... yes • no maj yes yes Close Nominations or the Polls ........................ yes no yes 2/3 no no Consider by Paragraph or Seriatim ................... yes no yes maj no no Division of the Assembly . ............................... no no no no no yes Division of a Question ..... ............................... yes no yes maj no no Objection to Consideration of a Question ........... no no no 2/3 11 ves• Parliamentary Inquiry ...... ............................... no no no Chair no ves Point of Order .................. ........................ no no no Chair no yes Reopen Nominations or the Polls ..................... yes no yes maj # no Suspend the Rules* ......... ............................... yes no no 2/3• no no Withdraw a Motion ......... ............................... no' no no maj* p yes' _ MOTIONS THAT BRING A QUESTION AGAIN BEFORE THE ASSEMBLY Reconsider ..................... ............................... yes no maj no no Rescind......................... ............................... yes yes yes 0 # no • Take from the Table ....... ............................... yes no no maj no no Key to Markings • — See Robert's Rules of Order Newly Revised for special # — Only a negative vote may be reconsidered. rules. X — Usually no vote taken. Chair responds. _ — Debatable when applied to a debatable motion. See + —Only an affirmative vote may be reconsidered. Robert's Rules of Order Newly Revised. i "Point of Order" Thursday, June 15 -- 9:00 a.m. French River Room • (Medard Kaisershot) TEST YOUR KNOWLEDGE OF PARLIAMENTARY RULES m Copyright 1993 by Medard B. Kaisersl ot: A;l rights Reserved. T F 1. Robert's Rules of Order take priority over that organization's bylaws. T F 2. The secretary's minutes should include a summary of the discussion /debate of a motion. T F 3. A motion must be adopted to approve the minutes of the previous business meeting. T F 4. A motion must be made and adopted to accept the treasurer's report. T F 5. The secretary's minutes must contain the names of the mover and of the seconder of a motion. T F 6. The presiding officer should ask the assembly if there is any old business before moving on to new business. • 7. The ro r way to introduce business is to say: P Pe Y Y T F a. "I make a motion that ... " (when you offer the new business.) T F b. "I so move" (when you act on a recommendation that someone else had previously proposed but hadn't put in the form of a motion.) T F 8. Business matters should be thoroughly discussed at the business meeting before a motion is made to adopt the decision of the assembly. T F 9. To adopt business, there must first be a motion and a second and then a vote of the assembly. T F 10. A motion to adjourn has to be adopted before a business meeting may be actually adjourned. T F 11. A motion to adjourn may not be considered until a pending motion has been decided. T F 12. All motions require a second. T F 13. The presiding officer should call the business meeting to order by rapping the gavel three times. • T F 14. The residin officer should rap the gavel after eve motion has been voted The p residing P g every upon. i T F 15. The presiding officer must stop debate on a pending motion and call for the vote as soon as someone in the assembly yells "question." T F 16. When someone moves to amend a pending main motion, it is proper for the maker of the main motion, if s/he agrees with the proposed amendment, to accept the "proposed amendment " �friendly amendment as a " . T F 17. Motions may not be not be considered at a business meeting except at that y part of the agenda reserved for new business. " T F 18. During elections for new officers, the presiding officer must .ask, three times, "Are there any further nominations" before nominations for that office can be closed. 19. If there is onl one candi ate for election to a art p cular office, it is proper for a member to make a motion to: ,� T F a. cast a unanimous ballot for the candidate. T F b. cast a "white" ballot for the candidate. T F 20. If a member disagrees with a decision of the resi dm p g officer, the member should ask for a ruling from that organization's parliamentarian. T F 21. If a motion has been tabled at a business meeting, it must be brought up for • a vote at the next regular business meeting. g T F 22. A quorum means that at least one half of the members must be present to have a legal business meeting. T F 23. If a motion has been adopted that someone decides is a "bad decision, " anyone can move to reconsider (to cancel) that motion, either at the same meeting or at the next meeting. T F 24. If the motion on the floor is complicated or if the debate on a pending motion is getting lengthy and there are also other "easier" or "necessary" items of business that need to be resolved, it is proper to simply interrupt the existing matter, make a decision on the other items of business and then return to the interrupted matter. 25. When calling for a voice vote: T F a. it is proper for the presiding officer to say "those in favor, say 'aye' (takes vote); those opposed, 'same sign."' T F b. the presiding officer does not have to call for the "no /nay" votes if the result of the f a yes /a vote sounds conclusively i Y usivel n favor of the motion. Medard B • . Kaisershot (Office) Kentucky ( ) e tuc Ave. No. Crystal MN 5 42 kY ry 5 8, ph 612/535 -9027 Planning for Your City's Future Wednesday, June 14 — 2:45 p.m. Lake Superior Ballroom,Section LIM Gunnar Isberg The Role and Responsibilities of Leadership in the Visioning /Strategic Planning Process. by Gunnar Isberg t } t ". � { 5 � t � _� � .t:• It T t � sr h Y ki .Y 0 • CHARACTERISTICS OF ADMIRED LEADERS 1987 U.S. Repondents 1993 U.S. Respondents Percentage of People Percentage of People Selecting Selecting Honest 83 87 Forward - looking 62 71 Inspiring 58 68 Competent 67 58 Fair- minded 40 49 Supportive 32 46 Broad- minded 37 41 Intelligent 43 38 Straightforward 34 34 Courageous 27 33 y LEADERSHIP • IS. • Chief Administrator/Manager. • Executive Team. • Board, Commission, Council. 0� TEN DIMENSIONS OF DEEP ORGANIZATIONS • T-Ionesty. •Caring. • Openness. •Tolerant. • Thoughtfulness. •Ethical. • Consistency. •Wise. • Flexible. •Focused. TEN STEPS TO, TRUSTWORTHINESS • Do what you say you will do -- "walk the talk." •Listen carefully to people. • Understand what matters to people. • Share yourself honestly. • Ask for feedback and acknowledge unasked -for feedback. Don't try to push others to trust you further than you trust them. • Try extending your trust of others a little further. • Don't confuse being trustworthy with "being a buddy." • Don't be surprised if trust - building goes slow. • In final analysis, tell the truth. Wm. Bridges - Managing Transition A shared vision of the future is the only effective compass i for employees in a rapidly changing world. Gareth Morgan � POWER OF VISION No Organization Vision � wo� Organization Vision Organization Vision Without Department and With Alignment Individual Alignment 4d I ~ eft t.�.ae,- ik �. �'; � � �JJy M �i•• t 4 - y� i " \ - "� � t n _����gcyT�;ivt��y�F �'".t�{A' d r+`'„� y� . 1 i v x . • 4 _ t 4 � 4 rc c. z � i '23 4 40 � r i i 4 Uj • • , , • • 1 \ f ? 4 4 it t * � t it j Z \r + i ` v 3 � ate^, ��k•r�;'- •- S"I"A GES OF CHANGE Present Transition Desired State State State Familiar Fear New Roles Safe Confusion New Procedures Comfortable Low Stability New Relationships Predictable High Emotional Stress Safe High Undirected Energy Comfortable Loss of Control Increased Conflict The Wish For Past Patterns iii 0 ! r TRANSITION VS. CHANGE • Transition is •Change is corporate personal. or collective. • Transition focuses •Change focuses on on the interior attaining outcomes. process. •Managing change • Managing transition starts with the starts with where desired outcome and people are and works backward. works forward. Ivy Consulting Group TRANSITION PHASES ENDING NEUTRAL ZONE BEGINNING$ ? 9tittiitiA•tti: :<JliMvmtAf'JRt+•+.t•Y''J. /'� ^: <. .. f i. .A ?< ...+T.: ':i >:•i:i;: ?S:f: %,,; ^,': {.;3 ?:,i:i:f:....:........•.... ... n: >::•: ?t• ii:? ? ^,'r•..•... :....... �:::.•n•; :.: ::; :.n : ::..: ..... f+'::?' :i + ?fkf,�4Y.fiil..,:f,,:if,:f:f � v,. :?i,i,:if: ? ii:fr ii:iii.....:..i i • : ?.:...,•x.w .... vw:•': n..:' .. ........i i:..:•;qy: ^.:f:i4,V:Lf: ?•r' William Bridges Managing Transition WHY PEOPLE RESIST CHANGE • Habit patterns are ignored. • Purpose of change not clear. • People do not see need for change. • Targets are not included in planning. • Targets perceive the price ton high. • Targets see change as attack on their performance. • Fear of future competence -- "de- skilling ". STRATEGY FOR CHANGE CAMPAIGN • Involve people in change process. •Communicate, communicate, communicate. • Educate and train. • Provide personal intervention. • Coach. and support. • Reward change. • • 0 GUIDELINES FOR LEADERS AND MANAGERS • Expect change -- become change agent. • Anticipate and demonstrate initiative. • Stay goal- directed. • Provide more direction and structure. • Become role model for positive attitude. • Communicate, C0171ri1U111Cate, communicate. • Demonstrate openness and candor. • Don't bad -mouth organization. • Make few promises and commitments. • Be sensitive to shifts in power structure. • Motivate to the hilt. • Expect slower response rates. Get to lo other staff. • Remain leader and decision - maker. • Show ownership of organizational problems. • Help minimize surprises. Price Pritchell Af to tl�c Mcrgcr: Mancr ,(Y irlg the Shoe %1 -vavcs '-�r � �`� • c x `z' '� '� �„> � wax,.`,$ s�* �t. t �'` ., '•,, t.� s'� y � y s X:, �. � �.. •� r a fir �yy� - R. � `� ".+ • * 'Y - �* N 3k ��� } �u�sF t� y, } � ,. "t t a r .t dy�ik �C•" � 1, ` 1 R�.q t .t t' u�f'"le z . Y ,I d Y y Fi t�+ � E � ,, 2 �� t ) { :'Y # ,J � 5 � '� _ ip'? - � f t � � _ �; S 4 7 "t \ � 4 x r � 5 ^t t� � M � � ��' 1f 'v} f L }_ r t � z x cl f} d _ � 5 r�n -. �F Y � � � � � t 3 t 9 +` x T � t ': x E a i x � r� �' �� � � a +, ' a � a � „?,,,.' � � � • • .� � f / , t 1 � i k r 4 f S s 3a t It 1 7., 3 ,t - S r y t 34 t o f1 IlS °2 �� k_ • R � -at t Z L ��f � Rte. z=� . 1 s _ t s. �' t 3 s. '� P z' r.: f t t t. � _ � �1 i� < i�. � _ jai r r �' a '.t ? � T � # t t 1 , i �. t k y * � t; 1 x^ � � 7} b , 7 � i T N '�% � _ J t �Y�l, k d � s � �r e � s .r � ri- l� ri 4 '� S Y � r y i ^,A 'fi cc _ � t J � b � �V � . , 't �� F y .kt <a n a � s - r _ ,� � t FF � Tf i fps e'T 'i f � �. � � . K C T � ,� Y �1y � K. t �"Y I If �,� ;�'���"Y�.a» �Y ��,. , �cYd- � `�' • • t� R �f'.��' � � ,�. �4<" r yF.'� 'J "tip ..ct �� .�T i e't � a � $ 2 s 3 � ,K, x �N r `x }y�t�g� � C `r x - � �_ �. R. 7 tty �? T P v t lr j �� 9 ` t 1 r� - ,Y: I � P� 3 2 C '. �t 4 , ' L _ a � s � r + S v ��? _ � 5 f ''ta. rr I � t y L � ''a �.. % ` i � 1', .. � S- - � z t T A 'L Ct� JS^ � 1 �,` � r. � Y l l � 3 '+ � I h � �:' � 3 C� s � � � . ,,,� c� 1 � h � 1 �� k C _ F� . T T { The Championing Process ultimately depends on people with Vision and Courage to see the possible to make the possible reality -- 1 !�. "Embracing the Challenge of Reprinted with permission Change" (general session) from: Friday, June 16 -- 9:30 a.m. Center for Life Cycle Lake Superior Ballroom Sciences, Port Orchard, (Sheila Sheinberg) Washington (360/876 -2399) The Center For Life Cycle Sciences Vol. 6 December 1991 Third Reprint, 1994 Leadership Lessons on Transformation Learned from: One of the Greatest Lead ershipStories Ever Told Christmas is a time of joy and cele- bration andNewYear'sisatimeof Nkh Transformation' cept the "mutation" implies change. As we move into the The Five Books of Moses describe unordered spontaneity. 1990's, we confront an urgent time creation and transformation, Transformation must take and a sacred place for transforma- leave- taking and wandering, place with directed effort. lion. In this decade, America and search and exploration, learning the world provide a crucible for the law and finding the new land. The aim of this book is to transformation- -the creation of This is the kind of journey Amer- supply the direction." whole new forms. ica is embarking upon in the 1990's. Visionary leadership, the Dr. W. Edwards Deming Quality Revoluti on and the crea- Opt of the Crisis True transformation requires three Lion of the Adhocracy are all apart (1986:IX) ingredients: of this transformation. Dr. W. Ed- , wards Demin Dc Deming 's often quoted 14 's seminal book, Deming • 's for Change Points Out of the Cri sis does not focus on are not simply fourteen • A Sacred Place for Change Quality, but on transformation. Points for managers (as often pub - • Leadership for Change The first paragraph of the preface licized), but in reality "PRINCI- reads: PLES FOR TRANSFORM - "The aim of this book is ATION OF WESTERN MAN - As aChristmas gift to my readers, AGEMENT" (see Chapter 2, this December newsletter is de- transformation of the style voted to leadership for change. of American management. Pages 18 -96 in Out of the Crisis This gift is in response to the hun- Transformation of Ameri - To understand Quality, to under - dreds of requests I have received can style of mans ement is for my "Moses Story." In reality, not a job of reconstruction, stand leadership for Change and to this Bibiical story of change and seize the opportunities of the nor is it re��ision. It requires " from 1990's, we muse understand the • transformation is not mine, I lifted a whole new structure, f it from the Old Testament, with a for and pattern of transforma- Sheinberg interpretation! foundation upward. �luta- m tion" mialit be the word, ex- tion. r A Model for havi or. Assumptions are just that, old to the new paradigm, building assumptions. Assumptions are not a bridge across the chaos of Transformation facts, not measurable, not verifi- change, facilitating survival and able. Yet, these assumptions are thriving is the role of the LEADER Transformation is about radical very powerful. They shape every- (see Fig. 1). change, revolutionary change, ho- thing we think, say and do. As- listic change - -about the creation of sumptions, or paradigms, are also Many people talk of paradigm rn wholly new forms. Transfora- very powerful in their staying shifts, even describe paradigms lion is not strange, bizarre or un- power. Once a paradigm is in and paradigm shifts (a good re- usual. Change, even transform- place, it is treated as a "given," the source here is Joel Barker), some ational change, has a shape and pattern to it. Yes, chaos is a part of change (see Fig. 1), but all of trans- vocation formational change is not chaotic. There is order even to chaos. Ol d Leadership - Those individuals, :hose leaders, New those organizations, those nations Paradigm 1 ! ! who are the first to see the "order Paradigm in the chaos of change" will be the ! ± e f O'S first to make the appropriate choices for the new order! I Creating the "new order" is no easy task. Yet, the new order is the outcome of a successful transfor_ Provocations mation. Recognizing and under- Fig. 1 - Model For Change • standing the shape and pattern of change empowers us to have input way of the world and is very resis- even admonish that we make para- into the process of transformation tant to change. The fact that peo- digm shifts, but few tell us HOW! &d the new order. pie, organizations and govern- - ments resist change is not surpris- THE MOSES Paradigms ing. What often surprises me is STORE' that there are leaders, people and ' The concept of paradigms is a organizations that do make change powerful tool in describing the happen, even make transforma- The story of Moses tells us HOW. shape and pattern of change. Para- tronal change happen. (Reference the S Books of Moses.) digms is a term associated with Moses was one of the greatest of Thomas S. Kuhn and The Struc- Transformation requires the chal- leaders (so says the Bible). He lead Lure of Scientific Revolution lengingof the old para digms and a his people "out of the land of bond- (1962, 1972). A paradigm is a "paradigm shift," the creation of a age," and through the "desert or model, a pattern (Joel Barker), a new paradigm. The difficult parts wilderness," Biblical words for world vie%v for defining one's real- of the paradigm shift are breaking "chaos," into the "promised land- - ity. Thomas Kuhn used the term a`•''av from the old paradigm (that the land of milk and honey," the paradigm to refer to assumptions: does not work as well as it used to) new paradigm. assumptions we carry around in and surviving (Tom Peters says our heads, assumptions about the "thriving ") in the "chaos of universe, assumptions about our change." The chaos of change is The Environment discipline (he wrote about sci- that space, that emptiness, that ence), assumptions about our neutral zone (William Bridge A leader always enters a situation work, assumptions about people that black hole, between the old not of his own making, but none - and assumptions. about ourselves. ways of seeing and responding to theless a situation that provides the • the world, the old paradigm and opportunity for transition and These assunipimn� _ i .. shape our or the creation of the ne« aradi�m. transformation. Let us explore the P P ganizations, ot:r hues and our be Leading in � the ournev from _ re- exrstin situation that J _ pre-existing P 2 r 1091. 1002. 1994 Center For Lifc Cycle Sciences u vided Moses with his opportunity Hiring the Consultant To anticipate the future, the leader • for transformational leadership. must listen to his/her "inner voice" The Pharaoh summoned Joseph and trust the information. The Pharaoh's Dream and told him of his dreams of cows and corn. Joseph listened and in- It is also important to have the The story begins with the Phar- terpreted the Pharaoh's dream: right consultant! The consultant is aoh's dreams. One night, the Phar- 25 And Joseph said unto Phar_ not only an advisor, but an active aoh was interrupted by a prophetic aoh. The dream of Pharaoh is player in helping the leader to pre- dream: one. God has shown Pharaoh pare for the future. (It is a good thing that Joseph did not need a what he is about to do. river he stood by the procurement request, was not put rr. 26 The seven good lone are 2 And behold, there came up seven years; and the seven on competitive bid, or had to ap- out of the river seven well fa- good ears are seven years, the pear on the approved list of sultants, or history may have been con - dream is one. voted lone and fat fleshed,• and er different. eth they fed in a meadow. 27 And the seven thin and ill alt ) 3 And behold, seven other kine favored trine that came up after Joseph prospered along with came u p a fi er them out o the them are seven years; and the f em ears blasted with Egypt (maybe there is a lesson river, ill favored and lean- seven p�' here for consultants). Joseph did fleshed, • and stood by the other the east wind shall be seven so well in Egypt that during the kine upon the brink of the river years offamine. famine he was able to invite his 4And the ill favored and lean- (Genesis, 41) family, father, Jacob and twelve fleshed kine did eat up the The Pharaoh accepted Joseph's brothers (the same brothers that seven well favored and fat- rendering of his dreams. And the sold Joseph into slavery) and their fleshed kine. Pharaoh put Joseph second in families, to move from Canaan (Genesis, 41) command to him. The Pharaoh (where the people were starving) • The Pharaoh awoke, but fell asleep also put Joseph in charge of the to Egypt (the land of plenty). again: first Quality Improvement Team to create and implement a long Enslavement, or "You SAnd he slept and dreamed the term storage system for grain in Don't Always Do Better second time; and behold, seven Egypt. Than Your Father Did" ears of corn came up upon one stalk, rank and good. Joseph and the people of Egypt did g y Generations passed. Joseph died. 6 And behold, seven thin ears store food during the seven ears yet, his family and his father's and blasted with the east wind of plenty. And, in seven years the ass. famine came to family continued to grow and sprang up after ahem. p prosper in Egypt: 7 And the seven thin ears de- During the famine the Egyptians voured the seven rank and full had food and Egypt grew ex- 7 And the children of Israel ears. And the Pharaoh awoke, tremel wealth since the were fruitful. and increased and, behold, it was a dream. y y y were abundantly and multiplied, and (Genesis, 41) able to sell the food to the many waxed exceeding mighty; and people and nations that had not the land was filled with them. The Pharaoh awoke and was trou- anticipated the famine. Other than (Exodus, 1) bled. He consulted with "all the the Egyptians, no other nations magicians of Egypt, and all the had stored food in the seven years The new Pharaoh had not known wise men there of, but none could of plenty and all would have Joseph, but did recognize that the interpret his dream." He was re- starved without Egypt. children of Israel were growing by ferred by his chief butler to young leaps and bounds: Joseph, imprisoned in Egypt (you Leadership Lesson 1 9 And he said unto his people, remember that story, Joseph and I Behold, the people of the chil- the coat of many colors). Two As the leader (Pharaoh) you must dren of Israel are more and years before, while the butler was anticipate the future. Only by an- mightier than we ... in prison, Joseph interpreted his ticipating the future can you take 11 Therefor theti did set over dream, and the prophesy came to action in the present to take advan- them taskmasters to o pass. tage of the future. their irith their butrlens. And :C 1991, 1992, 1994 Center For Life Cycle Sciences 3 they builifor Pharaoh treasure Leadership Lesson 3 Leadershi2 Lesson 4 • cities. 14 And they made their lives Leadership tarts at the TOP! The bitter with haul bondage, in p Leaders are often called' to lead. mortar and in brick k and e, all Hebrews prayed for liberation for Leaders are often chosen because manner of service the field; hundreds of years, but it was not they are "strangers in a strange all their service, wherein they until God decided to initiate the land." They are willing to chal- made them serve, was with change action that the process of lenge the system. change became a reality. ri (Exodus, 1) The Vision, "the land of milk and Leadership relies on an "act of honey" is the responsibility of the faith. The individual must believe The children of Israel were en- y ry in him/her, in the rightness of their slaved and oppressed for hundreds leadership. journey, in the "power" they pos- of years. God Empowers Moses sess and in the power of the rod to make change happen (the power of Leadership Lesson 2 Moses questioned his selection as the Lord in this case). They must a change agent, also his ability to be empowered and empower oth- Your past successes do not ensure confront the Pharaoh and the ers (Aaron, the brother of Moses). your success in the future. Al- credibility to lead the Hebrews. Leaders enlist the help and support though Joseph had been a great 11 And Moses said unto God of others. Leaders need not be elo- prophet and great leader, his con - Who Am I. that 1 should go unto quent or even charismatic (as wit - tributions in a new environment Pharaoh and that I should nessed by Moses' speech were forgotten. bring for the children of Israel impediment), but they must have out of Egypt- good communicators working The .Burning Bush, or And, with them_ • � Leadership Starts at the Top 1 And Moses answered and God Hardened the Heart said. But behold, they will not of the Pharaoh, or Change In time, God heard the cries of the believe me, nor hearken unto is Never Easy children of Israel and he called my voice: for they will say, the upon Moses (the Hebrew child Lond bath not appeared unto As instructed by God, Moses and saved by the Pharaoh), a "stranger thee. Aaron traveled to Egypt. They in a strange land" (Exodus, 2) to (Exodus 3, 4) fled to work with the old leader- liberate "his people." Recogn12:ing Moses' reservation, ship. A4oses and Aaron requested 2 And the angel of the Lord God empowered Moses to take ac- that he free the Hebrews to serve appeared unto him in a flame of tion, to perform miracles, to speak God. The Pharaoh's response was fire out of the midst of a bush, for God. The Lord said to Moses, to increase the burden of the chil- and he looked. and behold. the "You will stretch out your shep- dren of Israel. bush burned with fire, and the herd's staff and My own power Will cause m miracles to hap- Moses and Aaron returned to the bush was not consumed. ghh' p Pharaoh and provided a "sign" 8 And 1 am come down to de pen (Exodus, 4). Moses still pro - liver them out of the land of the tested: from God. Aaron turned his rod E ttiatrs and to b ring thug u � Into a serpent (as God had showed gl'1 g 1 10 ... O my Lord. I am not Moses on the mountain). out ofthat land into a good land eloquent... I am slops' of speech. and a large, unto a land flou-ing and of slots tongue. !0 And Moses and Aaron went with milk and honey ..... (Exodus, 4) on unto Pharaoh and they did And, so as the Lord had com- The Lord sent Aaron, the brother tnanded: and Aaron cast down 10 Cane noir them fore and I of Moses, to speak for Moses. Yet, his rod befog Pharaoh and be- will send thee unto Pharaoh, the Lord admonished Moses ... fore his servants and it became that thou ina br4ngforth inv thou shalt speak unto him, and put a selPent. people the ch :ldrvn of Israel words in his mouth; and I will be 11 I he Pharaoh also called the out of E.i, vpt. with thy mouth and will teach you i isc men and the sorcerers: (Exodus, 3) what ye shall do. Holt the magiciam of f KIPI. 4 V I U91. 19L)1 1 yy,t Center For Life Cv cle Sciences the }y also did in like manner their rods into serpents. You had servants, and all the Egyptians, with their enchantments. better make sure your competition and there was a great cry in • 12 For they cast down every can not do the same magic tricks Egypt; for there was not a man his rod, and they became cheaper, quicker and more abun- house where there was not one serpents, but Aaron's rod swal- dantly than you can. dead lowed up their rods. 31 And he called forMoses and (Exodus, 8) All the other signs provided by Aaron by night, and said, Rise Moses and Aaron the Pharaoh's up, and get you forth from But, "Pharaoh's heart is hardened, wizards could not do. among my people, both ye and '•e refuseth to let the people go." the children of Israel; and go, sere were other "signs" ... the When times got tough, ie. frogs, serve the Lord, as ye have said. river of blood (yet, the Pharaoh's boils, hail, locusts, darkness, the 32 Also take your flocks and heart was hardened.) and then ... old leader, Pharaoh agreed to let your herds, asye have said, and frogs. The Pharaoh agreed to let the Hebrews go into the wilder- be gone; and bless me also. the children of Israel go into the ness to sacrifice to their God, but 33 And the Egyptians were ur- wilderness to serve God "if only also put restrictions on the change; gent upon the p eo le that they the frogs would depart from thee." or when the urgency was removed might send him out of the land Yet, "when the Pharaoh saw that (i.e. Moses asked God to kill the in haste; for they said, Webeall there was respite, he hardened his frogs) the Pharaoh changed his dead men. heart and hardened not until them mind and returned to the old way. (Exodus,12) (he changed his mind).." Why did God continue to harden The other signs were: the heart of the Pharaoh? The He- The children of Israel fled into the wilderness. And God led them... "a brews could not stay tethered to illar of cloud b da a illar of ... lice Egypt or be dependent on the fire by night, from before the peo- Yet, the Pharaoh's heart was hard- Pharaoh, who saw them as slaves. ple „ ened. They could not become free men • and women and remain in Egypt. ... and swarms of flies The Hebrews would have to make Leadership Lesson 6 ... and the death of the cattle "the journey of transformation," to wander through the wilderness for ... and boils decades, before they would have The leader, Pharaoh, waited for a the souls of freedom and reside in catastrophic event to provoke sig- ... and hail (and fire) nificant change. (Really good the promised land. leadershi should anticipate the ... and locusts p p Calling Upon the Angel of event and initiate change before ... and darkness Death: Creating a Real the disaster strikes.) Pharaoh had Yet, the Pharaoh's heart was hard- Sense of Urgency significant warning (9 signs), but ened. waited for the "Angel of Death" to Moses, doing the work of the Lord, provoke /allow the Hebrews to brought the tenth and final plague leave. Egypt's next generation of Leadership Lesson 5 to Egypt by calling upon the Angel men were destroyed (all males, The leader must continue to chat- of Death. This created the ultimate man and beast), ency for change: lenge the old paradigm and to an- urg The "Angel of'Death" can destroy ticipate resistance. Old leaders, the 29 And it came to pass, that at the future of the workforce or even Pharaoh, often find it difficult to midnight the Lord smote all the of the company - - -do not wait too see beyond the old paradigm. In firstborn in the land of Egypt, long! the Pharaoh's paradigm the He- from the firstborn of Pharaoh brews are servants of the Pharaoh, that sat on his throne unto the The Parting of the Red not of God. firstborn ofthe captive that was in the dungeon; and all the Sea, or "You Cannot Go The leader must be able to provide firstborn of cattle .... [the He- Home Again'." • "signs" that the competition can brews were spared] not and do not do. As the Pharaoh's 30 And the Pharaoh rose up in Yet, God hardened the heart of the magicians and wizards also turned the night, and he and all his Pharaoh. K 1991, 1992. 1994 Center For Life Cycle Sciences 5 I , S And it was told the king of dren of Israel shall go on dry die in the old paradigm, a familiar • Egypt that the people fled, and ground through the midst ofthe world, than in the chaos or wilder - the heart o Pharaoh and o his sea. .f f ness between the old and the new. servants was turned against the ( Exodus 14 ) people, and they said, w'hy Leadership leads. Once the Jour- have we done this, that we have With a wall of water on either side, ney has begun (remember: this re- let Israel go from serving us? the Hebrews walked upon the dry quires urgency and vision), the river bed, through the Red Sea, to Lord provided guidance and direc- And, safety in the wilderness. With a lion ... "a pillar of cloud by day, a 8 And the Lord hardened the wave of Moses' rod, the waters of pillar of fire by night." heart of the Pharaoh King of the Red Sea came together again drownin the Pharaoh Egypt, and he pursued after the g , his ser- Moses uses his rod (the Power of children oflsrael went out with vants and chariots that followed God) to part the water, to part the a high hand the children of Israel into the wil- Red Sea. This is the first of many (Exodus,14) demess: ways that leadership "paves the way." The children, of Israel saw the 19 For the horse of the Phar- Egyptians marching toward them aoh went in with his chariots. The leader must destroy the old and they were afraid. and with his horsemen into the paradigm completely. Of course, sea, and the Lord brought the children of Israel took their They cried out unto the Lord (the again the waters of the sea knowledge of Egypt with them, first ofmany. many "complaints"), upon them; but the children of they built on the old paradigm. they told Moses that they should Israel went on dry land in the Yet, the drowning of the Pharaoh, have remained in Egypt! midst of the sea. was a powerful manifestation of 11 And they• said unto Moses. (Exodus,15) the death of the power of the old Because there were no graves paradigm. in Egypt, has thou taken its Leadership Lesson 7 Leadership bums its bridges back, awav to die in the wilderness? or to put it another way, insures the wherefore bast thou dealt thus Leadership that cannot let go is people will not be able to "step in with us, to earn usforth out o_f doomed. Even in the grip of the the same river twice." Bringing Egypt? "Angel of Death," in the agony of back the waters of the Red Sea not 12 Is not this the word that ire the death ofhis own and all Egypt's only destroyed the power of the did tell thee in Egypt, saying. first born sons, the Pharaoh could old 'paradigm, the Eg m, but also insured that alone, ?For it serve not let go. He could not break unless those Hebrews could walk the Egyptians? For it had been awa y from the old paradigm that betterfor us to serve the Egp- p g m on water, they would not return to tians, than that we should die in the children of Israel were to serve the old paradigm. the wilderness. Pharaoh, not God. In following the (Exodus,14) children of Israel into the wilder- They Murmured, and Mur- ness, the Pharaoh and his armies mured and Murmured The leader, Moses, quieted the were doomed. Egypt's leadership and ... people, admonished them to have was destroyed, faith and told them the Lord would Is it necessary to destroy the old lead the way. The Lord em ow- The children of Israel really did p not want to let go of the old para- Paradigm and bum your bridges. ered Moses to part the waters. You bet! The wilderness or desert digm either. Although they wanted 14 The Lord shallfrghtforyou, to be free, they too found it diffi- (What Tom Peters calls the and ye shall hold our eace. "chaos ") are difficult, frightening, Y Y i cult to let go. intimidatin 1 S And the Lord said onto g and harsh - - -hot by Moses, Ti'herefore criest thou At the first sign of difficulty with day, cold by night. To escape the unto Pie? speak into the chil- the Egyptians in hot pursuit, the difficulties of the desert, the old dren oflsrael, that theymavgo Hebrews began to complain, paradigm (no matter how bad it forward. "murmur," Biblical for "bitch." was - -- remember: the Hebrews • 16 But lift thou up MY rod, and The followers complained to the were slaves!) starts to look better stretch out irinc hand over the Lord and to Moses that they never and better. The old paradigm lives sea, and divide it, and the chil- should have left Egypt. Better to in their memory, is recreated in 6 c- 1991, 1992, 1994 Centcr For Lifc Cycle Sciences Y retrospect, and develops a "pull" brought us up out of Egypt, to by the sword, that our wives of its own. kill us and ourchildren and our and our children should be a cattle with thirst? prey? were it not better for us Did the children of Israel want to (Exodus,17) to return unto Egypt? go back? You bet! They murmured 4 And they said one to another, and wanted to go back to Egypt at Even after many years of "wander- Let us make a captain, and let every difficulty ... when they were ing, when almost upon their Vi- us return to Egypt. thirsty, when they were hungry, sion ( "the promised land "), the (Numbers,14) when they were tired of bread and children of Israel continued to wanted meat, when they were complain, to murmur, to "bitch." And the "leaders" under Moses frightened, when they were not rose up against him when the Vi- getting to their Vision fast enough, Close - to the promised land, the Sion once again appeared illusive. ve d Moses to send twe told they were almost there (to spies Lord tof search the land of lve 2 And they rose up before the promised land), and ten of the naan, which I give unto the chit- Moses, with certain ofthe chil- twelve scouts said that the prom- na very tribe of dren oflsrael, two hundred and n of Israel; iv e e ised land was full of giants and if their fathers shall a send ib o fry' princes of the assembly, they tried to enter, all of the chil- everyone a ruler among them" famous in the congregation, . dren of Israel would be killed. men of renown. 22 So Moses brought Israel When the spies returned, ten And, among the leaders of the children from the Red Sea, and they went of Israel, lost sight of the Vision, 13 It is a small thing that thou out into the wilderness of Shur, and gave a bad report: hast brought us up out ofa land and they went three days into that floweth with milk and the wilderness, and found no 32 And they brought up an evil honey. to kill us in the wilder - water report of the land which the11, ness, except thou make thyself 24 And the people murmured had searched unto the children altogether a prince over us? • against Moses, saying, What of Israel, sa} in The land 14 Moreover thou hast not shall we drink? through which we have gone to brought us into a land that (Exodus,15) search it; is a land that eateth floweth with milk and honey, or 2 And the whole congregation up the inhabitants thereof and given us inheritance of fields of the children of Israel mur- all the people that we saw in it and vineyards: wilt thou put out mured against Moses and are men ofa great stature. the eves of these men? we will Aaron in the wilderness: 33 And there we satin the giants, not come up. 3 A nd the children oflsrael said the sons of Anak, which came (Numbers, 16) unto them, Would to God we of the giants: and we were in had died by the hand of the our own sight as grasshoppers, Lord in the land of Egypt, when and so we were in their sight. Leadership Lesson 8 we sat by the flesh pots, and (Numbers,13) Leaders muss destroy the old para- when we did eat bread to the And how did the children of Israel digm. The urge to "go back" is full, for yea have brought its and to the negative forth into this wilderness, to kill re g ve P erce - P strong, a constant pull back to the this whole assembly with hun- lions of these ten "leaders "? You old safety, the old security, the sta- ger guessed it! They murmured ... big bility, the old assurances (even a (Exodus,16) time, and wanted to return to slave is fed, clothed and housed-- - 2 Wherefore the people did Egypt. "three hots and a flop "). ,chide with Moses, and said, 2 And all the children oflsrael The old paradigm still lives in the Give its water that we Wray murmured against Moses and minds of the people and' s continu- drink. And Moses said unto against Aaron; and the whole ally reconstructed. Note: in the fi- them, Why chide ye with me? congregation said unto there. nal analysis, the children of Israel Wherefore do ye tempt the Would God that tine had died in described Egypt as "the land of Lord? the land of E &nlu! or would 3 And the people thirsted there God tine had died in this wilder- milk and honey." i for tirater; and the people mur- ness.' Leaders must recognize that no in nued against Moses. and said. 3 And wherefore hash the Lord matter how well they lead (even H'herefore is this that thou halt brought its unto this land, to w "ith the guiding hand of God), 1. 199 1. 1091 1 994 Center For Life CN-cle Sciences 7 l people DO NOT LIKE CHANGE. heavy for thee; thou art not empowers carefully (not covet - The people do not like the chaos of able to perform it thyselfalone. ousness). change, the desert or wilderness, 19 Hearken now unto my voice, and they will complain constantly. I will give thee counsel, and Leaders must exist at every level, Godshall be with thee. Be thou over thousands, over hundreds, Leaders must anticipate insurrec- for the people to God - ward, over fifties, over tens. tion. There will be those who chal- that thou mayest bring the lenge, those who complain, those causes unto God: Don't Leave People in the who will organize to go back, and 21Moreoverthoushalrpmvide Wilderness, or The Story those with different Visions. Once out of all the.people able men, of the Golden Calf again, the power of the Vision is such as fear God, men of truth, reinforced ... knowing where you hating covetousness, andplace Moses ascended the mount to are going and constantly remind- such over them, to be rulers of "commune" with God, to receive ing the people of the Vision, will thousands, and rulers of hun- the law, a set of guiding principles dispel the nay - sayers, the com- dreds, rulers offtfties, rulers of (the Ten Commandments) and a plainers and those with alternative tens; strategy for the journey through Visions. 22 And let them judge the peo- the wilderness. As Moses left his ple at all seasons, and it shall people in the wilderness, they A Sanity Check for Moses be, that every great matter they quickly forgot the words of the shall bring unto thee, but every Lord and digressed into their old Jethro, Moses' father -in -law, small matter they shall judge; ways, they "corrupted them - joined Moses and the children of so that it be easier for thyself, selves." Israel in the wilderness. Jethro had and they shall bear the burden 1 And when the people smt that a keen eye and he noticed that with thee. Moses dclared to come down Moses had taken the full burden of 23 If thou shalt do this thing, out of the mount. the people leadership upon himself alone. and God command thee so, gathered themselves together • Jethro observed: than thou shalt be able to en- unto Aaron, and said unto hint, 13 And it came to pass on the dure, and all this people shall Up, make us gods, which shall morrow, that Moses sat to go to their place in peace. go before us: for as. for this judge the people; and the peo- 25 And Moses chose able men Moses. the man that brought us ple stood by Moses from the out ofalllsrael, and made them up out of the land of Egypt, we morning unto evening. heads over the people, rulers of wot not what is become of him. 14 And when ather-in- Moses' f thousands, rulers of hundreds, rulers of fifties, and rulers of 19 And it came to pass, as soon Ims saw all that he did to the as he came nigh unto the camp, people, he said, . 147tat is this tens. that he sm+ the calf, and the thing that thou doest to the peo- (Exodus, 18) dancing: and Moses' anger plc? why sittest thou thyself waxed hot. and he cast the fa- alone, and all the people stand Leadership Lesson 9 bles out ofhishands. and brake by thee front morning until eve- — them beneath the mount. ning? Even the best of leaders pen- 20 And he took the calf which 15Andkfoses said unto hisfa- odically needs a "sanity check" they had made, and burnt it in thee -in -law, Became the people from an external source. Even a the fire, and ground it to pow - come unto me to inquire about good leader can overburden him - der, and strmi -ed it upon the God self with the demands of leader- water, and made the children of 16 When they have a matter, ship and must pull away to Israel drink of it. they come unto rte; and 1 judge examine the situation. A true (Exodus, 32) between one and another, and 1 leader is more a teacher than a do make them know the statutes of God, and his laths. Judge. Leadership Lesson 10 17 And Moses' father- in -laiti To lead in times of transforma- said unto hirrr, The thing that tional change, the leader must em- Leadership must remain visible at thou docst is not good power others to join into the all times. Nk leadership leaves IBS 777ougill surch- wearairrr►: responsibilities of leadership. Yet, the people in the wildemess With- • both thou, and this people that as Jethro admonished Moses, the out direction, %vIthout a set ofguid- is t,•ith rice. for this thing is too leader must select those he /she ing principles, without "the law," C 1 QQ 1. 1 Qu2 1 QU4 Ccnter For Life C\ cle Sciences } and a strategy for the journey, they The murmuring of the Hebrews Leadership Lesson 11 will truly become lost. kept them wandering in the wil- When the people "corrupt them- demess. Their murmurings and The journey of transformation re- selves," the leader must intercede, their lack of faith in God and in quires faith, trust and optimism ... completely destroy the graven their leadership, kept all save two and the optimists savor the success idols (What are the graven idols or of the founding fathers, from en- of the new paradigm. golden calves worshipped in your tering the promised land: organization ?) and refocus the 26 And the Lora spake unto Opnnusts are those who are not Moses and unto Aaron, s yin g, Those who do not lose people on the purpose of the jour- g ' sight of the vision. ney --to attain the Vision, reach the 27 How long shall I bear with "Promised land." this evil congregation, which Optimists usually have to chal- murmur against me? 1 have lenge the majority and present Only the Optimists Enter heard the murmurings of the "unpopular" but accurate view the Promised Land children of Israel, which they points. murmur against me. Are the optimists rewarded for Of the "founding fathers," only 28 Say unto them, As truly as 1 their efforts? Yes and no. Caleb and Joshua entered the live, saith the Lord,, as ye have promised land. Along with them, spoken in mine ears, so willl do No, not by the people who wanted the children born in the desert - -the to you: to stone Joshua and Caleb, and next generation. Joshua and Caleb 29 Your carcases shall fall in would have if the Lord had not entered the promised land because this wilderness; and all that intervened. they were the only two optimists were numbered ofyou, accord- of the twelve spies that returned ing toyourwhole number, from Yes, by the Lord. Only the opti- mists from Canaan. Upon hearing the twenty years old an upward, promised land. were allowed to enter the negative reports of their fellow which have murmured against spies, Joshua, the son of Nun, and me, A lack of faith, disbelief and "mur- Caleb the son u of Jephunneh, rent 3 0 Doubtless ye shall not come munng are what kept the children their clothes." into the land, concerning of Israel wandering in the wilder- 7 And they spake unto all the which 1 sware to make you ness for forty years —not distance! company of the children of Is- dwell therein, save Caleb the It took forty years for the old gen- rael, saying, The land, which son ofJephunneh, and Joshua eration to die, the generation with we passed through to search it, the son of Nun. souls of slaves. It took forty years is an exceeding good land. 31 But your little ones, which 81f the Lord delight in us, then ye said should be a prey, them for the new generation to develop, he will bring us into this land, will I bring them in, and they the generation with the souls of and give it us; a land which shall know the land which ye free men and women. floweth with milk and honey. have despised. Succession, or Constancy 9 Only rebel not ye against the 32 But as for you, your car- of Leadership Lord neitherfearye the people cases, they shall fall in this wil- of the land; for they are bread demess. Moses knew he would not live for us: their defence is departed 33 And your children shall long enough to enter the promised from them, and the Lord is with wander in the wilderness forty land, and asked God for his re- us: fear them not. years and bear you whore- placement. (Numbers, 14) doms, until your carcases be 15 And Moses spake unto the And what is the response of the wasted in the wilderness. Lout saying, group to the optimists? 34 After the number of the days 16 Let the Lord, the God of the 10 But all of the congregation in which ye searched the land, spirits of all flesh, set a man bade stone them with stones. even forty days, each day for a over the congregation, And the glory of the Lord ap- year shall ye bear your iniqui- 17 Which may go out before peared in the tabernacle of the ties, even forty years, and ye them, and which may go in be- congregation before all the shall know my breach ofprom- fore them, and which may lead children of Israel. ise. them out, and which may bring (Numbers, 14) (Numbers, 14) them in; that the congregation C> 1991, 1992, 1994 Center For Life Cycle Sciences 9 of the Lord be not as sheep In this final lesson, the leadership But, take heart. Ifyou are currently which have no shepherd that leads in times of transforma- leading an organization in trans - 18 And the Lord said unto lion is different from the leader- formation or are one of the senior Moses, Take thee Joshua the ship for the new paradigm. people in your organization (who son of Nun, a man in whom is will not see the promised land), the spirit, and lay thine hand The Leadership Lesson of you have a unique opportunity to upon him; All Leadership Lessons- provide some necessary and valu- 19 And set him before Eleazar The Mother of Leadershi p able gifts for the 21st century. the priest, and before all the America is at a sacred moment for congregation; and give them a Change is never easy! Transfor- transformation. You can, you must charge in their sight. mational change is the most diffi- provide great leadership. Your 20 And thou shalt put some of cult! Great changes require tasks are: thine honour upon him, that all (demand) great leadership. Great the congregation of the chil- leaders know the skills of great - Challenge the old paradigm dren oflsrael may be obedient. leadershi 21 And he shall stand before •Provide guidance in the Eleazar the priest, who shall . Use our intuitions chaos of change Y ask counsel for him after the •Put two people in our lace judgment of Urim before the - Hire the right consultant P P Y P Lord. at his word shall they go • Anticipate change who are better than you, two out, and at his word they shall born in the wilderness, who come in, both he, and all the - Create the urgency for change will enter the promised land - Americas next children of Israel with him, Create an inspired and tnspir- for America even all the congregation. ing Vision generation 22 And Moses did as the Lord • Destroy the old paradigm Acknowledgements commanded him: and he took • Pro l Prohibit a return to e ol d Joshua, and set him before For the provocation to write this • Eleazar the priest, and before paradigm r � newsletter, I am especially in- all the congr Recognize that the people debted to Robert Cahill, Federal 23 And he laid his hands upon will "murmur" (complain) him, and gavehimacharge,as "graven Quality Institute. My friend the Lord commanded charge, the • Destroy the graven idols Robert was the first person, who, hand of Moses. b •Provide guidance in the wil- upon hearing Moses according to (Numbers, 27) derness -- Vision, guiding Sheinberg" (Rob heard it numer- principles, "the law," goals, ous times in my presentations for measures the EPA) actually wrote out a first Leadership Lesson 12 draft and mailed it to me. Thanks • Share the burden of leader- Rob! Good leadership recognizes the ship importance of constancy of leader- . Find and encourage optimists Quotations from: ship (one of Dr. Deming's major concerns). • Create and implement a suc- "The Old Testament of the cession plan Holy Bible" Good leadership bridges his/her leadership with an effective suc - The most difficult leadership les- The King James or cession strategy, picking a sticces- son to assimilate is that the leaders Authorized Version sor early enough in the process to for the transformation are i�t usu- published by, Concordia Publish - ass the mantle over time and for ally the leaders, or even the people P of the new paradigm. The real rea- Ong House, St. Louis, Missouri leader to glue the successor the eade son for this difference is both time the charge' in the sight of the The National Bible Press, Phila- followers. (change takes time) and skills. The delphia skills for leadership during trans - It is often the new leader, anointed formation are different than the This newsletter was written by: • in the wildemess at leads the t r i in the th skil q red for lead g people into the new paradigm. new form. Dr. Sheila Sheinberg 10 C 1991, 1992. 1994 Center For Life Cvcle Sciences 1 Notes about the author: Dr. Sheila Sheinberg has based the Sheila, as a public speaker, has Dr. Sheinberg is a recognized ex- content of this newsletter, and that brought her experience, challeng- pert on organizational change, vi- of "The Leadership Imperative" - ing and motivational style to or- sionary leadership, profound Part I &11,1994 from her "lessons ganizations and associations as knowledge as it applies to total learned" in her extensive consult- diverse as Target Stores, Inc. to the quality management, and the man- ing practice. The writings have U.S. Fish & Wild Life Service. agement of diversity. also been supplemented from From the U.S. Air Force to the Sheila's extensive reading, from National Food Brokers Associa- To assist organizations understand all arenas, of current literature. In non, and from the concrete indus- leaderships new role for the man- addition to her role as a consultant try to farm banking. As a speaker agement of change Dr. Sheinberg Sheila is rated one of the best key- Sheila provokes, challenges and has created a new two day work- note speakers and presenters in motivates her audience. shop entitled - TRANSFORUM. America today. (This based upon What have these diverse organiza- TransForum has been designed her audience rating compared lions in common? They are all try- to bring a new focus into change against other program presenters.) ing to manage the change process. management! A New Workshop - TransForum for 1994 • This innovative two day learning now? for the - } g o .What does it mean ❑The way we can be The fu - workshop program is designed to business? How do you manage for ture paradigm prepare the organization's leader- Breakpoint ?: ❑ Bridging the chaos - Strate- ship, and management staff, for ies for transformation the 21st century. The program's °anticipate breakpoint g content is about the CHANGE o exploit breakpoint Leadership and Transforma- process everyone is talking about o create breakpoint lion: - Transformation! o Transformation is 85% Streamlining, Re- engineering, Leadership! The workshop hss been created to Reinvention, Transformation - provide a 2 -day learning opportu- What does it all mean, anyway? ❑ Transformation - A per - ni to teach our executives, i sonal commitment ty y your managers, your front -line employ- Transformation - A model for The Whole Picture - Putting the ees the skills for managing trans- managing breakpoint change pieces of the puzzle together: formational change. The Elements for Mastering ❑ TQM Diversity JIT Re- Already, executives from govem- Breakpoint Change: engineering *Core Compe- ment, the utility industry, the con- ❑ Creativity tencies *The Learning crete industry, the telecom- Organization *Reinvention munication industry, education, ❑ Connectivity Change Management, and and health care reform have bene- ❑ Future Pull (Vision) *Transformational Leader - fited from these workshops. • Applying the Principles of ship Workshop Content Transformation: A Model for Transformation: Transformational Change - a ❑ Provocation for ch,_ e ❑ The power of vision change in kind not degree. ''hat is ❑ The way we are - Our cur- ❑ Vision as a powerful tool BREAKPOINT? Why? WhY rent paradigm for the transformation 1991. 1991 1994 Center For Life Cycle Sciences 1 1 ❑ Creating and leading with The Adhocracy: A "Design" for Transformation: vision ❑ Designing the organization ❑ Culture Organizational Identity: of the 21st century ❑ The management of mean- • The target of transformation ❑ Connected, responsive, crea- ing - A new organizational iden- tive, flexible, fast ❑ System of action tity Strategy: Fifteen New Actions For An Or- ❑ The new system configura- ganization Turned Upside Down tion ❑ Intuitive strategy • Structure ❑ Stretch goals Client comments about this new workshop are overwhelmingly enthusiastic. Also, a one day seminar can be customized from a selected part of this workshop. For more information about Dr. Sheila Sheinberg's seminars and workshops call or write today: • Center For Life Cycle Sciences 3311 Bethel Road, SE, 04A -257 Port Orchard, NVA 98366 Tel# (206) 876 2399 FAX# (206) 876 2499 Please make note of the address change, effective immediately Annual Subscription Rate 579.00 y "Embracing the Challenge of Change" (general session) • Reprinted with permission Friday, June 16 -- 9:30 a. from: Lake Superiod Ballroom Center for Life Cycle (Sheila Sheinberg) Sciences, Port Orchard, Washington (360/876 -2399) For Lif e Cycle Sciences Center Vol "7 October 1992 #3 From Bureaucracy To Adhocracy: Creating New Organizational Life Lines For The 21st Century - Part V "Change is great ... for those who are prepared for it!" Louis Pasteur Rule 15: Lovers of Change Win! • "Unprecedented social, politi- rule that makes the first fourteen change! I highly recommend it. It cal and technological changes rules possible and the ADHOC- is published by Harper Business, have occurred during this cen- RACY a reality! In today's world, 1992, ISBN 0- 88730 - 547 -4.) To- tury. More profound changes change is the name of the game. day's change is not just: lie ahead To make the deci- sions that will be required, we Understanding, implementing must understand the nature of and teaching Rule 15 are "neces- 'more rapid change itself-its causes and ef- sary to make" the changes which " more complex fects -its dangers and possiblli- will be required to create the AD- ties. " HOCRACY. Further, it will re- - more turbulent The Smithsonian Institute quire an understanding of the . more unpredictable The Phenomenon of Chime nature of change itself - its causes The ability to master the challenge and consequences - its dangers and If today's change isn't just more of change is the key survival skill Possibilities. 'Ib achieve this end, rapid, complex, turbulent or un- for global, social and organiza- this fifth newsletter in the AD- predictable, what then is today's HOCRACY series examines the tional success in the 21st century. change? Today's change is radical. And, that's the bottom line! nature of change, its causes and Today's change is revolutionary. consequences, its dangers and Tay's change is a break with the The successful manager will be possibilities. the manager who can manage the past. 'Today , s change is not linear elements of surprise. The success- and additive, adaptive or even an ful leader will be the leader who extension or elaboration of the can lead during a period of unpre- Change Just Ain't past. 'Today's change is "transfor- dictable, discontinuous change. What It Used To Be! mational." Peter Drucker calls to- The successful organization will day's change as "the age of • be the organization that can sur- The nature of change itself has discontinuity." Charles Handy de- vive and thrive in the chaos of changed, says George Land and scribes the 1990's "the age of un- change. Beth Jarman in Breakpint and reason." George Land and Beth Rule 15: "Lovers of Change Win" Beyond Mastering the Future To- Jarman use the emotive term is the integrative principle, the day. (This is a wonderful book on "BREAKPOINT." "Breakpoint change abruptly ening to the crisis, followed by and additive fashion, but also by y � and powerfully breaks the criti- action, management's job. breaks with the past, through "sci- cal links that connect anyone or anything with the past... �* (1986 :I8] entific revolutions." The word have run into change so dyer- Under the heading "Condensation "structure" implies there is "or- entfvm anything preceding it of the 14 Points for Management," der," even to revolutionary that it totally demolishes nor- Dr. Deming describes the "origin change. mal standards. It has swept us of the 14 points:" The first order of the order inher- into a massive transformation "Ae 14 Points are the basisfor ent in paradigm change is the para- that will completely reorder all the transformation ofAmerican digm itself. The paradigm creates we know about living in this industry. -It will not suffice order. The Greek word ara- world. It demands totally new merely to solve problems, big " p rules for success. " and little. Adoption and action digm means pattern. In The 11992: 051 on the 14 points are a signal Structure of Scientific Revolu- that the management intends to ti=, Thomas Kuhn defines this stay in business and aim to Transformation The protect investors and jobs. " Creation Of A New [1986:23] The Structure of Reality Dr. Deming's "14 Points" are de- Scientific f i n e d as "Fourteen Principles For R e v o l u t i o n s I believe we have entered "the age the Transformation of American Manag ement. „ of transformation." Transforma- tion brings about a new reality and Transformation is Deming term, P A R A D I G M with this new reality, new forms. and transformation is my term. We I am not alone in speaking of begin by understanding that trans - m o d e I • transformation. It is the concept formational change is unlike any w o r l d v i e w articulated by Dr. Deming in all of change encountered by our gen- his work. He describes his aim as eration. Transformational change p a tter n s "the transformation of American will bring about a new reality - a s to ry w " ( management.' ( ) g nt. From reality that we must create - NOW! the preface of Out of the Crisis_ Transformational change requires a s su mp tio n s The Aim of this book is trans- a paradigm shift, a change in formation of the style of Amen - thought, a change in form, a can management. Trans- change in actions. Figure 1 formation of American style of word in the sense that I will use it Management is not a job of here, as "a constellation of con - reconstruction nor is it revi- ASsuptions Create cepts, values, perceptions and sion. It requires a whole new Reality practices shared by a community structure, from foundation up- which forms a particular vision of ward [1986: IX] The remainder of this section is on reality that is the basis of the way the nature of transformational a community organizes itself." In Out of t he risis Dr. Deming change - its causes and its conse- Charles Garfield says a "para- describes the purpose of chapter quences. To begin our analysis of digm" is "a story, or a set of 2: transformational change, we turn stories, that we invent to make Nisterrt style of management to the work of a physicist turned sense of the world around us." must change to halt the decline philosopher, Thomas Kuhn. These "stories" provide us with a of *stern industry and to turn Thomas S. Kuhn introduced us to framework by which we create or- it upward. The purpose of this paradigms and paradigm shifts in der out of chaos, a practical road - chapter and of the next one is his seminar work, The St ructur- map for making our way in the • to explain the elements of the of Scientific Revolu (1962, wo rld." (See fig. 1) transformation that must take 1970). The title alone tells us that place. There must be an awak- science grows not only in a linear [1992: 09] 2 ' Center For Life Cycle Sciences, 1992 Paradigms are created out of as- within the framework of the para- even an American company any - sumptions - assumptions about the digm. Any idea, any behavior that more.) The paradigm paradox ex- world, assumptions about man- does not fit the paradigm is ig- plains the complacency and kind, assumptions about work, as- nored or perceived as a threat. stagnation of hither -to -fore suc- sumptions about ourselves. cessful organizations. When the paradigm is challenged, Assumptions are not right or order is threatened ... chaos is a wrong, true or false, or even em- possibility. The first response to a A Paradigm Shift Is pirically verifiable. Assumptions paradigm threat is the psychologi- simply are! We accept these as- cal imperative to re- establish or- The Hardest Thing sumptions as truth. We build our der, to sustain what is, what has you Can Ask Anyone lives, organizations, disciplines worked in the past. When faced and world around these assump- with a paradigm threat, paradigm To Do tions. Assumptions are thus true supporters draw their psychic wag - in their consequences. ons to a circle to protect and de- The paradigms of business, gov fend the order of their universe. ernment and education have been m the realms of business, govern- Paradigm supporters become successful for decades, The chal- ent, education, health and in paradigm protectors. Sometimes, lenges of global competition, tech - every organization, the assume- these paradigm protectors go so nology, diversity and demography tions that we hold to be "true" far as to kill the messenger - they are challenges that cannot be ad- about the world and its workings poisoned Socrates, they impris- dressed within our prevailing dictate which ethical standards we oned Galileo, and even Christ was paradigms. There are what Kuhn's accept, how we structure the or- not rewarded for his efforts! termed "anomalies." Anomalies ganization, the distribution of are events, patterns, problems, ac- power, our conduct as managers "A new scientific truth tivities, thoughts, opportunities and employers, which people we does not triumph by that "don't fit," that cannot be promote, how much of our re- convincing its addressed or solved by working • sources are devoted to training, opponents and making Within the existing paradigms. how we treat employees, how we e them see the light, but These anomalies and their under - treat customers, and how we are g mining of the previously success - involved in the community that rather because its ful organizational paradigm for houses our organizations. opponents eventually business and government are The Power of Paradigm die, and a new manifest in the continuing break - and the "Paradigm generation grows up down of the bureaucracy. (See Fib Paradox" that is familiar with ure 2, page 4) it." - Planck, 1949 Unprecedented losses (GM, IBM, Although a paradigm rarely in- HP), shrinking budgets (espe- trudes upon conscious thought, What is most ironic is that the cially in government), increasing paradigms are very powerful. more successful a paradigm has been, the more resistent it is to sexual harassment lawsuits, an in- real, gives order, predictability challenge and change. This is the One's paradigm makes reality creasingly diverse workforce, budget deficits, a stubborn workforce, and stability to all activities, gives paradigm paradox. The most g successful organizations are usu- sion, increasing white - collar un- meaning and identity to ones ac- employment, cannot help but get tions. ally the slowest to change and the most likely to be broadsided by the the attention of America's corpo- Once a paradigm is created and future. Remington -Rand, father of rate leaders and government pro - achieves a certain degree of suc- the Univac 1108, was a company fessionals. What is their response? cess, the aradi m takes on a life that " Protect and defend the existing P g grabbed failure from the sure i" of its own. Paradigm supporters jaws of success." Sylvania, the paradigm. define reality within the confines most successful manufacturor of They protect the prevailing para- of the paradigm. Neophytes are vacuum tubes in the world, could digm by trying to "ft it." They • socialized into the paradigm. not make the transition to transis- modify, adjust, adapt, expand, Problems worthy of attention as tors and today, Sylvania is mainly downsize, rightsize, reorganize, or well as solutions are identified known for light bulbs (and isn't look for the "silver bullet" that I Center For Life Cycle Sciences, 1992 3 will fix the problems while having a death grip on the management methods and organizational struc- • tures of the bureaucracy para- digm. Breakdown of the Bureaucracy Says Richard Pascale of the Stan- ford Graduate School of Business. (anomalies) ( anomalies ) Increasin g lobal B u to a u e ra c r Explosion of "7he t ro u b l e i s , 9 9 percent o f P e ra d iu m information managerial attention competition $ today 1S "getting organized" 04 devoted to the techniques that "b eing rationa squeeze more out of t heezistin $ The frightening "achieving efficiency" Quantum leaps in pamdigm -and it's killing us. rapid pace of change standardized and technolo T o o l s , t e c h n i q u e s , and " h o w - t o _� s p e c i a l i z e d work �' recipes won't do the job with- formalized procedures out a h i g h e r o r d e r ... concept Growing close c o n t r o l th ru ' The demographic instability regulations of management. " & unpredictability rules & re g transformation of form of p l a n n i n g the workforce The "fix it" approach allows our m a n a g e m ant c o n t r o l s organizational leaders and our or- ganizations to keep the prevailing Figure 2 paradigm intact. Yes, they are willing to change, but only if things stay the same. The kind of changes we engaged in during the 1980's are Iinear and additive in a global economy. These initia- tional environment that keeps the change - a modification, an adap- tives are stop gap measures, not a bureaucratic paradigm intact. Just • tion, an adjustment to what we comprehensive, integrative re- a few examples: know, what we understand, our sponse to transformational source of power and identity. change. • employee participation If today's change is radical, revo- By and large, these attempts at programs are thwarted by lutionary, breakpoint, transforma- change represented not a paradigm rigid hierarchies and tional, than linear and additive shift (unless you embraced all of threatened managers change will fail. Have we failed? Dr. Deming's Fourteen Pbints for accustomed to command and You tell me! Look at our 1980's the Transformation of American control "sotutions:" Management), not a fundamen- quality improvement tally changed view of the world campaigns are undermined • massive cost cutting as the and the organization, not an effec- by conflicting emphasis on prescribed palliative tive response to transformational short -term deadlines and change. These . e ahem g is at change P g quality as the Holy Grail are a revival of tired, outmoded maxtmizing profits • strategic planning, "the strategies or the application of new • . campaigns to "achieve solution" for a while strategies in an unchanged envi- excellence" fell flat in ronment that rendered them inef- organizations whose • customer service, the fective (at best) and disruptive and workforces have been recommended cure destructive (at worst). systematically demoralized These piecemeal, disjointed, For the most part, none of these by failed management sometimes confusing and com- "remedies" are wrong headed. Promises, massive layoffs petitive "silver bullets" failed to Yet, none of these remedies are the and generally poor treatment spark a management revolution or "silver bullet" for thriving in a These attempts at change, are de- • -2ven provide temporary solutions, hostile world of continuous fensive protective changes. They and they certainly did not make us change. None of these "remedies" are inadequate responses to trans - more competitive or cost effective will work for long in an organiza- formational change. These are 4 ® Center For Life Cycle Sciences, 1992 predictable reactions to "fix it." success" in the hierarchical, bu- ing money. (GM is a The initiatives, programs, strate- reaucratic paradigm are designed nice example here) • gies for organizations in the for control, not change. For exam- Rule 7• "It just doesn't fit." 1980's were desperate endeavors pie: All information is to "stave off change." TenOld Roles for screened through the To stave off change will not take prevailing paradigm, Success that Prohibit America's organizations, or Paradigm Shift and if it doesn't fit, America, into the 21st century. get rid of it. S Charles Garfield in Second Rule 1: "Don't rock the boat!" Sa 8: "No surprises!" to None* How America's Smart Stability and predict - Companies Put R 1 Firs , ability are valued The bureaucracy "What we need is not a resur- above all else. mands control above all else. Remember rection of tried but no longer Rule 2: "Only what counts the boss that said "I true strategies, or even the sin- counts!" don't want any sur- cere application of new strate- gies within old structures and The bottom line prises . cultures. What we need is an counts, hours worked Rule 9: "I win! You lose!" entirely new context for doing counts, stockholders Competition, even business, a more powerful ap- share value counts. propriare story to guide us into We are not interested conflict over limited "soft is fostered the next millennium. " . in the soft stuff" like inside the organiza- [1992: 121 empowerment, or re- tion - particularly be- lationship, or joy in We need a paradigm shift! A new work tween functional and reality, a new world -view, a new across functional ar- story for successful organizations Rule 3: "... of Course that's eas. • for the 21st century. We need the the way it is!" Rule 10• "What's your price ?" ADHOCRACY. Old assumptions go unquestioned. We Awarding vendor have always done it contracts on price Why Is It so Hard To that way. Why would alone. Change? we want to change it? Grow or Die: Which Rule 4: "The past determines Will It Be? The handwriting is on the wall, the the future!* , old tried and true paradigm isn't Why we can't change Americas organizations must working ... so why won't we anything, look at our either grow and transform them - change it? Because a paradigm embedded invest- selves for a new reality or cease to shift is hard, very hard. To make ments, we have to be competitive and successful in a a paradigm shift, one must let build on what we radically changed environment. go" of the safety, security, predict- have. Will we grow or die? There is no ability and recognition of the old other choice. We will not be able paradigm. And, for what? Rule 5: "It isn't my fault!" to stay as we are. CHAOS! Chaos is that "space" No one is responsi- between what is and what can be, ble. It is always some- Death - No New that "nothingness" where there are one else's Paradigm no answers, only rial an error, d responsibility, some - y Those organizations that must die experimentation, exploration, and one else's fault. to be reborn are choosing one of often confusion and alienation. Rule 6• "The bottom line is it!" three methods of destruction - And if chaos wasn't enough, much We are here to make death by refusing the call, death by • of what the old paradigm is about money and for no reforming, death by reverting. Le' is not changing. Think of your other reason - so all us examine each of these methods own organization. The "rules for we care about is mak- of self- destruction. m Center For Life Cycle Sciences, 1992 5 Refusing the Call tempts at transformation, far more paradigms; wanting to implement were initiated to regain control the new while still clinging fear- Death by refusing the call is char- over the organization, to perpetu- fully to the old. Once the organi- acterized by those individuals and ate and protect the prevailing para- zation is able to realign around a those organizations that simply re- digm new paradigm, a new reality - the fuse to acknowledge the need for ADHOCRACY, the process of transformation - denial. Denial Organizations that pursue reform - wears many hats - "too big to fail," ing change in a transformational transformation can begin in ear - "if it ain't broke, don't fix it," world are not only unsuccessful in nest. "nothing like that can ever happen their efforts, they are also "crazy - to us." makers." Crazymakers promise Reverting significant, even revolutionary These organizations are like the change while everything stays the In my work (remember, I only parable of the boiled frog. If the same. Crazymakers create contra - work with organizations where the frog is put in cold water, it will not dictory demands, a conflict of val- leadership is truly committed to move out. If that water is heated ues, impossible expectations. transformational change), my up slowly and gradually, it eventu -- Telling people to innovate while most difficult challenge is revert - ally will let itself be boiled alive. punishing them for taking risks is ing. Reverters recognize the ur- It remains too comfortable with a crazymaker. Stressing the im- gency for change and begin the continuity to realize that continu- portance of cooperation while re- transformation only to revert back ous change at some point may warding employees for competing to the old paradigm during a pe- become intolerable. Continuous with one another is a crazymaker. riod of crisis, or when the crisis is change becomes transformational Promoting the concept of "invest- over, or because transformation change and demands a significant ing in people" while cutting the takes too long, or is more difficult change in behavior. Or you will training budget is a crazymaker. than anticipated. be, as the frog, boiled alive. Preaching partnership while awarding bonuses only to execu- Many times the reverting leaders • Reforming tives is a crazymaker. are frightened back by the uncer- tainty and chaos, the resistance to Many of the organizations that "Great economic and change, a longing to regain con - have become uncomfortable social forces flow with trol. Even in the face of apparent enough to heed the clarion call for success, they fall back upon the a tidal sweep over p change, confuse transformation p with reform. They attempt to ap- communities that are old paradigm when the going gets ply new reality techniques within only - reinstituting command - y half COriSC1ouS Of and - control strategies, reimposing fundamentally unchanged organi- that which is befalling rigid hierarchies undermining zations. them." - John, democratic processes, and restor -- There is an important distinction Viscount Marley, Life ing a tough- minded, simplistic, between transformation and re of Richard Cobden either -or approach to managing. form. Reform is an attempt to pre- Like the parent who expresses love serve the old form; transformation for a child while clearly demon- Reverting r eminds me of the involves developing and discover- strating resentment, the organiza- Moses Story. As Moses and Aaron ing new forms - new realities. tion that conveys such mixed led the Hebrews into the "wilder - messages leaves employees bewil- ness or desert (biblical terms The 1980's were filled with exam- dered and frustrated. Transforrna- for chaos), they were frightened, ples of reform. Organizations pur- tern is not possible i angry, resistent to change. Their n an sued quality, automated the first response was a desire to go factory, installed just -in -time in- organization that conveys mixed back. No matter how bad it was in ventory systems, streamlined bu- messages. Egypt, gyp , at least it was the known, reaucracy, laid off workers - and The presence of "crazymakers" is the familiar, the predictable. in many cases failed to generate a sign of attempted reform. Fre- Throughout the journey to the • significant improvements by doing quently I see "crazymaking" as promised land, the Hebrews so. While many of these strategies the expression of an organization "murmured" (biblical for bitched) represented sincere, if partial, at- in transition, caught between two and wanted to return. 6 0 Center For Life Cycle Sciences, 1992 The leadership (God, in this case) able, barriers to success.... conditions? One molecule of closed off the way back and at the For those who insist on clinging water. That is a whole new form, same time destroyed the old para- to traditional ways of looking anew reality. The kicker is "under digm. By bringing back the waters at the world, change will con- appropriate conditions." What are of the Red Sea, God drowned the tinue to come so fast and in the appropriate conditions? If I Pharaoh and his warriors, and in- such unexpected forms that the simply combine the elements in sured, unless those Hebrews could future will no longer be a de- appropriate quantities, I will have walk on water, they could not re- sirable place. " Egypt! no change, no water. I must chal- turn to E [1992: 05, 071 no the basic integrity of the old t. structure. I must provide some For the complete "Moses Story," Growth, Change and provocation, some catalyst for call the Center For Life Cycle Transformation change. Pressure, heat, or a spark, Sciences at (713) 666 -5330 and Transformation is not about con- will challenge the existing struc- request our Special Christmas tinuing what is, it is about creating rare. But, still, before I have water,. Edition (1991) entitled "Leader - whole new forms, whole new re- I must content with a small explo- ship Lessons on Transformation alities. A simple distinction be- sion. What a nice illustration of Learned from ... One of the Great- tween linear and additive change the "chaos" of change. est Stories Ever Told." This news- letter contains twelve leadership lessons learned from the Fig Transformation Books of Moses Reverting isn't always terminal. In anomaLes some instances, reverting is part of anomalires the negotiation of transformation. anomalies The journey to the new paradigm Old New • is never linear. Often it is a process Paradigm Paradigm of venturing out, pulling back, two anomalies steps forward, one step back, a f C H 0 S leap forward, an inching back. Learning takes place in this for - an=7"7 es ward/back movement, with peri- B U R E A U C R A C Y A D H O C R A C Y ods of the familiar and periods of Bridge o f advancement and exploration. Re- Tran o s itio n verting is not always terminal, but in many instances it is. 10 �� Whether a refuser /denier, a re- Figure 3 former or reverter, all of these forms of resistance refuse to let go of the old paradigm. These are and transformational change: If I This illustration of the transforma- prisoners of the past. They use the take a cup of water and a second tion of two parts hydrogen and one old paradigm "like the stern light cup of water and combine the two part oxygen into water is a perfect of a ship which illuminates only cups, I will have two cups of water representation for any transforma- the tract it has passed." Refusing - more of what I started with. If I tional change. (See Figure 3) to recognize the reality of break- remove a cup of water, I will have The "anomalies" that challenge languish ne cup of water, less than what I p oint change, they g uish in the started with This is linear and the old paradigm are provocations . past, slowly dying. In the words of for change. Each anomaly repre- Land and Jarman, additive change. sents not a threat, but an opportu- "At Breakpoint, the rule Now from eigth grade chemistry nity for creativity, inventiveness change is so sharp that con- an illustration of transformational and innovation. If the anomalies • tinuing to use the old rules not change. If I combine two parts of are real, they are the challenges only doesn't work, it erects hydrogen and one part oxygen, that must be mastered for success great, sometimes insurmount- what will I get under appropriate in the 21st century. Anomalies m Center For Life Cycle Sciences, 1992 Bureaucracy Paradigm ADHOCRACY Paradigm • Organized by managers, hierarchical, • Involved leaders, self - organizing around rank and file, staff and line, with strategic vision, with guiding principles span-of - control and organizational strategy • Amorphous structures, real -time • Rigid structure, vertical communication - everyone has a communications -based upon need -to -know "need -to -know" • Authoritarian-power exercised through • Equalitarian - empowered and chain of command responsible, lead by example • Controlling - order is accomplished • Facilitative - order accomplished through through formal rules, roles and coordination accomplished mutual procedures learning, purpose, Vision, guiding principles, strategy and desired culture • Collaborative, relationship- focused, • Competitive - internally and externally goal -oriented, caring • Process structured for effectiveness • Functionally structured for efficiency • Emphasis on power and authority • Emphasis on information, • communication and performance • Communication is open and • Communication is one way -top to bottom multi- directional • Focus on opportunities, challenges and • Focus on roblem solving preventive measures P g - continual fire- fighting • Mangers and all employees embrace change, accept both ambiguity and • Low tolerance for ambiguity uncertainty • Organization is part of environment and responsible for second and third effects • Organization is detached from environment • Anticipates the future by forecasting • Anticipates the future by looking at the • Analysis of the future through study of past current discontinuities Figure 4 should provide the spark, the cata- the ADHOCRACY Newsletter izational form, a new reality, cre- lysts for transformational change. Series €{1-6. The ADHOCRACY ated to respond to the anomalies • is in many ways the antithesis of of increasing global competition, Our "vision" of the new paradigm the bureaucracy. The ADHOC- the frightening rapid pace of is the ADHOCRACY described in RACY is a completely new organ- change, growing instability and 8 m Center For Life Cycle Sciences, 1992 unpredictability, the explosion of status quo, without a perceived technology, quantum leaps in Bridging the Chaos need for change, there is no • technology and the demographic change. There must be a catalyst, imperative - the transformation of Riding the Torpedo of that spark, that energy that ignites America's workforce. The AD- Change the change process, that chal- HOCRACY is truly a paradigm lenges the existing paradigm. shift -a transformation. To bridge the chaos, you must harness the energy inherent in In the preface of Out of the Crisis Figure 4 compares and contrasts change and use this energy to cre- Dr. Deming describes the urgency the bureaucracy and ADHOC- ate the future. Harnessing this en- catalyzing the "transformation of er RACY paradigms. gY I visualize as riding the American management- torpedoes of change. The to tor torp rp The reader will sense the fa ct Between the old paradigm bu- image allows me to provide a vis- that not only is the style of reaucracy and the new paradigm ual image for bridging the chaos. American management unfitted ADHOCRACY is that small ex- (See Figure 5) for this economic age, but that plosion (well maybe not so small Although the torpedo model for many government regulations of an explosion) - that dreaded and the Justice Department's change appears linear, it is in re- CHAOS. The chaos is frightening, ality a system for change where all Antitrust Division are out of confusing, alienating and what components interact. For exam- step, propelling American in- dustry along the path of de- usually frightens us into reverting. pie, commitment must accompany cline, contrary to the The chaos is the unknown, the urgency for change, commitment ng of the American nothingness, the empty space be- creates the Vision community and well-being Without constancy of tween what was and what will be. commitment and hard work must purpose n business by rP ose to stay exist to bring e Vision strategy providing product and service g P gP Do not be frightened away by the to life. that have a market, there will chaos -the space between the old be further downturn and more • and the new is where real transfor- Urgency unemployment.... When we mation occurs. The true calling of size up the job ahead, it is leadership is to "bridge" the chaos With the system idea in mind, let obvious that a long thorny road and create a safe passage into the us begin with urgency. Urgency is lies ahead— decades. future. (See our Newsletter Series the first prerequisite for a para- [1986° xi] on Visionary Leadership.) The digm shift. Without a shared belief next section describes a simple in the utter imperative for change, Another outstanding example of strategy for bridging the chaos. without dissatisfaction with the creating •a sense of urgency for Age waves Choices Life styles o ent g Environment ment A Model for Change ` $$$$$$$ Urgency Vision Vision Leadership ilhocracy y Strategy Qdahty Skills Commitment Behavior -1992 Q Figure 5 Technology Balance of Trade Budget Deficit Customer Service m Center For Life Cycle Sciences, 1992 9 A change is Martin Luther King's "I in New York has nothing to vote change - survival. They recognize Have A Dram speech in Wash- for! the anomalies, see the dangers, ington, D.C. (1963). King did not ... No! R are not satisfied, understand that unless they • begin this famous speech with and we will not be satisfied change, they will cease to exist. "The Dream." He began by pro- until justice runs down like Yet, they have no idea what to voking negative images of the pre- water and righteousness like a change into! They only know what sent, images of discrimination, mighty stream. " they are, and what they have been, poverty, an "exile in his own (This final statement appears on but have no concept of the alterna- land," the "shameful conditions of the Martin Luther King monu- tives. Urgency for change without now" for the American Negro. A ment in Washington, D.C.) an alternative creates only fear, few of his now famous words: I have sparked the torpedo of consternation, increased frustra- N* have also come to this hol- change with a few of the provoca- tion, anger and finally, paralysis. lowed spot to remind America tions or analogies that I believe Along with the urgency for Of the fierce urgency of now every business, government change, the leader must communi- This is no time to take the lux- agency, educational institution and cate a "picture" of what the or- ury of cooling off or to take the health care provider is or will be ganization can change into - a tranquilizing drug of gradual- confronting in the 1990's. Make Vision. (If you or your organiza- ism. your own list. What are your tion is creating or leading with Now is the time to make real provocations? Do you need to re- Vision and you don't have our the promises of democracy! duce prices to be more competi- Visionary Leadership Newsletter Now is the time to raise from tive? Are you in an industry that Series, call (713) 666 -5330 imme- the dark and desolate valley of is changing ie. utilities, communi- diately.) segregation to the sunlit path of cations, healthcare, and so on? racial justice! Now is the time Are you facing reduced or dwin- A simple, direct and genuine "vi- to make justice a reality for all dling budgets and must do more sion" of the future captures peo- God's children! with less? Is your workforce be- ple's hearts and imaginations. The • It would be fatal for the nation coming increasingly diverse with Vision provides hope, the belief to overlook the urgency of the changing expectations? that there is a future and what moment. The sweltering sum- Land and Jarman call "future - mer of the Negro's legitimate " are living at a pull." A shared and compelling discontent will not P ass until tim �$ P P i e when one a is picture of the possible focuses the there s a invigorating altum of dying and the new age organization on the power of po- freedom and quality. is not yet born - tential and opportunities for the 1963 is not an end, but a be- Rollo AU future. Apowerful and compelling ginning. Those who hope that Vision moves individuals from the the Negro need to blow off The entire organization must share push and bondage of past patterns steam and will now be content this sense of urgency. The first to the pull of future possibilities. will have a rude awakening if response of the leader is to recog- The Vision is also about "connect - the nation returns to business nize the provocations for change ing' all parts of the organization as usual. and communicate in tucate the need for to an integrated whole every Th r e e will be neither rest nor change. The urgency for change part of the system can pull together tranquility in America until the provides the "push" from the past toward the common future. Deep Negro is granted his citizenship into the future. The anomalies are commitment to a great purpose rights. The whirlwinds of revolt truly opportunities to create what joins the organization and each will continue to shake thefoun- has never existed before. The individual' within it to the vitality dations until the bright day that leader as "creator" creates the ur- and energy of the natural pull of justice emerges. gency for change and the opportu- the future. Dr. King asks, "When will you be nity for transformation. satisfied ?" He responds: The two founders of Apple Com- No! Ne will not be satisfied as VIsion puter committed to a unique Vi • sion, "To change the world by long as the Negro in Missis- I enter many organizations that empowering individuals through sippi cannot vote and the Negro already have an urgency for personal computing technology." 10 ® Center For Life Cycle Sciences, 1992 They then used enormous energy interposition and nullification, The role of the leader now is to in sharing the vision of the future will be transformed into a situ- manage this creative - tension in throughout their organization, anion where little black boys service to the idealized future. The • with their customers, and within and black girls will be able -to leader "leads" in this space by their communities. Their Vision join hands with little white boys continually focusing on the Vi- became not only the driving force and white girls and walk to- sion, personalizing the Vision, of the organization, but the pri- gether as sisters and brothers. making the day to day decisions mary criterion by which to make I have a dream today. based on the Vision not on the decisions. Choices are made not I have a dream that one day past, and assuming that all people just "by the book" but by the Vi- every valley shall be exalted, have the opportunity to contribute sion. The pull of the future always every frill and mountain shall to the future. The leadership is takes precedence over the past. be made low, the rough places also responsible to insure the or- will be made plains, and the ganizatiQn does not go back to the Once he established the urgency crooked places will be made old paradigm, that they do not for change, Dr. King used the sec- straight, and the glory of the revert. "Creative tension" pro - ond half of his "I Have A dream" Lord shall be revealed, and all vides the opportunity for transfor- speech to describe "the dream," the,flesh shall see it together mation as well as the danger of the possible, a future different This is our hope. This is the retreat. from the past and present: faith with which 1 return to the South. With this faith we will Vision Strategy 1 say to you today, my be able to transform the jan- friends, that in spite of the dif- gling discords of our nation The "space" between the present faculties and frustrations of the into a beautiful symphony of and the future is like a void - an moment I still have a dream. It brotherhood. With thisfaith we emptiness. This emptiness is often is a dream deeply rooted in the will be able to work together, perceived as a danger - a venture American dream. to pray together, to struggle into the unknown, the unrest, the 1 have a dream that one day this together, to go to jail together, unfathomable. This emptiness is • nation will rise up and live out to stand up for freedom to- what Tom Peters called the the tnie meaning of its creed: gether, knowing that we will be "chaos," William Bridges de- "1* hold these truths to be free one day scribes it as the "neutral zone," self- evident; that all men are others have used the term "black created equal. " The push from the present, the hole," "nothingness," or "abyss." I have a dream that one day on urgency, and the pull of the future, the red hills of Georgia the sons the Vision, creates a "space" be- "Of all the creatures of former slaves and the sons tween what is and what can be. on earth, only human of former slave owners will be This "space," this openness is able to sit down together at the beings can change table of brotherhood where dreams are turned into re- their Patterns. Man 1 have a dream that one day ality - if you know how. alone is the architect of even the state of Mississippi, a This "space" creates a tension be- his destiny ... Human desert state sweltering with the tween the past and the future. On beings, by changing heat of injustice and oppres- one side is the "pull of the past, their inner attitudes of sion, will be transformed into the comfort of the old tried and an oasis offreedom and justice. used to be true paradigm. The their minds, Can I have a dream that my four th change the outer security of the familiar, a known little children will one day live aspects of their lives. }, - in a nation where they will not will continually try to pull you back -back to the old order (re- William James be judged by the color of their skin but by the content of their. member the "reverter "). The Vi- This emptiness can be intimidat- character. sion, with its power to write and ing at best and disastrous at worst. 1 have a dream today. create pictures of the idealized fu- There are no answers in this space 1 have a dream that one day the ture will pull the organization to - only questions. The old solu- state of Alabama, whose gover- ward the light. This provides what tions don't apply_ and the new nor's lips are presently drip- Peter Senge describes as a "crea- structure ie. the Vision or the AD- ping with the words on tive tension." HOCRACY doesn't exist. An i1- Center For Life Cycle Sciences, 1992 11 s lustration of what Peters calls the ties, and proceeds from the pre- 1992 issue describes a Vision CHAOS can be seen in the coun- sent to the future. Vision planning strategy for bridging the chaos tries of the former Soviet Union begins with the Vision and asks, from bureaucracy to ADHOC- and in Eastern Europe today - the "How do we make this Vision a RACY - don't miss it! Make sure fighting, the confusion, the bewil- reality?" The strategy is created you are a subscriber. derment of the people. from the idealized future back to t resen. Thriving in this chaos, no, surviv- the p Quality ing in this chaos is the next critical Your Vision strategy is like a One of the most powerful tools issue. Some organizations are " roadmap" from your present lo- frightened off by this unknown cation to your destination of available to any organization that entity and simply run back. The choice. It is incredibly ridiculous wants to bridge the chaos and suc- "yearn to return" stays with people to take a journey without at least a ceed in the transformation is Qual- for a long time. Remember, the destination (the Vision) and a ity with a big "Q." The rush to Hebrews "murmured" and wanted roadmap (the Vision strategy). Of "Quality" to America is sympto to return to Egypt throughout all course, if you don't know where matic of the need for change and of their journey through the de- you are going, any wind will get the search for the holy grail. sert, or wilderness. you there - maybe! Rarely do I find an*otganization with an enlightened understanding Leadership must bridge this chaos It is imperative that there be a of either the power of Quality for if the organization is to survive Vision strategy in place before the transformation or the effective and thrive in that space between leader. invites his/her people to utilization of Quality for change. yesterday and tomorrow. Bridging make the journey. Without such a Many organizations see Quality this space begins with creating an plan,'we disappoint and frustrate as: infrastructure - a clear, time- our people once again. Even if based, measurable blueprint to the they want to leave and we can paint - continuous improvement Vision. This infrastructure begins a picture of a better place, without • with the construction of the Vision a plan, our people have no idea of • customer satisfaction strategy. This strategy should "how" to get from here to there. It "span" the space from now into is like being stranded on one shore ' defect -free work the desired future. The Vision and having the ability to see the - eliminating waste gives direction, objectives, time other shore, but no vehicle (no lines and benchmarks for rational, boat) to take you across the waters. Now, it is true that Quality in- recognizable behavior in the From a church wall in Sussex cludes all these aspects, but none chaos. The strategy gives order to England (1730). of these components, either singu- chaos and makes the chaos man- A larly or together constitute Qual- � eable. The Vision strategy fills dreeam wn without task is but ity. Saying these activities the void and provides guidance A task without a vision is a constitute Quality is like saying and direction. It makes the noth- drudgery selling tickets, flying airplanes ingness less frightening and more But a vision and a task are the and handling luggage is an airline, manageable. or even the business that airlines hope of the Nbrld are in. (I have flown some airlines " The past is but the (For additional insights into de- that have no idea what business beginning of a signing a Vision strategy and de- they are in, or that they even have beginning and all that veloping the implementation customers!) is and has been is but structure to turn Vision into reality call for the March 1991, Volume To be successful in instituting the twilight of the dawn." - H. G. Wells 5 Newsletter entitled "Vision Im- Quality, we must understand that plementation Strategy: From Quality includes: The Vision strategy is different Dream To Truth-Part II, A Blue - from traditional strategic plan- 2 rint for Action" at (206) 876 - a traditional par g shift change of . Traditional plan ningning begins ) • with the present, examines trends, Our next newsletter in the AD- enterprises challenges, threats and opportuni- HOCRACY Series, the December a redistribution of authority 12 s Center For Life Cycle Sciences, 1992 tion, but they only prolong the The leader must communicate the • empowerment of people life of the patient; they can not urgency over and over again. The • Quality is in itself a new para- halt the decline. Only trrmsfor- leader must communicate the Vi- digm. The paradigm shift in- mation of the American style of sion over and over again. People cludes: management, and of govern- must begin to own the Vision, be mental relations with industry, posed by the Vision, work in can halt the decline and give service toward the Vision. The • a fundamental change in the American industry a chance to Vision should be fleshed -out and way the enterprise is lead the world again. interpreted in terms of individual structured - from functions to processes (For additional information on lives and jobs. Quality, call for our August 1989 (For additional information on • a fundamental change in the Newsletter, "Quality: Can It Hap - way in which people are pen Here ? ") creating commitment and commu- viewed and managed nicating the Vision, see the De- cember 1990 Newsletter, Vol 5, • a fundamental change in the Commitment entitled "Vision Implementation way work is conceived and Strategy: From Dream To Truth- designed Getting people committed ' Part 1, Communicating The throughout i- Again, Dr. Deming leads the way. houtthechangeprocessand sion, Mobilizing People Into In his own words: sustaining that commitment is a Inspired Action.") significant key to success in trans - "Everyone doing his best is not formation. I am so convinced that Nothing commits people more the answer. It is first necessary "commitment" is the necessary than designing their own creation. that people know what to do. prerequisite to successful change, The overall five to ten year "docu- Drastic changes are required. that I don't take on a long -term menting plan" is the responsibility The first step in the transforma- commitment to an organization of senior leadership. They must • tion is to learn how to change: own the total bridging process. that is, to understand and use unless I am personally convinced g g P the 14 points in Ch. 2, and to that the senior leadership is 1006 Planning for each team, each f the diseases cure themselves o committed to the change, and is group, each art of the or aniza- in Ch. 3. willing to make the necessary in- g vestmen to create that envisioned on should be owned, and thus Long -term commitment to new created, by the people who will be lea rnin and new philosophy is future. (That doesn't mean that g p phY some still don't try to revert!) responsible for implementing the required of any management plan. Each individual in the or- that seeks transformation. The anization will become committed timid and the fainthearted, and The recognition that commitment g f people that expect quick re- is critical for success is repre- as he /she comes to recognize, sults, are doomed to disap- sented in statements like: -We " What's in it for me. This is not pointment. have a list of non - believers;" "We a negative approach or self -serv- have a committed core;" "We are ing attitude - it is reality. What is Solving problems, big prob- lems and little problems, will working on commitment; " "Get- in it for me make take the form of not halt the decline of Ameri- ting people committed is tough," learning new skills, serving my can industry, nor will expan- and so on. customer better, being of greater sion in use of computers, value to the organization, believ- gadgets, and robotic machin- Recognizing the urgency for ing what I do is important and ery. Benefits from massive ex- change and having a Vision of the valued, even recognizing that I pansion of new machinery also future are prerequisites for gaining have the opportunity to create constitute a vain hope. Massive commitment. People have to com- something that has never existed immediate expansion in the mit to something. The next steps before. teaching of statistical method are: Gaining commitment is also a to production workers is not the answer wither, nor wholesale (1) Communicate "political act." We work toward • flashes of quality control cir- (2) Communicate commitment to create the critical cles (QC - Circles). All these (3) Communicate mass, disarm the opposition, and activities make their contribu- (4) Return to 1 to isolate the opposition m Center For Life Cycle Sciences, 1992 13 Sustaining commitment through- organization after organization, I out the long and often trying moving from pressure to change process is also of utm mu hear employees lament "Okay, ost stimulation Okay, I believe! I buy the Vision! • importance. After the first blush moving from the old I am committed! I am ready to of enthusiasm and a few small paradigm to the new change! So, what do you want me wins attention begins to wander paradigm to do differently on Monday morn - and people lose interest. Commit- ing ?" The message is clear - at ment must be maintained and sus - Leadership p skills will also serve least to me. Hopes have been tained over the long haul. Again, the organization well in the new raised people want to create the P P this is an important role of the Paradigm -the ADHOCRACY. desired future, but they don't leadership at this juncture -com- Thy skills provide the tools for k now h munication, support, enhance, working in a dynamic, flexible or- continually moving the organiza- ganization designed to respond For example, if you expect "mid - tion and her people toward the continually to a changing world. dle management` to change, to light. give up the "tried and true" com- Behavior mand and control, hands -on, Leadership Skills down and dirty approach, tell Changing paradigms isn't only them what you expect. Reinforce Transformation is not about sus- about changing thought processes, behavior which reflects men- ' taining and enhancing what is, it it is also about changing behavior. toring, coaching, facilitation. I is about creating what has never John Hudiburg (former Chairman have found that people are more been. That is why every person in of Florida Power and Light and a than willing to do what they think the organization, whether man- friend) says "Until you change be- you want them to do and what you ager, technician, or front line in- havior, you haven't changed any - are willing to reward. dividual, must learn "leadership thing." New behavior begins in skills." the "board room" and makes its Organizations, through leader- • Leadership skills include change w t o the "front - lines." ship, their people and their cus- management skills, Visioning n tomers, can have what they want! skills, learning skills, communi- The dogmas of the But, first you need to know what cations and creativity. These are a quiet past ... are you want, request what you want few of the prerequisite skills for inadequate to the and reward the behavior that re- Storm resent "moving forward" - origin of the y present" flects expectations. This statement word lead. In a transforming or- Abraham Lincoln ganization. stands for every person in the or- ganization, every individual is re- To make a paradigm shift, new sponsible for moving the behavioral expectations are cre- organization forward. ated, communicated and demon- THE ADHOCRACY Possessing leadership skills, each strated. The expected behavior individual will work to move and the real behavior must be con- If leaders and the organizations him/herself and others to "bridge sistent. When the new expected they lead successfully harness the the gap" by: behavior is demonstrated, it must energy in the torpedo of change, be rewarded. In organizations their reward is the creation of an that • moving rom a 1 change behavioral expectations, loss of the organization that has never existed g P old to a Vision of the new but not the reward structures ex- before. This series is about creat- pect little or no change. Well, one ing that organization - the AD- • moving from a loss of thing does change - you succeed in HOCRACY. We can do it. We meaning to a new sense of "crazymaking." When the ideal must do it. If we don't harness the meaning behavior is at odds with actual energy of the torpedo, it will ride • behavior, frustration, resentment us into the future. If we continue moving from threat to self- esteem and mistrust run rampant. to do business as usual, the tor- pedo of change will destroy us. It • • moving from fear to hope It is important that the organiza- is our choice -each of us. Only we tion send out very clear messages can create a desirable future for • moving from anxiety to relief concerning expected behavior. In our children. 14 1 Center For Life Cycle Sciences, 1992 We are the masters of our fate. We man. 1 believe rather that it is The December 1992 Newsletter is • can create something that haas awakened, revived, nourished presumptuous enough to begin to never existed before. This is our by millions ofsolicary individu- lay out a strategy for creating the individual destiny. als whose deeds and works ADHOCRACY. Do not miss this Great ideas, it has beefy every day negate frontiers and said, come crudest implications of history. critical final newsletter on the AD- into the world as gently as doves. As a result there shines forth HOCRACY, do not be disap- Perhaps then, if we Iisten, as Al- fleetingly the ever threatened pointed. Make sure your bert Camus would have us listen... truth that each and every one subscription is current, or call for "attentively, we shall hear, of us, on the foundation of our a subscription today. Be a sub - amid the uproar of empires and own sufferings and jays, builds nations, a faint, f hater of wings, for all. " scriber. the gentle stirring of life and Albert Camus hope This Newsletter was written by: Some will say that this hope from his lecture entitled, "CLe= lies in a nation; others, in a D a —ero sly Dr. Sheila Sheinberg. center For Life Cyde Scow 3311 Bethel Road, SE, #r04A -257 Port orchard, . WA 98366 Tel. (360) 876 2399 FAX (360) 876 2499 ® 1992, Center For Life Cycle Sciences Important N Ike - With effect from September 1, 1992 the corporate offices of the Center For Life Cycle Sciences, and International Delphi Center, have relocated to our new address. Please make sure you make the necessary changes to your records. The new address and telephone numbers are listed on the next page: Catalysts for Change • m Center For Life Cycle Sciences, 1992 15 ® 1992, Center For Life Cycle Sciences All rights reserved. This newsletter may not be duplicated in anyway without the expressed written consent from the Center For Life Cycle Sciences, except in the form of brief exceerpts for the purposes of review. The information contained herein may not be duplicated in other books, databases or any other medium without the written consent of the Center For Life Cycle Sciences or author. Making copies of this newsletter, or any portion, for any purpose is a violation of the United States copyright laws. Important Notice s N O::.: r: `. I ....i %`ii:`:i ti #.• \..:: - : .fii•:r�rr>:<::�»:.>•: ,:. ::::.% i�i2' is i ':'- ::ici�:`:i.i.; %Y:>:. :.. Q •�+� • :.::: .........:::•::: -. � is v:'i ...., ....:.c: .. With effect from September 1, 1992 the corporate offices of the Center For Life Cycle Sciences and International Delphi Center, have relocated to our new address. Please make sure you make the necessary changes to your records. The new address and telephone numbers are listed below: CENTER FOR LIFE CYCLE SCIENCES Center For IHe cycle science. 3311 Bethel Road, SE, #04A Port Orchard, WA 98366 \201 Tel. (360) 876 2399 FAX (360) 876 2499 1 .499 • Annual Subscription Mate $79.00 HOW TO HIRE, DISCIPLINE, TERMINATE t Thursday, June 15, 1995, 10:30 a.m. Carla J. Heyl Senior Staff Attorney, LMC Kay McAloney Personnel Advisor, LMC i • HOW TO HIRE, DISCIPLINE, TERMINATE I. INTRODUCTION II. WHO HIRES AND FIRES �► III. HIRING A) STEPS TO HIRING - B) HOW TO INTERVIEW C) QUESTIONS AT INTERVIEW D) DECISION PROCESS • IV. DISCIPLINE Al PROCEDURE B) OPEN MEETING LAW/DATA PRACTICES V. TERMINATION AZ PROCEDURE M VETERANS PREFERENCE VI. SEXUAL HARASSMENT VII. QUESTIONS AND ANSWERS DATE RECEIVED APPLICATION FOR EMPLOYMENT OFFICIO USE ONLY CITY OF BLAINE Interview: 9150 Central Avenue NE Blaine, MN 55434 (612) 784-6700 1. Title of specific position for which you are applying 2. Date of application 3. Date available for work 4. Last name First name Middle name 5. Social Security number 6. Are you over the age of 18? 7. Residence phone 8. Business phone 9. County 0 Yes 0 No If no, state date of birth 10. Street address 11. City 12. State and zip code 13. Do you have any relatives working for the City? 0 Yes 0 No If yes, relatior>sf>ip Department 14. Employment condition desired: 15. Have you previously been employed by the City? (check one) (check one) 0 Regular 0 Full-time 0 Yes 0 No If yes, date Position 0 Tern 0 Part-time 16. If position involves driving, please indicate drivers license number. State Class 17. Education. Did you graduate from high school or receive a GED? 0 Yes 0 No School attended How many years of education have you had? (cWe one) 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Names and locations of colleges, universities, technical schools Did you graduate? Certificatefdegree Course of study 0 Yes 0 No 0 Yes 0 No 0 Yes 0 No 0 Yes 0 No 0 Yes 0 No 18. Employment history. Experience and training ratings are determined by this information - please be complete. List your present or most recent expenence first. Attach additional sheets if necessary. Employment Finn Length of Employment Address From Phone' Number Supervisor Your Title Supervisors Title moan, year Number and type of positions you supervised To month year Principal Responsibilities - Be Complete Total moths year: Hours per week _ Last salary Reason for le aving May we contact your present employer? 0 Yes 0 No If no, explain Employment Firm Fr xrpttr of EmpbymerK Address From Phone Number Supervisor month y ear Your Title Supervisor's Title To Number and type of positions you supervised month Total Y. Principal Responsibilities - Be Complete months yMn Hours per week Last salary Reason for leavi Length of Employment Employment Firm From Address Phone Number Supervisor month ye „ Your Title Supervisor's Title To Ntunber and type of positions you supervised Total month Yew Principal Resporo tlities _ Be Complete months y ,,., s Hours per week Last salary Reason for leavi Employment Firm Length of Employment From Address Phone Number Supervisor month "W Your Title Supervisor's Title To Ntunber and type of positions you supervised month Y"r Total Principal Responsibilities _ Be Complete month: ya,s Hours per week Last salary Reason for leavi i Length of Employment Employment Firm From Address Phone Number Supervisor month Y e w Your Title Supervisors Tdle To Number and of supervised type P you Pernsed n+otttr+ Ysx Total Principal Responsibilities - Be Complete months ysats Hoes per week Last salary Reason for leavi I i 19. Relelrant current professional memberships, registrations, or licenses. Include date when first issued. Job - Relevant Volunteer and Unpaid Work Experience 20. Find of volunteer activity Major resporiatdilltles 9 Hours Years Do not vecify organization) m on th From To 21. Describe any additional experience or training that qualifies you for this job. 22. CLERICAL APPLICANTS ONLY: Word ProoessinglComputer Experience. Typing WPM Number of years List software and hardware 23. In accordance with the immigration Reform and Control Ad of 1988, the City of Blaine hires only U.S. ci bwm and lawfully autha¢ed alien workers. if hirad. You will be required to provide written documentation of cittzenship or legalized alien program. Failure to provide said documentation will result in dsmissal. 24. Miift taL Sec. 518.811, Subd. 8, requires employers to obtain information from all new employees regarding court- ordered child support obligations OW required by law to be withheld from Income. If hired, you will be required to provide such documentation. Failure to provide said documentation will in dismissal. 25. Have You been convicted of a misdemeanor, gross misdemeanor, or felony? You may answer 'No' if the conviction or criminal records have been arouged or expunged. 0 No ❑ Yes N 'Yes', please attach a separate sheet with explanation. information concerning this qu estion will not be used to autormfically bar you from eniployment unless it is related to the position which you are seeking. 28• Did you serve in the military service of this country and separate under honorable conditions from any branch of the armed forces of the U.S. after having served on active duty for 181 consecutive days or by reason of disability incurred while serving on active duty? ' 0 No 0 Yes If 'Yes', are you a permanent resident of the State of Minnesota? 0 No 0 Yes Describe your duties and any special training: 27. If you are hired for this position, you may be required to undergo a physical examination at this employer's expense to determine whether or not you are able to Perform the duties of this Position in an effective and safe manner and whether or not accommodations are necessary for 28. Give the names of four people other than relatives who can be contacted regarding your qualifications, work habits, and character. NAME PRESENT ADDRESS TELEPHONE POSITION AND RELATION TO YOUR WORK The City of Blaine does not discriminate on the basis of handicapped status in the admission or access to, or treatment or employment in, its programs or It is the policy of the City of Blaine to provide reasonable accanmodations to the known physical and mental limitations of qualified handicapped and employees in order for them to perform the esser" functions of the job in question. THE CITY OF BLAINE IS AN AFFIRMATIVE ACTION/EQUAL OPPORTUNITY EMPLOYER i SIGNATURE The City has the right to verify information provided in the application. I may be discharged if there are any misrepresentations on this application or resume or made by me in an interview which may be discovered now or anytime In the future.. False information or misrepresentation may also subject to the penalty provisions of M.S.§ 43A.39. 4 In connection with this application for employment, I authorize the City of Blaine and any agent acting on its behalf to conduct an inquiry into any job4 elated intwmstlon contained in this application, including, but rot limited to, my racards Dined by an educational Institution relating to academic performance such as transcripts. Moreover, I hereby release the City of Blalm and any agent acting on Its behalf from any and all liability of whatsoever nature by reason of requesting such information from any person. 0 YES 0 YES, but not present employer until Job is offered. ❑ NO (We may be unable to hire you without this information.) I declare that any statement In this application or infomaation provided b true and complete and hereby acknowledge that I have read and 1 understand the information below. DATE SIGNATURE (Do not print) IMPORTANT FACTS ABOUT INFORMATION ON YOUR APPLICATION This application is to assist in the process of referring you for possible employment. Certain information requested on the application Is private; that is. it may be released only to you or to agencies where you may be considered for employment (to comply with M.S. 13.43, Subd. 2). If your become employed by the City, the data will be available to the Department of Finance, the Internal Revenue Service, and the Social Security Administration for payroll and tax Purposes. If you disagree with the data we have about you, notify the Director of Personnel by letter. Private Data Why We Ask For It Are You Legally Obliged Wha. May Happen If To Provide It? You Don't Provide It Social Security Number To distinguish you from all In most cases, nothing. However, it other applicants and to make No will help to ensure that your records processing more efficient are rot confused with those others. Name To distinguish your from all Yes Failure to provide information may be other applicants. cause for rejecting an application. w z � Date of Birth (when requested To conduct a check of criminal No Failure to provide information may be on a separate form) records for certain positions. cause-for rejecting an application. Address To be able to send you notices. Yes Failure to provide infomhation may be cause for rejecting an application. Home Telephone To be able to contact you to We may not be able to employ you in determine availability for interview No certain jobs where you may be and to notify you when we need you required to come to work on short to work on short notice. notice. Sex, Raaal/EBmic Group, To be able to make Equal We will not be able to determine Handicapped Status, Veteran Opportunity reports as required No whether our selection processes result Status (misinformation is by law in unfair discrimination, or to take requested on a separate form) affirmative action in our hiring. Conviction Record To determine whether we may legally We will not be able to make accept an application from you and Yes determinations required by law. to determine whether your record Failure to provide relevant conviction may be a jobq eWW Consideration. information may be grounds for dismissal. ALL OTHER INFORMATION ON THE APPLICATION IS PUBLIC; THAT IS, IT MAY BE GNEN TO ANYONE FOR ANY PURPOSE 3193 • CITY . OF BLAINE ADDENDUM TO APPLICATION FORM VETERANS PREFERENCE POINTS APPLICATION INSTRUCTIONS Preference points are awarded to qualified veterans and spouses of deceased or disabled veterans to add to their exam results. Points are awarded subject to the provisions of Minnesota Statutes 43A 11 To be eligible for veterans preference points, you must: 1. be separated under honorable conditions from any branch of the armed forces of the United States after having served on active duty for 181 consecutive days or by reason of disability incurred while serving on active duty, and be a citizen of the United States or resident alien: or be the surviving Spouse of a deceased veteran (as defined above) or the spouse of a disabled veteran who because of the disability is not able to qualify; AND 2. NOT be currently receiving or eligible to receive a monthly veteran's pension based exclusively on length of military service. The information you provide on this form will be used to determine your eligibility for veterans preference points. You are not required to supply this information, but we cannot award veterans points without it. YOU MUST SUPPLY A COPY OF YOUR 00214. DISABLED VETERANS MUST ALSO SUPPLY FORM FL -802 OR AN EQUIVALENT LETTER FROM A SERVICE RETIREMENT BOARD. SPOUSES APPLYING FOR PREFERENCE POINTS MUST SUPPLY THEIR MARRIAGE CERTIFICATE, THE VETERAN'S 00214 AND FL -802 OR DEATH CERTIFICATE. If you supply the supporting documentation by separate mail, your name and the position applied for must be included. ARE YOU APPLYING FOR VETERANS BONUS POINTS? ❑ YES ❑ NO If you answered 'YES', your 00214 or other documentation must be received no later than seven (7) calendar days after the application deadline for the position. VETERANS PREFERENCE POINTS APPLICATION Veteran If spouse, veteran's name: ❑ Self Q Spouse Branch of Service: Period of Active Duty From: To: Rank at Discharge: Type of Discharge: Date of Final Discharge: I Service No.: Are you receiving or eligible fora military pennon? Do you have a compensable service- related ❑ YES ❑ NO I disability? ❑ YES ❑ NO Preference requested: ❑ Veteran ❑ Disabled Veteran ❑ Spouse of Disabled veteran ❑ Spouse of Deceased Veteran Your Preference Points application cannot be considered without Supporting documentation (see instructions above). If the documentation is not attached, it must be received in our office no later than seven (7) calendar days after the application deadline for the position in order to guarantee that points are awarded in a timely manner. Supporting documentation: ❑ is attached ❑ will be submitted within 7 days of application deadline F FOR OFFICE USE ONLY 5 points ❑ 10 points ❑ CITY OF BLAINE EMPLOYMENT APPLICATION FLOW SHEET TO ALL APPLICANTS: The information requested below is voluntary and in no way affects you as an individual applicant. This information will be used to determine how effective our recruitment efforts are in reaching all segments of the population and in validation of our selection methods. This information will not be made available to any person involved in decisions affecting an individual's appointment to a position. It is important that all applicants answer these questions so that we may take steps to prevent discrimination in the selection of employees. 1. What sex are you? Male Female 2. What is your age group? 16-25 26-39 Over 40 3. How did you learn about this job? 4. What race /ethnic group do you consider yourself? _ AMERICAN INDIAN: Persons having origins in any of the original peoples of North America and who maintain cultural identification through tribal affiliation or community recognition. — ASIAN /PACIFIC ISLANDER: Persons having origins in any of the Far East, Southeast Asia, Indian Subcontinent, or the Pacific Islands (including China, Japan, Korea, and the Philippine Islands). — BLACK: Persons of African descent. HISPANIC: Persons of Mexican, Puerto Rican, Cuban, Central or South American, or other Spanish culture or origin, regardless of race. — WHITEN Persons of Indo-European descent, including Pakistani and East Indian. Applicant's signature Date =1 1 April 1994 CITY OF BLAINE SUPPLEMENTAL EMPLOYMENT APPLICATION POSITION: ENGINEERING SECRETARY Applicant Name TO ALL JOB APPLICANTS: COMPLETION OF THIS ADDENDUM IS REQUIRED AS PART OF THE CITY'S EMPLOYMENT PROCESS IN ORDER TO MORE ACCURATELY EVALUATE YOUR QUALIFICATIONS FOR THE POSITION OF ENGINEERING SECRETARY. 1. Name of high school from which you graduated: 2. Name of business college or vocational institution which you attended: A. Did you graduate? YES NO B. Length of course: C. Name of course of study (e.g., administration, secretarial, legal secretary, office management, etc.) 3A. Describe your administrative /clerical experience. Be specific: How many years? What did you do? 3B. How can you demonstrate that this experience was progressively more responsible? 4. Do you have previous work experience in an engineering department? YES NO If yes, describe in detail where you worked, how long, what your responsibilities were, etc. 5. Describe your records management experience and your records retention experience. Be specific. 6. Describe your experience with word processing: list hardware, software programs, and number of years of experience with each. 7. Describe your experience with dictation/transcription equipment. Be specific. 8. Describe your experience with purchase orders, including preparation and execution. Be specific. CITY OF BLAINE, MINNESOTA REFERENCES Please ive name address and telephone number for a references on g , 11 r P the attached form. I certify that the information contained in the application is cor- rect to the best of my knowledge and authorize an investigation of all statements contained in this application. I authorize the refer - ences listed on the attached form to give you any and all informa- tion concerning my previous employment and pertinent information they may have, personal or otherwise, and release all parties from all liability for any damage that may result from- furnishing the same to you. I agree that if there are any misrepresentations, or if the results of any investigation are not satisfactory for any reason, any off4r of employment ma de to me may e b terminated y immediately without any obligation or liability to me except for payment, at the rate agreed upon, for services actually rendered if I had been employed. i I understand that nothing contained in this application or anything Yt. g else in the interview process is intended to create an employment contract between the City and me for either employment or for provid- ing any benefits unless expressly made in writing and signed by the City Manager. I understand that employment with the City is known as employment at will. This means that either the City or the employee has the right to end the employment relationship at an r y time, with or without cause and with or without notice. Signature Date I 8191 CITY OF BLAINE TELEPHONE REFERENCE CHECK CANDIDATE: REFERENCE: DATE: INTERVIEWER: 1 • has applied for employment here and I would like to verify some information given to us. a. Do you remember him/her? b. What were his/her dates of employment with you? 2. What was he /she doing when he/she started? When he /she left? 3. What did you think of him/her? 4. How closely was it necessary to supervise him/her? Did he /she finish what he /she started? Was he/she a self - starter? 5. How well did he /she get along with other people? 6. How much time did he/she lose from work? 7. Why did he/she leave? 8. Would you rehire him/her? YES NO If no, why? 9. What were his/her outstanding strong points? 10. What were his/her weak points? 11. One last thing: says he /she was earning $ /mo. when he /she left. Is that correct? YES. NO Complaint Recieved. Fad of Complaint is Public. Nature of INFORMATION Complaint is Private. Status: "Active' CONTROL . IN EMPLOYEE Investigation of Alleged DISCIPLINARY Misconduct by ACTIONS Employer GREENE ESPEL MINNEAPOUS. MINNESOTA (612) 373-0830 Staff Recommendations Formulated is Discipline _ Fact of CctmplainLis' Public. Warranted? Game Over Nature of Complaint is Private. Status: 'Closed' Yes ust City Cound Does Employee Have Make or Approve No Right to Arbitratlort? N Game Over Decision? Yes • Open Meeting Law and MGDPA Apply. Final Disposition, Reasons Council Considers. Yes for Disciplinary Action, and Public Discussions Supporting Data are Public Cannot Link an Employee to a Specific Charges or Reasons for Discipline. Is Disciplinary Yes Does Employee Have No Game Over Action Imposed? Right to Arbitration? Yes Arbitration Is Disciplinary Yes Action Affirmed? No Game Over i i 3490 Lexington Avenue North League of Minnesota Cities St. Paul, MN 55126 -8044 Investigating claims of employee misconduct Written by: Jeff Zalasky and Lauri Vranyes, Erstad and Reimer, P.A. One of the most difficult problems confronting a public entity-is how to properly investigate allegations-of employee- misconduct. k=persarrassigned -with the responsibility and authority to -- investigate employee misconduct must consider a number of issues. The matter is further complicated when the alleged misconduct is criminal. In those situations, there often exists two parallel investigations with competing goals to be achieved. This article will attempt to address some of the issues a city should consider if faced with employee misconduct allegations which might also be criminal. Scenario: A municipal liquor store clerk is accused of stealing money from the city. How should the city handle this situation? Well, here are a few suggestions. Practical considerations Because the matter involves criminal allegations, the clerk should not continue performing services for the city. On the other hand, to quickly pass judgment on an employee without considering all the facts could cause the city other employment problems. What should the city do in this circumstance? Probably, the most prudent action to take in a circumstance such as this is to put the employee on pAild administrative leave while the city investigates the allegations. The leave should probably not be described as a suspension since this term carries a negative connotation. Once the employee is placed on administrative leave, the city should conduct a prompt, but thorough investigation into the allegations. Because police are trained in investigative techniques, they can often be a valuable resource to assist with the investigation. The city must be careful to ensure a local officer does not have an existing relationship with the accused employee. Law enforcement personnel also often act in a dual capacity as the criminal investigating unit, consequently in many cases it may be preferable to use an independent investigator or an outside attorney. Since the city's interests are often different than the state's in conducting criminal investigations, the city is advised to conduct its own investigation even though a parallel criminal investigation is going on. The facts and results of the criminal investigation can often be useful to the city's own investigation. Unfortunately, because of the timing and the higher standard of proof required in criminal proceedings, the city rarely has the luxury of simply waiting for the criminal investigation to be completed. AN EQUAL OPPORTUNITY /AFFIRMATIVE ACTION EMPLOYER - :912149(1 -Wo 1 gffl.495- 1122nhicvmirri Tnn(r.19) d4Q -Q(}3R Far ;.1 ,)14go.n(Y''7 If the city conducts its own investigation, there are a number of legal considerations that must be kept in mind. The city must not violate the Minnesota Government Data Practices Act, Minnesota Human Rights Act, Federal Anti- Discrimination Laws, or the Whistle Blower statute (Minn. Stat. §181.932) _Information about a complaint allegingginllgyee misconduct The first consideration the investigator must address is what information should be kept confidential when a complaint about employee misconduct is made. The Minnesota Government Data Practices Act prohibits disclosure of facts obtained during the investigation until the investigation has been concluded: The final disposition occurs- when the city makes a final desisien about- diseiplinary action -, nTardless the possibility of later court proceedings. The terms of a collective bargaining agreement usually provides that the final disposition occurs at the conclusion of the arbitration proceeding or upon the employee's failure to elect arbitration within the time provided for in the collective bargaining agreement. Procedural rights and warnings Next, the investigator needs to consider what rights and warnings need to be given to an employee who is being investigated for misconduct. There a number of rights and warnings to keep in mind. Minnesota Go vemment Data Practices Act annessen Warning) When an investigator asks a person to respond to allegations of misconduct, he or she must be informed of (1) the purpose and intended use of the requested information; (2) whether he or she can refuse or is legally required to provide the data that is being collected; (3) any known consequences arising from supplying or refusing to supply information being requested; and, (4) the identity of other persons or entities authorized by state or federal law to receive the data. Garrity warning During an investigation, the city may compel an employee to answer questions that are narrowly related to the performance of the employee's official duties. The employee may be disciplined for failure to answer such questions. The city may not, however, compel an employee to answer questions that may lead to self - incrimination. In addition, the city may not discipline employees for asserting Fifth Amendment rights against self - incrimination. Weingarten right The Weingarten Right evolves from a private sector case which holds that an employee is entitled to have a union representative present during questioning. Even though the Weingarten case is applied in private sector employment issues, if the employee being investigated 9 g is a member of a union and requests that a union representative be present during questioning, it is recommended that you honor the employee's request. Hearing rights If the employee being investigated has a property right in the job, the property right would exist by reason of an employment contract, statutory protection or otherwise. The city should ensure the accused employee's procedural due process rights are properly addressed. The Peace Officers Discipline Procedu A ct . If investigating a police officer for wrong doing, the provisions of Minn. Stat. §626.89 afford officers various rights which the city must be aware of. Loudermill noti . A government employee with a property right is entitled to a Loud ennJll notice before disciplinary action is taken: Before a city can discipline one of its employees, th employee must -be. provided-with reasonable nobice the disciplinary hearing and given an _ — opportunity to be heard before any adverse employment action is taken. Veteran's preference hearing If the employee being investigated is a veteran, the city must follow the termination procedures established by the Veteran's Preference Act. A veteran must be advised of the right to request a hearing within 60 days of receipt of the intent to discharge notice, and written notice of the charges or reasons for termination. Civil Service Hearin__ns A civil service employee may be discharged, suspended without pay, or demoted, only if there is "just cause" for the adverse action. Just cause includes the following: consistent failure to perform assigned duties; • substandard performance; insubordination; and serious violation of written policies and procedures, provided the policies and procedures are applied in a uniform and non - discriminatory manner. re- termination considerations When the city makes the decision to discipline or terminate an employee, the decision must be well documented. The decision must be based on legitimate business reasons. Even in situations where you believe your reasons are sound, the potential for a lawsuit is significant. Listed below is a partial list 'of claims that may arise if the employee does not believe the city's decision was made for legitimate reasons. If any of these claims are or may be applicable, the city should weigh the risks of proceeding with an adverse employment decision. The emlovee had made a I-*— for or is re�Pivinn w orkers' cr��c� enaafiinn benefits A city can not discharge or threaten to discharge an employee for seeking workers' compensation benefits. The city may not intentionally obstruct an employee from seeking workers' compensation benefits. Discrimination A city employee cannot be disciplined or terminated because of race, color, creed, religion, national origin, sex, marital status, pregnancy status, status with regard to public assistance, membership or activity in a local commission, disability, sexual orientation, or age. Whistleblower A city cannot discipline or terminate an employee who reports a violation or suspected violation of law; participates in an investigation, hearing or inquiry; or refuses to perform an action which the employee believes to be illegal and informs the city of the reason for refusing to perform such an act. Other contracts The city should review written employee contracts, oral promises made to the employee, and disciplinary procedures established in an employee handbook or policy manual before the decision to discipline or terminate is made. Cities with collective bargaining units should also review any applicable collective bargaining agreement before taking any action. Name clearina Particular care should also be given to afford employees involved in potential criminal wrongdoing an opportunity for a "name clearing" hearing even if they don't have a property interest in their job. Because of the obvious negative impact on their reputation, the employee should be given an opportunity to respond. Post- termination considerations Once a disciplinary decision has been made, there are a number of post - termination factors to consider. " If the'terminated employee makes a written request within five workings days after being terminated, the city must respond with the truthful reasons for termination within five working days. What information will be put in the employee's personnel file about the reasons for the termination. • Who will be the contact person if someone calls to find out information about that employee. " What information will be given to the public or potential future employer about the final disposition of the complaint against the employee. Be careful what information you make public. Remember to follow the Minnesota Government Data Practices Act which outlines what information is public versus private. Conclusion Every case is different. Issues relating to the manner in which the investigation is conducted, how the data collected is handled, how the employee's rights are addressed, the type of discipline given, and the information disclosed about the disciplinary conduct are all determinations which will be affected by the facts of the case, the claims against the offending individual, and the resolution of those claims. Your city's ability to properly address the issues discussed in this article will determine your ability to avoid a lawsuit or prevail if a suit is brought. Questions.about`emplayment tssues.?_. Please contact Ellen Longfellow or Carla ^Heyl at the League of Minnesota Cities offices,. (612) 490 -5600. APPLYING VETERANS PREFERENCE REQUIREMENTS Part I DEVELOP JOB DESCRIPTION WITH MINIMUM QUALIFICATIONS Administer Screening Test Develop to Meet Predetermined Candidate Minimum Requirements List Yes Received No Reject Letter Passing Score? (See Sample A) Select Candidates (Predetermined) to be Interviewed Yes Applicant Completes Supplemental Application Interview Candidates Reject Letter use (see sample B) Yes structured interview Veteran No Meets Minimum Requirements Select Candidate (May hire arty candidate Yes interviewed) Score Add Yes T & E Veterans Ratings points C Page 1 of 4 Date 2 -15 -95 Part DISCIPLINING VETERANS Is the Individual NO Hired a Okay Veteran? Written Notification Yes to Veteran of Intent to Demote or NOTE A veteran does not Discharge or serve a probationary period as we know it Layoff Incompetency In most instances, Misconduct M or i NOTE Cities will continue to pay Should be Based on Job the veteran through the Performance Standards 60th day and /or Rules Veteran Yes Requests NO Stop Pay IC I Hearing in (See Nate B) Writing? Determine The request for a hearing Type of (See Note A) generally does not occur Discipline Yes before the 60th day Attorney Needed (See Nate C) (f not already) Is the No Veteran is Not Discipline a Demotion Demoted and Not or Discharge? Terminated Notes: Yes (Call Attorney ) A - If union position, refer to contract for progressive discipline. B - The veteran may seek other remedies, ji j Action Go e.g., arbitration, human rights, per- sonnel rules, etc. Time frames may Council vary. • C - Continue to pay veteran until attorney advises otherwise. (Usually until veteran's hearing outcome.) Page 2 of 4 Date 2 -15 -95 PLAN "A" GOVERNMENT: Part I HEARING /NOTICE REQUIREMENTS Council Action NO Required for Refer to Discharge Page 2 Yes REQUIRED: 1.3 Day Public Hearing Notice (see example) 2. Closed Meeting Attorney Letter to Employee Notified (see example) 3. Formal Statement of Open Meeting (see example) Written Notification to Veteran of Intent NOTE In most instances, Cities will be held to Discharge liable for veteran's wages through date or Lay-off of decision Veteran Requests No Stop Pay Hearing in Writing? (See Note A) The request for a hearing generally does not occur Yes before the 60th day Note A - The veteran may seek other remedies, e.g., arbitration, Attorney human rights, personnel rules, etc. Needed Time frames may vary. (if not already) 0 Page 3 of 4 Date 2 -15 -95 Part VETERANS LAY OFF S IS POSITION ABOLISHMENT MADE IN GOOD FAITH? Is Position This is NOT a Continuing Yes "Good Faith" Under Other or Proper TitlelName? Layoff No Is Position Recreated with Yes Is Layoff due to Refer to page 2 Different Incompetency Narne/Title? a Misconduct? DemotioNDischarge • No Is Work Assigned Yes to an Equal or Lower Classification? No This is a Refer to Union 'Good Faith' Contract for Refer to page 2 Layoff Seni ity/Layoff Written Notification Provisions Page 4 of 4 Date 2 -15 -95 PART 11 PLAN "A" • CITY OF ANYWHERE ANYWHERE, MINNESOTA NOTICE OF SPECIAL MEETING CITY COUNCIL MEETING NO. 95 -X Thursday, October 4, 19XX 7:00 p.m. Notice is hereby given that the City Council has called a Special meeting on Thursday, October 4, 19XX commencing at 7:00 p.m. at 1234 Fifth Street, Anywhere, Minnesota for the following purpose: 1. Employee performance evaluation • City Administrator DATED: October 1, 19XX 1 of 5 • PART If PLAN "A" Can be hand - delivered or sent by certified mail MEMORANDUM DATE: XX/XX/XXXX TO: Employee FROM: City Administrator SUBJECT: Notice of City Council Meeting to Consider Allegations and Charges PLEASE TAKE NOTICE that on the day of , 19XX, the Anywhere City Council will meet for purposes of preliminary consideration of allegations and charges against you relating to your employment with the City of Anywhere. Specifically, the City Council will be considering allegations and charges of incompetence /misconduct relating to your employment with the City. The purpose of the meeting is -to determine whether there are reasonable grounds to go forward with disciplinary action against you. If you wish to speak at this preliminary meeting, please notify the City Administrator prior to the meeting. Also, please be advised that pursuant to Minnesota Statute 471.705, subdivision 1 d(c) the meeting and any continuation of the meeting will be closed to the public unless you specifically request the meeting to be open. Also, you should be aware that if the Council concludes that discipline of any nature is warranted, then future meetings or hearings before the City Council will be open to the public. 2 of 5 PART II • PLAN "A" Should be sent by certified mail MEMORANDUM DATE: XX/XX/XXXX TO: Employee FROM: City Administrator SUBJECT: Notice of Termination Please be advised that the City Council of Anywhere, Minnesota formally terminated your employment with the City at its meeting on , 19XX. Your termination is effective (immediately /two weeks from the meeting date). The reasons the Council terminated your employment are incompetence and insubordination. � I i 3 of 5 PART II PLAN "A" PUBLIC STATEMENT AT OPEN MEETING The City held a closed meeting to discuss preliminary considerations of disciplinary actions against a City employee. • 4 of 5 PART II PLAN "A" AFTER OPEN MEETING The City Council has determined that disciplinary action will be take against Employee X for misconduct. The discipline is (suspension, termination). i I I 5 of 5 • June 15, 1995 League of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants City Council "Sell • "Intuitive" process • RFP process Resources Involvement: "Buy in Ron J. Guilfoile - City of Saint Paul Risk and Employee Benefit Management Division June 15, 1995 League . of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants RFP Elements • Table of Contents • Introduction • Proposal Process • Selection Criteria • Background /Problem Definition Data • Questionnaire LU Hull J. Gu ulie - Lily ui Jallli Paul niail 01111 c111Nivy6rs uaiicii ivlQliOa0811W7i LA V101G11 June 15, 1995 League of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants Evaluate the Outcome— Milestones met r Within costs III Satisfactory work completed Ron J. Guilfoile - City of Saint Paul Risk and Employee Benefit Management Division June 15, 1995 League �of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants "Selecting & Making Use of F � � �� ■ a� i - - -- - Consultants" Thursday, June 15 -- 2:00 pm Lake Superior Ballroom, Sec 0 (Ron Guilfoile) Minnesota Cities: Building Quality Conim June 15, 1995 1:30 - 2:30 p.m. Ron J. Guilfoile Risk Manager 15 W Kellogg Blvd Room 150 Saint Paul MN 55102 Telephone 612/266 -8880 Fax 612/266 -8886 Ron J. Guilfoile - City of Saint Paul Risk and Employee Benefit Management Division June 15, 1995 League of Minnesota Cities Annual Conference _ Selecting and Making the Best Use of Consultants `- Selecting and. Making the Rest Use of Consultants - • Identify your needs /RFP development • Need for a consultant • RFP elements • City Council "sell" • Consultant management Ron J. Guilfoile - City of Saint Paul Risk and Employee Benefit Management Division June 15, 1995 League of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants Identif y Your Needs- - the . Identify problem p • 1 Diagnose the problem 1 • Develop solutions 1 • Select a solution • Implement the solution l Evaluate Ron J. Guilfoile - City of Saint Paul Risk and Employee Benefit Management Division I I June 15, 1995 League of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants Identify the Problem- - Review /define current situation . Determine breadth . Determine urgency g y . Define the problem in writing Ron J. Guilfoile - City of Saint Paul Risk and Employee Benefit Management Division 4 June 15, 1995 League of Minnesota Cites Annual Conference p } k Selecting and Making the Best Use of Consultants Diagnose the Problem -- • Nature of the problem • "Cause" of the problem • Relationship to solution Ron J. Guilfoile - City of Saint Paul Risk and Employee Benefit Management Division June 15, 1995 League of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants Develop Solutions— . Explore many . Relate and discard . Review "cause" relationship Ron J. Guilfoile - City of Saint Paul Risk and Employee Benefit Management Division L June 15, 1995 League of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants Select a Solution -- . Technical quality Time Cost /efficiency Possible /manageable Benefit to City Ron J. Guilfoile - city of Saint Paul Risk and Employee Benefit Management Division r � June 15 1995 League of Minnesota Cities Annual Conference Selecting and Making the Best Use of Consultants Implement the Solution- - What Who When . Where How . Why Ran J. Guilfaile - City of saint Paul Risk and Employee Benefit Management Division � 1 SELECTING 7 MAKING THE BEST f USE OF CONSULTANTS THURSDAY, JUNE 16 - 2:00 P.M. Presentation at LAKE SUPERIOR BALLROOM, SEC.O . TOM COLBERT League of Minnesota Cities Annual Conference Duluth, MN June 15, 1995 Making the Best Use of Consultants: The Selection Process .......:.: Presented by Thomas A. Colbert, P. E. Director of Public Works City of Eagan, Minnesota e PAGE t Cue Notes Qualification Based Selection • QBS = Qualification Based Selection Quality Starts With TQM = Total Quality Management, the national Qualification Based Selection movement in government and industry that seeks COST I&PAER1 to greatly increase the quality of our endeavors. VER RUN GATION Quality in the form of lower costs, longer life, higher productivity and better service. B fa- PARTNERING is a relationship between the partners in a construction project (public /private owner, architect s, engineers, contractors and vendors) that seeks to work out their differences, establish their common goals and deliver the end product earlier at lower cost. QBS Result in Partnerships Which A contract established on the basis of low Enhance Quality and Reduce Costs price -where clear, detailed specifications do not I CANNOT ,EXPECT. CER FOR.. AFFORD... exist - invariably leads to a limited scope and Af 2 roRG greatly different expectations. O AA A partnership establishes a common focus on the problem to be solved. 0/P OWNER IP L LOW PRICE CONTRACT Qualification Based Selection Process The three steps of QBS have clearly defined is Open, Competitive and Objective objectives: STEP ONE STEP TWO STEP THREE 1. Select the firm (or individual) best qualified to SELECTION JOINTLY RETAIN perform the particular work with the BY DEFINE THE FIRM knowledge they can finish the project. OUALIn SCOPE BASED ON 2. Define the scope of the project and the services CATION OF ACCEPTABLE required in a joint effort with the selected firm. SERVICES PRICE 3. Retain the firm on the basis of an acceptable fee proposal. QBS Step One Makes it Step one focuses on identification of the top most Easy to Determine Best Choice qualified firm for your project. The sequence of STEP ONE DECIDE IF COMPETITIVE activities are highlighted in the visual to the left. SELECTION IS DESIRABLE SELECTION ESTABLISH EVALUATION CRITERIA BY SOLICIT S009 OUALIFI• CATION INVESTIGATE 3.5 FIRMS RANK THE FIRMS r —` PAGE 2 Cue Notes Qualification Based Selection The top ranked firm is invited in for discussion of OBS Step Two Provides the project details and development of goals and Complete Owner Control work scopes. This effort may take place in one STEPTWO meeting for a small project or over several RA NKED FIRM ; meetings for larger projects. The outcome is that JOINTLY .... N .' .. both parties will understand what is expected of DEFINE ; each other and what it takes to do the project. EE1NE Price is not discussed at this stage, except to the SERVICES AGREE? .. O SCOPE extent that you may have cost/budget constraints YES within which you must operate. You benefit from the experience of your selected firm with this approach. Joint Scope Definition Greatly Well discussed is half done. Face to face Enhances Quality of Estimates discussion and site visits help develop the level of OF'TM understanding that lead to good fee estimates. SCOPE 0 � READY TO + TO FACE TO SITE VISA QUOTE FACE FEE DISCUSSIONS OBS Step Three Establishes When both parties are satisfied they understand Mutually Agreeable Cost Estimates each other and the scope, then the design STEP THREE I professional can develop the fee estimate. If both - REQUEST: parties agree to the fee, then the next step is to RETAIN RE- DEFIN retain the firm, to sign a contract. THE FIRM SCOPE BASED ON AGR ACCEPTABL PRICE ESTI MATE RETAIN F1RM: Negotiation Sequence Shows Owner In a bid - process, the owner must take the low, Controls Scope, Costs and Firm °`qualified bidder." The owner loses control. In the ELECT TOP RANKE IRM QBS process, the owner controls scope definition, JOINTLY DEFINE SCOPE price and the ultimate firm selected. Being in NO charge of significant project factors, the owner AGREE? can make informed judgements about REQUESTFErz I compromises, if required, to meet constraints. AGREE? NO RETAIN FIRM PAGE 3 Cue Notes Qualification Based Selection • OBS Provides If you, the project owner, have an established Full Flexibility for the Owner relation ship with a design professional, and you 1. YES are satisfied with this relationship, and this design RELATIONSHIP professional is qualified to the project, then you 2. do not need to go out for new selection. Start step SATISFIED 13 Y CT � E B two, the joint development of the new scope, with TECHNICALLY QUAL PRICE this firm. QUALIFIED NO N - - - - - - - - - - - - N'-- M.-I Minnesota Supreme Court Validated The Minnesota Supreme Court has on two and Reaffirmed OBS as a Right occasions (Krohnberg v. Pass. 244 N. 329 (Minn, STATUTES REQUIRING 1932) and Ruzic v. City of Eden Prairie 479 II COMPETITIVE BIDDING N.W. 2d 417 Minn.A .1991) s pecificall y ARE INAPPLICABLE-" ( Minn. ) P Y BLE.» stated that price bidding of professional services is not in the public's best interest—and has stated 1930 '40 '50 •60 70 X60 1990 '00 that the State of Minnesota's Procurement Code " BIDDING STATUTES does not pertain to professional services. NOT APPLICABLE TO PROFESSIONAL SERVICES_" OBS Provides Complete Peace of Mind 1. COMPLETELY OBJECTIVE PROCESS 2. TOTAL COMFORT WITH PRICE 9. BEST METHOD OF TOTAL COST CONTROL d. EASY TO DETERMINE BEST CHOICE S. COMPLETE OWNER CONTROL 6 VALIDATED BY MINNESOTA SUPREME COURT ... ... .. .. ... .Jy..�y •a•... .�• Contact the OBS Coalition to Obtain Materials and Guidance To obtain materials and guidance, contact: CBS STE'BY-SIMP Amy Wheeler ,. MINNESOTA COALITION FOR QUALIFICATION BASED SELECTION, INC. 275 Market Square t o FACILITATOR, Minneapolis, MN 55405 R CED URES INSTRUCTOR P Phone 612- 338 -6763 Fax 612 -338 -7981 i How to use the Qualification Based Selection Process to Select Design & Technical Professionals for Public Projects Implementation Manual presented by THE MINNESOTA COALITION FOR QUALIFICATION BASED SELECTION, INC. 275 Market Square Minneapolis, MN 55405 Phone 612 - 338 -6763, Fax 612 - 338 -7981 This manual is free of charge to public agencies interested in learning how to implement the Qualification Based Selection Process. Also available, free of charge, is a facilitator who will provide guidance in the implementation process. Contact Amy Wheeler at the phone number listed above. Refer to the next page for a listing of the content of the instruction manual. Purpose of this document Qualifications -Based Selection (QBS) is a process that enables the project • owner to obtain the services of a highly qualified engineering or architectural professional at a fair and reasonable cost. It is an investment in quality which will result in substantial savings over the life of the project. This manual will tell you, in detail, how to select and retain a consulting professional engineer, architect or other "design professional" using the QBS process. The following table of contents outlines the steps and forms which relate to the QBS process. Table of Contents pa Introducing the flexibility of QBS 3 Why use QBS? 4 Is QBS appropriate for you? 5 QBS process overview 6 Owner is in control 7 Preparing and issuing the Request for Qualifications 8 1. Developing the preliminary scope of work 9 - Sample "Project Scope Description" form 10 ' 2. Establishing evaluation criteria 11 Sample "Evaluation Criteria" form 11 3. Request for Statement of Qualifications (RFQ) 12 - Sample RFQ form letter 13 Developing the short list 14 Evaluating the Statements of Qualifications (SOQ) 15 - Sample SOQ evaluation form 16 - Sample Reference check form 17 - Sample response to SOQ submittals 18 Evaluation and ranking of the short listed firms: (Identifying the best firm for the project) 19 Identifying the 9 simple steps 20 - Sample memo to firms short listed 21 The ranking and evaluation process 22 - Interview evaluation form 23 - Sample reference check list 24 Interviewing guidelines 25 - Sample final evaluation tally sheet 26 - Sample response to interviewees 27 Developing the scope of services and contract 28 Establishing fees 29 The QBS facilitator program: An aid in QBS implementation 30 The Manual's Table of Content shows availability of helpful forms and letters "Does Service Cost = Service Value ?" Thursday, June 15 -- 1:30 p.m. Lake Superior Ballroom, Section L (Lucille Crow & Greg Withers) DOES SERVICE COST = SERVICE VALUE? LUCILLE CROW GREG WITHERS Change Facilitators LLC Public Management Consultants 4 "124 Quebec Avenue North Minneapolis, MN 55427 GOVT PRESSURES INCREASING National trends, voter initiatives Increasing demand for accountability "Doing more with less money" Work loads/ time pressures PLANNING PROCESSES EXISTING Reactive Planning Comprehensive Plans, Mandated Budget preparation planning Maintenance of city Annual work plans Seasonal projects Change Facili'tatorsliC DOES SERVICE COST = SERVICE VALUE? June 1995 Pagel r TIiVIE AVAILABILITY Time management, efficiency Increasing demands on time Working harder, less satisfaction Planning vs. reacting Diversity in cities, new challenges NEW PLANNING APPROACH FOR YOUR CITY'S FUTURE A City's Vision for the community MISSION of City Government Goals of City, how they are different in the 90's How to use and work the City's Goals Implementation strategies Assess community needs Community surveys i Neighborhood focus groups Change Facilitators LLC DOES SERVICE COST = SERVICE VALUE? June 1995 • Page 2 Town Hall Meetings Goal Setting Process ARE WE PROVIDING THE RIGHT SERVICES? What KINDS of services are we providing? Evaluate services - right ones, best approaches? More, different or fewer services? WHAT ARE THE COSTS FOR OUR SERVICES? Elements of cost Expenditures vs. Expenses Today's Unknowns and why they're vital Change Facilitators 11C DOES SERVICE COST = SERVICE VALUE? June 1995 Page 3 WHAT IS SERVICE VALUE? Analyzing performance Measurements of achievement and value Maximizing efficiency New approaches, pros and cons Considerations for Competition for Delivery, pros and cons Types of revenue sources and how to recognize them Basic and Advanced Services RETAIN SERVICE FOCUS AND ORIENTATION Change Facilitators LLC DOES SERVICE COST = SERVICE VALUE? June 1995 Page 4 APPENDIX A A CITY'S VISION FOR THE FUTURE The 5 " W's" WHAT will be developed A Vision for the Community A road map to get there WHY is it needed? To make government effective by active planning process To promote understanding and communication WHEN will it be developed? A schedule for the development A date for adoption WHO will be involved. City Council and Staff Other government, community units ( ?) Citizen, neighborhood groups ( ?) WHERE will the work/retreat be located? Away from daily routine Location conducive for creative thinking, planning Change ange Facilitators LLC DOES SERVICE COST = SERVICE VALUE? June 1995 Page 5 APPENDIX B . DEFINITIONS TO ENHANCE UNDERSTANDING SERVICE a definite, classified, standardized rendering of assistance or provision of goods, utilities, or work authorized by the governing body. PROGRAM a group of services which together form a plan to meet a stated objective. VALUE the economic worth, merit or usefulness of a service. COSTS the economic sacrifices, dollars sustained to provide the service DIRECT COSTS the goods and /or services specifically associated ivith producing another service. (ex. as halt in Street Maintenance, salaries of P employees, purchase of police vehicles) INDIRECT COSTS the costs incurred for a common or joint purpose and necessary to the production of a service. (ex. supervision, building maintenance, insurance) OVERHEAD COSTS the administrative or supervisory planning, direction or p p g overvie , ,\- associated with service delivery. (ex. administrative budget preparation, supervisor oversight, foreperson surveillance) EFFICIENT producing a service without waste of time or energy EFFECTIVE producing a service with the expected results Change Facilitators LLC DOES SERVICE COST = SERVICE VALUE? June 1995 Page 6 APPENDIX C Date: Proposed by: SERVICE ANALYSIS CHECK LIST City of Service Title or Description: justification for service: Costs involved to provide the new service in house: Direct costs: (ex. personnel, materials, equipment, etc.) Indirect costs: (ex. supervision, building maintenance, insurance, etc.) Overhead costs: (ex. administration, supervisory, billing, payroll, etc.) Costs involved in overseeing the service if delivery contracted to another party: Sources of Revenue: Staff Approval /Date: Council Approval /Date: Review /Evaluation Date: t ►t e c ut - s venue Forth Minneapolis, MN 55427 -1241 (612)536 -8812 Change g F u tl it o► LLB 4124 Quebec A p 31 City of Brooklyn Center • City Council Goal Setting Session May 18, 1995 I. Issues and Opportunities II. Short-Term Issues and Opportunities III. Highest Priority - Top 7 Issues and Opportunities • • I � I � Issues and Opportunities i 3 City of Brooklyn Center • City Council Goal Setting Session Issues and Opportunities May 18, 1995 Goals Votes short Tap 7 Term Upgrade various City physical facilities by initiating a bond issue 1 X Recruit and hire a new city manager X Recognize staff as professional and empowering them with the resources X to do their jobs and fulfill the goals Have staff continue to provide adequate information to the Council to X make prudent decisions Develop a five -year strategic plan and focus efforts on the plan [with 6 1 annual update retreats] Revitalize the City's housing stock 6 2 [overall economic development] Reexamine and define the "role" of the City [i.e. what services to 5 3 • provide] Increase communication team spirit at the Council and top management 5 4 level Become more user friendly placing high emphasis on treating the citizen 5 5 as a customer [friendly and responsive City Hall] Enhance the City's public image 5 6 Develop or locate alternative funding for City services 5 7 Initiate a cost/benefit analysis of existing and potential City services 5 Address the changing demographics and diversity in the City 4 Replace the City's infrastructure 4 Increase legislative clout 3 Address the City's crime & violence issues 2 [through expanded citizen involvement] Take on a more active role with the LMC and other regional public 1 organizations • Become a key player in new technology (such as the Super Highway) as 1 pertains to City services Enhance communication and collaboration with other jurisdictions and the 1 general public Expand and remodel Brookdale City Council Goal Setting Session Page 2 Issues and Opportunities May 18, 1995 Goals votes short Top 7 Term Improve communication with the City's citizens Revitalize Brooklyn Boulevard Determine the level of human services the City will provide [more clearly define the changing role of cities] The need to have a cooperative, smooth running City with the Council and City Manager communicating that fosters team spirit with a positive working environment • II • Short -Term Issues and Opportunities • 3 City of Brooklyn Center • City Council Goal Setting Session Issues and Opportunities Short Term May 18, 1995 1. To upgrade various City physical facilities by initiating a bond issue 2 To recruit and hire a new city manager tY g 3. To recognize the staff as professional and empowering them with the resources to do their jobs and fulfill the goals 4. Staff to provide adequate information to the Council to make prudent decisions • • III � Highest Priority -Top 7 Issues and Opportunities • 3 City of Brooklyn Center • City Council Goal Setting Session Issues and Opportunities Highest Priority - Top 7 May 18, 1995 1. To develop a five -year strategic plan and focus efforts on the plan [with annual update retreats] 2. To revitalize the City's housing stock [overall economic development] 3. To reexamine and define the "role" of the City [i.e. what services to provide] 4. To increase communication team spirit at the Council and top management level 5. To be more user friendly placing high emphasis on treating the citizen as a customer [friendly and responsive City Hall] 6. To enhance the City's public image 7. To develop or locate alternative funding for City services • • BROOKLYN CENTER PLANNING WORK SESSION AGENDA • JULY 21, 1993 6:00 -6:45 p.m. MISSION STATEMENT The Council will draft one sentence describing the reasons we are incorporated as a City and what the functions of a City should be. This will also serve to set the broadest overview of policy setting objectives. set, the Council will draft a second sentence which articulates the governance philosophy the Council will use when making decisions that carry out those functions. 6:45 -7:00 p.m. PRIORITY REVIEW Three years ago the City Council established priority rankings of the major issues facing Brooklyn Center. The Council will review priority rankings, amend them if needed, and affirm them if desired. 7:00 p.m. DINNER 8:00 -9:30 p.m. VISIONING EXERCISE • Each Councilmember will be asked to envision how they would like the community to look and what will be the positive changes that people will be reading about Brooklyn Center in the Year 2000. Each item and idea will then be grouped under the priority categories j established in the priorities review. I POLICY FORMATION Simple declarative sentences that spell out the public policy of one p P P Y particular function, issue, or procedure will be drafted by individual Councilmembers. The Council would then discuss and amend those policy declarations and attempt to reach consensus on the principles and wording. • a STATUS OF 1992 BROOKLYN CENTER PRIORITIES NOVEMBER 1992 The City Council carried over priorities from the 1991 process into 1992. At some time in 1993 these priorities should be reviewed and updated. The current listing of priorities is as follows: 1. Crime /Drugs 2. Budget /Finances 3. Housing 4. Communications 5. Economic Development /Redevelopment 6. Public Facilities 7. Demographic Changes CURRENT STRATEGY STATUS REPORT: 1. CRIME /DRUGS • a. Drug Education /Prevention Programs. The D.A.R.E. (Drug Awareness Resistance Education) is in its fourth year operating in all four school districts within the community serving 5th and 6th graders. Two of our officers spend part time in these schools teaching this program from September to June, during the normal school session. This program continues to have a high acceptance level and enthusiastic support of the school districts, the Police department and the community. The Joint Powers Drug Enforcement Program (Brooklyn Center, Brooklyn Park, Coon Rapids and Maple Grove) is in its fourth year of operation and is continuing its high quality efforts. Over the time of its operation it has an excellent reputation with the courts and the Police departments and the communities involved. Its existence and activity is well noted by the criminal community and is serving as an effective deterrent to organized drug activity. The first nine month of 1992 have shown a significant decline in serious crime rates (part one crimes) . . Part one crimes are the more serious crimes and they have dropped seven percent over the first nine months and the less serious crimes have dropped one percent for a total crime drop in all categories • of four percent. -1- i This summer Brooklyn Center opened up the Humboldt Substation • for the Police Department and it is fully operational manned by COP officers and volunteers. Early indications are this is going to be an affective tool for the Police Department and the Community in communicating with the citizens in this area and addressing the fear surrounding those crime issues in the area. The Police Department is also working with the Brooklyn Park Resource Center on 73rd and'Noble just into Brooklyn Park. This Community Resource Center is serving the citizens of the northwest corner of Brooklyn Center in a similar manner as the Humboldt Substation. b. Crime Prevention Program. We currently have approximately 75 Crime Watch-groups active in the community. This is up from 43 in 1991. Our Crime Prevention Officer is working closely with the newly organized and reconstituted apartment owners group to work with them on solving crime problems in their apartment complexes. They are working with this group to modify our trespass laws to allow more flexibility in handling problem tenants and their guests. C. Domestic Abuse Intervention Program (Project P.E.A.C.E.). This program is in transition in 1992. Because of budget • pressures we changed from providing this service through our own personnel to contracting for these services. We also solicited other Police Departments in the area and Robbinsdale, Maple Grove, Champlin and possibly Crystal will be joining us in this program in 1993. The new joint powers group will contract with the Peacemaker Center for this service and the new director of the program, Lisa Growette, will be working with the individual cities and setting up a group of volunteers. Volunteers from the member communities will assist each other when the regular volunteers are not available. The program has worked very affectively to increase our level of service this year and we are looking forward to an even better year in 1993. d... Youth Outreach Program. This year we contracted with INVITE to provide service to troubled youth to divert them from gang and other illegal activities. This program is working out of the Firehouse Park building and in 1993 state funding will run out. The budget calls for financing this program out of General Fund proceeds in 1993. • -2- e. Crime Prevention Fund. • The Crime Prevention Fund enters its 12th year of service to the community. This is a private, non - profit group which offers rewards and "buy money" for use by the Police Department and complements Police Department activities where public funds cannot be expended. They have over the years, and again this year, worked closely with the Drug Awareness Commission, D.A.R.E. program and other community groups to supplement crime prevention; D.A.R.E. and drug awareness efforts. 2. BUDGET /FINANCES a. Legislative Efforts. City staff members and members of the City Council have and will continue to lobby our State legislators to emphasize the need to stabilize State fiscal policy as it relates to local government finances and aid. We again this year tend to promote and encourage enactment of a fiscal note process which will hopefully control mandates by the State and local governments. Through the lobbying efforts of the North Metro Mayors Association, the State League of Cities and the Association of Metropolitan Municipalities efforts in a wide number of areas will be made to assist cities in their • financial situations. The current mix of taxes produces an imbalance of revenue flow from the metro area to outstate communities at the expense of the metropolitan suburban communities. It is our intention to work with various lobbying efforts to gain more equitable treatment in the future. b. Financing Housing Programs. In 1991 the Housing Implementation plan suggested the cities seek legislative changes authorizing additional funding sources to implement Brooklyn Center's housing program. As a part of that effort the state legislature removed levy limits which will allow the City Council to consider an increased levy for economic development and housing purposes. The State legislature also authorized Brooklyn Center to seek a referendum of the citizens to implement a 1% tax on liquor and food sales through restaurants. Unfortunately this referendum initiative failed in this falls election. C. During 1992 the Brooklyn Center City Council approved the establishment of a permanent advisory commission called the Financial Commission. They empowered this commission • -3- to review the budget and fiscal policies. This • commission, in conjunction with the City employees developed a "Prioritization Process" which was designed to evaluate General Fund expenditures and make suggested cuts or revenue enhancement which would total at least 10% of the City Is General Fund budget ($1,100,000), The resulting prioritization recommendations suggested four priority categories for implementation, should it become necessary, totalling revenue enhancement or expenditure reductions of $1,723,01f. 3. HOUSING a. Early in 1992 the City Council passed, after recommendation by the Housing Commission, the extension of the housing maintenance code to include commercial/ industrial buildings and sites. We now have ordinances which will allow us to enforce the same housing standards for commercial/ industrial buildings as we do have for residential buildings. b. Apartment Buyout Program. In 1992 the City Council authorized the purchase of three apartment buildings /complexes. At this time one four plex has been purchased at 6715 Humboldt Avenue. We are • in the process of negotiating the final terms for the purchase of a four unit apartment complex at 6637 Humboldt Avenue and an 18 unit apartment complex at 65225 Willow Lane. C. Housing Revitalization Program Initiatives. 1. Staff has met with HUD, MHFA and Marquette Bank Brookdale in an attempt to work out a program for allowing renters to purchase single family dwellings. After working with MHFA the Council decided to contract with Vicki Murray to develop a program which will assist us in implementing this program through a marketing and education process. 2. EDA /HRA staff has worked with the Engineering department in a series of meetings which led to the approval by the southeast area neighborhood advisory committee to proceed with a preliminary report on a comprehensive street and utility reconstruction program in this neighborhood. d. Community Development Department. The City Manager's 1993 proposed budget recommends, with Financial Commission concurrence, the merger and • -4- consolidation of the Planning and Inspections department • and the EDA /HRA department. This proposal will save the General Fund budget approximately $50,000 annually and will consolidate redevelopment planning and inspection efforts into one department to facilitate coordination and implementation of more effective redevelopment programs. e. Group Home Siting Process. .t In 1992 the Planning Commission recommended and the City Council adopted changes in our zoning ordinance which modify the siting process for group homes. The process was modified 'to make the City's zoning ordinance consistent with the State mandated licensing process for these type facilities. 4. COMMUNICATIONS The 1992 City Manager's proposed budget calls for the hiring of a professionally qualified individual, part time or by contract, to coordinate the City's communications efforts. In 1992 the City Council commenced telecasting of all City Council meetings. In 1992 the City instituted, as recommended by the Communications Task Force, an employee newsletter. • 5. ECONOMIC DEVELOPMENT /REDEVELOPMENT In the summer of 1992 the City Council approved a three city business retention and development program. The joint powers agreement between Blaine, Brooklyn Park and Brooklyn Center contracted with the professional group to conduct the first phase of the project. Phase I involves surveying various elements of our business community regarding their activity, types of business, material used, training and education needs, and other business data. Teams of interviewers personally visit each business to follow up on a mailed out survey and complete the survey. The business advisory council will be set up to analyze the data from the survey and members of the education community (K -12, community college and vocational college) will serve on the advisory committee and assist in interviewing. The City Council has also authorized a redevelopment study for Brooklyn Boulevard. The current comprehensive plan for Brooklyn Boulevard has not been affective in encouraging redevelopment. The current study is approximately 500 complete and the first draft of the report is due by the end Of 1992. • -5- 6. PUBLIC FACILITIES • Currently the City Council has placed on hold consideration of public building and facility expansions in the area of: City Hall /Police Department, Fire Station remodeling, senior citizen drop in center, ice arena feasibility, park and trail system development in the Twin Lake area, and other trail segments as a part of the bike and pedestrian trail system plan. These improvements have been placed on hold because during 1992 and Possibility 'into 1993 the financial picture for State aid and the stagnant economy makes pursuing a bond issue election for these type projects questionable. Staff has completed most preliminary studies on these projects and awaits the Council's decision. The City Council, as a part of reviewing the Twin Lakes park concept plan did acquire through platting a nine acre site adjacent to the Soo Line tracks and on the south end of the north bay of Twin Lakes. In addition the City Council purchased the only occupied site adjacent to the platted property thus almost completing the purchase of the expanded park site on the south end of the north bay of Twin Lake. 7. DEMOGRAPHIC CHANGES Currently the City Council and staff are awaiting the final • detailed figures from the Census Bureau to conduct further demographic analysis for Brooklyn Center. • -6- X .:' GOAL /OBJECTIVE DIVERSITY To achieve an open - minded and enlightened community that works and lives together in harmony without prejudice, Brooklyn Center will: • acknowledge and celebrate its diversity of culture, race, gender, disability, religion, age, and sexual preference;* • participate in the Heritage Festival; • provide diversity education for the City's staff, officials, and community; • treat every person with dignity, respect, courtesy, and understanding; and • provide an educational and business atmosphere that allows each individual • to reach his or her full potential. OR • develop an educational ethic that fosters an atmosphere of each individual's full growth potential. * The City's standard statement is we will not discriminate based on race, color, creed, national origin, sex, age, religion, marital status, political affiliation, • disability, public assistance status, or sexual preference. : '.xf .... +inkk{iiCYrii�afti tieiik< - vm L2 CITY OF BROOKLYN CENTER MISSION STATEMENT The mission of the City of Brooklyn Center is to assurer the quality of life for our diverse community by providing the municipal services of public safety, finance and administration, community development, and public works in an effective manner. Synonyms 1 - Assure insure, pledge, warrant, inspire to, aspire to 2 - Effective capable, competent, efficient, efficacious, proficient, practical, functional, sound, cogent CITY OF BROOKLYN CENTER VISIONING EXERCISE • July 21, 1993 PUBLIC FACILITIES/MUNICIPAL OPERATIONS ✓ Revitalization of infrastructure. ✓ Beyond 2011 - All streets will have concrete curb and gutter. ✓ Completion of reforestation/street scape. ✓ Beyond 2011 - All of our sewers will be adequate and have gaskets. ✓ City facilities are in a condition to provide accessibility to persons with disabilities; are safe and comfortable for our employees and residents; and meet the needs to provide services demanded /desired by the public. ✓ Beyond 2011 - A recreation center for seniors and young teens (with an indoor ice arena). ✓ Completion of bike and trail system. ✓ Park trailways integrated between neighboring communities. ✓ Beyond 2000 - Parks totally accessible to all ages, genders, and handicapped with facilities available for everyone. Passive P access for o seniors. rY Rivers and lakes s access' able to bicycles and walkers with resting areas. ✓ Expanded park land for active sports (more female and elderly use). 1 CITY OF BROOKLYN CENTER VISIONING EXERCISE • July 21, 1993 BUDGET AND FINANCE /ADMINISTRATION .1 ✓ City finances be more in control by city council. ✓ Finance - The federal government has come to the ' realization that local government (cities) is the best choice to spend tax dollars and finally gives the type of government that is closest to the people the money to provide the services and facilities they need. (Eliminates a lot of wasted "handling charges" along the way.) ✓ The state, the citizens invest in their city. Support services with resources. ✓ The City has adequate funding sources to meet the needs of services desired by the community. ✓ City as available at tY least two additional revenue sources. ✓ The City works cooperatively with other communities to provide services at a lower cost while maintaining high levels of service. ✓ Greater use of intercommunity service provision and cooperation. ✓ The City places a high priority on customer service /satisfaction in provision of all services. ✓ The City as an employer is appealing to highly qualified and desirable applicants. • -2- CITY OF BROOKLYN CENTER VISIONING EXERCISE • July 21, 1993 PUBLIOCREWE SAFETY ✓ Brooklyn Center has #1 police force in metro area. of 2000 - Crime rate goes down for eighth year in a row. ✓ Eve citizen Every of Brooklyn Center has the right to live free from violence and other crime. It is the policy of the City of Brooklyn Center to devote resources and training, and to encourage programs that promote peaceful, harmonious living. ✓ Residents will have a reduced fear of personal safety when living in and moving about the community. • ✓ 2000 - Any person will be free to go anywhere in the city at any time of day alone. ✓ Crime /Drugs - 1) Continue to educate the children to get a drug -free environment (DARE); 2) Keep up with the aggressive approach on crime in our community, making it NUMBER tY ONE; 3 g Pass gun -control laws. s ✓ An educated, younger citizenry, who resist drugs, gangs, etc., that are capable of making good decisions. Adequate police officers to control crime. Domestic violence almost nonexistent. Vandalism at a minimum; ditto, shoplifting. Youthful offenders required to perform hours of community service. • -3- CITY OF BROOKLYN CENTER VISIONING EXERCISE • July 21, 1993 DIVERSITY ✓ Celebrate cultural diversity. ✓ Celebration of diversity. ✓ The community is diverse but works together and lives -side by side in harmony. ✓ Diversity - An open- minded community that is willing to accept everyone as an equal, regardless of race, age, gender, handicap, or sexual proclivity. ✓ 2011 - Brooklyn Center will celebrate its 20th and best -ever Heritage Festival. The sharing of diverse cultures will make it seem like a world's fair. • -4- CITY OF BROOKLYN CENTER VISIONING EXERCISE • July 21, 1993 COMMUNITY DEVELOPMENT Housing, Economic Development, Communications ✓ Beyond 2011 - The housing stock of Brooklyn Center, while "affordable ", will be above bargain- basement price /quality. ✓ Prospective residents will seek out Brooklyn Center as a desirable place to live, raise a family, work, go to school, etc. ✓ 2000, Housing - Adequate, clean, attractive, affordable housing for all citizens. ✓ Home values go up from redevelopment and rehabilitation. ✓ Fewer rental units in Brooklyn Center now; make room for single- family • housing. ✓ 2000, Housing - The need to address improving housing stock: 1) Affordable, seniors and young families; 2) New development of houses for large families (4 bedrooms and up); 3) Apartments, clean up; 4) Code enforcement of older homes. ✓ The housing stock, even though aging, is maintained in good condition. ✓ Defined, preserved neighborhoods accommodating all income levels. ✓ 2011 - We will have an ideal balance between single - family and multi - family residences. ✓ Beyond 2011 - Brooklyn Center will have at least two "quaint" areas: one a residential neighborhood of some type and one a shopping area. -5- f CITY OF BROOKLYN CENTER VISIONING EXERCISE • July 21, 1993 ✓ Image that ties the whole community together as Brooklyn Center - building 1 Y ing styles, es, street sca P a , etc. ✓ Brooklyn Center's image attracts new families and business because of its close - knit community atmosphere. •srhero. ✓ Business - A united business community that participates and contributes to the city and takes an active role in both development and redevelopment. One that actively pursues the relocation of new prime business /company relocation to Brooklyn Center. ✓ Revitalized Brookdale area. ✓ Brooklyn Boulevard becomes a shopping, eating, strolling attraction for metro area. ✓ 2011 - Brooklyn Boulevard and will look good. It will have a pedestrian scale and unity. The home occupations and single- family residences will have moved. ✓ Businesses are attracted to Brooklyn Center because it provides a stable work force, safe environment, good transportation access, affordable taxes, etc. ✓ Historical preservation. ✓ Diverse commerce. ✓ 2011 - Our senior_ center will have room enough for functions of various kinds and will have decor of old Hahn House. ✓ Emphasis of Mississippi River as asset. ✓ One school district for Brooklyn Center. i -6- CITY OF BROOKLYN CENTER VISIONING EXERCISE • July 21, 1993 ✓ 2000 - Every residence will be within a five minute walk of a beautifully landscaped bus -stop shelter. ✓ Transit allows free movement anywhere within Brooklyn Center without cars: Dial a Ride; Hubs, Intra Suburban Connections. ✓ Transportation between neighboring communities. ✓ Residential involvement in government process. ✓ Continue biannual planning process. Community survey every five years. ✓ Less government; more joint powers. ✓ Update (review) Year 2000 Report. • ✓ Communications - An informed citizenry that feel free to speak their minds at public /private meetings and to offer their experience /opinions. ✓ Citizens participate in Brooklyn Center civic life and decisions more than any other community. ✓ Communication - NOW 1993 - 2011 - Finally get the media to recognize us as Brooklyn Center, not Brooklyn Park! ✓ Residents and businesses feel informed about what's going on in City government. -7- M ECIE s ;Yf COLLABORATIVE PLANNING FOCUS GROUPS INTERACTIVE LEARNING ai E t f Al � Y . Y {4 �� " City of f BROOKLYN CENTER 1990 PLANNING SESSION Submitted by: Jim Brimeyer Deborah Bennett -Leet MAPPING STRATEGIES i • r _ Deborah Bennett -Leet • 2425 W. Co. Rd. C2, Suite 226, Roseville, MN 55113 • (612) 636 -1354 CONTENTS SessionGoal s ..................:................................. ............................... SessionOverview ....................................... ............................. :. ......... 2 Results from Vote #1 Scale vote: • Strategies' Ratings Results from Vote #2 Matrix: • Criticality Ranking of Priorities • Level of Satisfaction of each set of Strategies • Recorded Comments from Group - Group Home Siting Process - Budget/Finances and Property Tax Change l APPENDIX Participants and Subgroups ................. ............................... Priorities and Strategies .... ............................... ............ A -2 Explanation of Group Support rt T _ P PP ethnology ................... ............................... A -3 Results of Vote #1: Strategies Ratings ...................................................... A-4 • Group Average • Subgroup Comparisons Results of Vote #2: Priorities and Strategies Ratings • Priority Ranking of Seven Major Issues - Group Average - Subgroup Comparisons • Level of Satisfaction for Seven Sets of Strategies - Group Average ' f - Subgroup Comparisons 1 • Matrix - Combination of Two Votes - Group Averages - Subgroup Comparisons • Matrix - Subgroups' Summary Maps • CITY OF BROOKLYN CENTER 1990 PLANNING SESSION SESSION � GOALS: 1. TO REAFFIRM THE PRIORITIES previously established during the 1989 planning session fie and later condensed by the City Council. 2. TO INCREASE THE UNDERSTANDING of the group regarding the content and status of priorities and their corresponding strategies. 3. TO ESTABLISH A FRAMEWORK which to build upon for the 1991 Planning Session. SESSION OVERVIEW Brooklyn Center's 1990 Planning Session was held on May 3, 1990, 6:00 p.m. - 10:00 p.m., at the Earle Brown Heritage Farm Center. A total number of 38 members from the city council, advisory commissions, city staff and other key community leaders participated in this year's city planning session. Prior to the session, city manager Jerry Splinter attended several meetings in which he provided background information to the city commissioners on the seven major city priorities and their corresponding strategies for achieving priority objectives. These seven priorities were a result of the 1989 Planning Session in which 42 issues were prioritized and then later condensed by the City Council. PHASE Following an informal dinner, facilitator Jim Brimeyer and Jerry Splinter reviewed each priority and its corresponding strategies. Using Group Support Technology and individual computerized keypads, the participants then entered their level of satisfaction for each strategy using a scale vote of 1 -9. In order to maximize the time available, the group's feedback was instantly displayed on a large screen and the group only discussed those strategies which received an average "vote" of 5 or less. Comments were saved on a flipchart for future reference. A total number of 30 strategies were rated. PHASE II t Again using the computerized keypads, the participants prioritized the seven major priorities and then secondly, scale -rated each set of corresponding strategies. The computer's software integrated the two votes into an X -Y matrix. These results were displayed and various viewpoints were shared and discussed. TOTAL SESSION VOTES = 2,204. PHASE 111 The City Council will meet with Jerry Splinter, Jim Brime er and Deborah Benn - ett Leet to further review the results. Implications of the data will be discussed and appropriate action steps decided upon. SUMMARY Brooklyn Center's 1990 Planning Session provided an opportunity for city leaders to get M together informally, as well as to exchange viewpoints and provide valuable input which will help direct the city's on -going strategic planning process. -2- CITY OF BROOKLYN CENTER VOTE #1 Voting Results on Each Priority Strategy Group and Subgroup Averages What is Your Level of Satisfaction? 1 ............. .......5......................9 Lowy Moderate High SUBGROUPS Advisory Council Commission Other Staff Rank Strategy Group #1 #2 #3 #4 1. CRIME/DRUGS I. A- Drug Education/Prevention Programs 7.9 7.8 7.4 8.9 8.0 2. E - Crime Prevention Fund 7.5 8.4 7.7 6.8 7.4 3. D- Battered spouse/Youth Program 6.9 6.8 6.8 6.8 7.2 4. C- Crime Watch Program 6.8 7.8 6.1 8.3 6.0 5. B - Drug Task Force 6.7 7.2 6.1 6.8 7.3 6. F - Police Master Plan Update 6.2 6.6 5.5 7.3 6.1 2. HOUSING I. C - Subsidized Elderly Housing 6.3 6.6 6.1 7.1 5.9 2. B - Housing Rehab Program Initiatives 6.2 5.8 6.7 5.1 6.6 3. D- Coordinated Housing Maintenance Program 6.2 5.8 5.9 6.3 6.8 4. A- Maint. Code for Commercial/Industrial Bldgs. 5.9 6.2 5.9 4.3 7.1 5. E - Group Home Siting Process 5.0 5.0 3.9 6.0 5.9 3. BUDGET /FINANCES I. C - Attemative Revenues Sources 6.5 6.2 6.4 7.4 6.1 2. E - Financing Various Housing Programs 5.8 6.0 5.4 6.5 5.9 3. D- LGA Funding Equity 5.3 3.4 5.3 6.5 5.3 4. A - Legislative Impact 5.0 5.2 5.1 4.8 5.0 5. B- Property Tax Change 4.9 4.2 5.3 4.9 4.8 4. ECONOMIC DEVELOPMENT/REDEVELOPMENT 1. B - Maint. Code for Commercial/Industrial Bldgs. (See Item 2A) 6.6 6.4 6.8 5.8 6.9 2. A- Improve Business Climate 6.4 7.4 6.4 6.1 6.2 3. C - Complete Formal Dev./Redev. Process/Policy 5.9 6.2 5.9 5.8 5.9 4. D- Examine Feasibility of Development Projects 50th & France, 69th & Brooklyn Boulevard, Lynbrook Bowl Areas 5.7 5.2 5.7 6.6 5.2 5. COMMUNICATIONS 1. A - Evaluate Expansion of City Newsletter 6.3 3.8 6.7 6.4 6.9 2. D - Inform Public Regarding Redevelopment Projects 5.5 4.8 4.9 5.1 6.9 3. C- Improve Effectiveness of Newspaper Coverage 5.4 2.2 6.2 6.4 5.2 4. B - Evaluate Expanded Use of Cable Television 5.3 4.0 5.3 5.6 5.7 6. PUBLIC FACILITIES 1. B - Review Park Dev./Redev. Expansion 6.5 6.2 6.7 6.3 6.7 2. A - Review City Building Needs 6.1 6.8 6.3 6.1 5.3 7. DEMOGRAPHIC CHANGES 1. C - Recreation & Parks System Impacts 6.4 5.8 5.9 6.5 7.3 2. A - Housing Impacts 6.2 6.8 6.0 5.5 6.9 3. D - Evaluation of Aging Population Needs 5.9 5.4 .5.5 6.3 6.7 4. B - Senior Citizens Drop -in Center 5.7 5.4 5.7 5.6 6.1 -3- CITY OF BROOKLYN CENTER VOTE #2 SUMMARY VOTING RESULTS • Priority Ranking: 2 VOTES WHICH PRIORITIES ARE MOST CRITICAL TO ADDRESS? • Strategy Satisfaction: WHAT 1S YOUR LEVEL OF SATISFACTION FOR EACH SET OF PRIORITY STRATEGIES? 100 A P R 75 B I C O 50 R D 1 25 E G F T Y 0 1 3 5 7 9 FSTRATEG.Y SATISFACTION PRIORITY OF ISSUES Advisory Council Commission Other Staff Rank Strategy Group #1 #2 #3 #4 1. A - Crime/Drugs 89 100 90 65 87 2. 8- Housing 63 57 64 69 60 3. C - Budget/Finances S4 63 46 54 60 4. D- Economic Development/Redevelopment 44 47 47 36 43 5. E- Communications 40 60 41 42 27' 6. G - Public Facilities 17 26 31 67* 37 7. F - Demographic Changes 37 22 7 32 31 7* *Subgroup differences greater than 25% points. STRATEGY SATISFACTION 1- A- Crime /Drugs 7.1 7.6 6.9 6.6 7.7 2. B - Housing 6.3 6.4 6.5 6.4 6.0 3. D - Economic Development/Redevelopment 5.9 6.0 6.1 5.3 6.3 4. F - Demographic Changes 5.9 72 5.2 5.6 6.6* 5. G - Public Facilities 5.4 6.0 5.5 6.5 3.9' 6. C - Budget/Finances 5.4 5.0 5.4 4.9 62 7. E - Communications 5.1 5.0 4.5 4.6 6.5 *Subgroup differences greater than 2 points. -4- COMMENTS Recorded on flipchart for those strategies receiving group average 9 g g p r ge of 5 or less Priority. Housing Strategy. Group Home Siting Process Ratings: Group 5.0 Council 5.0 Ad Commission 3.9 Other 6.0 Staff 5.9 COMMENTS Possible reasons for receiving a lower vote from some participants: - Dislike scattering ithin neighborhoods 9 and schools. - Recent history with Kelly House - Lack of local control - Time to correct ordinances - Brooklyn Center carry fair share - Designing ordinances to deal with specific situation is objectionable - Dual diagnosis Chemical dependency - Disabled /mentally ill - Knowledge of options Priority: Budget/Finances Combined Comments from 2 Strategies: Strategy. Legislative Impact Ratings: Group . 5.0 Council 5.2 Ad Commission 5.12 Other 4.8 Staff 5.0 Strategy. Property Tax Change Ratings: Group 4.9 Council 4.2 L Ad Commission 5.3 z Other 4.9 Staff 4.8 -5- COMMENTS Possible reasons for receiving a lower vote from some participants: - Frustration - Situation - Council /City With other cities - State legislators: Suggestion -- legislators should be invited to planning sessions - Lack of coordinated effort by cities Politics vs. merit Too much opposition to- cities Cost to note process - Cities perceived as "special interest" group - More feedback to citizens r -6- STATUS OF 1990 BROOKLYN CENTER PRIORITIES SEPTEMBER 1990 In July of this year, the City Council reviewed the results of our 1990 Planning Session and approved the following priority listing: 1. Crime /Drugs 2.. Budget /Finances 3. Housing 4. Communications 5. Economic Development/Redevelopment 6. Public Facilities 7. Demographic Changes Attached please find copy of a report on the 1990 Planning Session. This report includes tables indicating the results of polling or voting on each priority strategy by group in subgroups and summary results of priority ranking and strategy satisfaction on pages three and four. City Council reviewed the results of the Planning Session and established the above priority listing. CURRENT STRATEGY STATUS REPORT: 1. Crime /Drugs a. Drug Education /Prevention Programs. The primary program in the area of education prevention is the D.A.R.E. (Drug Awareness Resistance Education) program. In June of 1990, we graduated 657 5th and 6th graders in this program from the four school districts serving Brooklyn Center. We have two police officers spending portions of their time in our grade schools starting in September and finishing in June. This is a basic continuation of last years' D.A.R.E. program. We have heard nothing but positive responses from parents, school officials, and a community with regard to this program. We are evaluating, as a part of the 1991 budget, whether or not to extend the D.A.R.E. program in the lower grades of our elementary schools. A Joint Powers Drug Enforcement Program (Brooklyn Center, Brooklyn Park, Coon Rapids, and Maple Grove) is now nearing he end nd of its first year and has also been a very effective program and has received state -wide attention as a model of how to operate this type of program. This summer the City Council received and approved the Humboldt /Camden Task Force Report. This task force was made u p of from property owners, businesses, school, and the Brooklyn Center representatives -1- Department to review crime and drug activity in this area. The use of foot patrols by our Police Department has proved effective. We will be continuing this effort plus others to address crime problems in the area and the whole community. The City Council asked the staff to develop an implementation plan based on the Drug Task Force report and report back to the City Council by November 1, 1990. b. Drug Awareness Task Force. The. City Council passed a resolution at its June 11, 1990, meeting establishing the Drug Awareness Task Force as an official City commission to be named the Drug Awareness Commission. This commission will hold its first meeting in October 1990, as an official City commission. c. Crime Prevention Program. We currently have 43 crime watch groups active in the community. Additional personnel are being requested to maintain and expand crime watch groups. The Police Department is working with the EDA, Planning & Inspections, and Health Department to assist owners of rental property in handling problem tenants. This group also works together to enforce our rental property licensing ordinance on problem rental property owners. d. Battered Spouse/Youth Program. Brooklyn Center's battered spouse program received a setback this summer as Ann Marshall, its heart and soul, retired from "activity duty ". Our Police Department was directed by the City Council to develop an interim staffing plan. The department transferred Rochelle Kohagen to lead the battered spouse program replacing Ann Marshall on an interim basis for the remainder Of 1990. Rochelle is currently expanding the list of volunteers to assist in the battered spouse program, and developing the battered youth program which appears could be coordinated with the battered spouse program. e. Crime Prevention Fund. The Crime Prevention Fund is proving to be a very effective tool in Providing complimentary funding and support for various Police Department and community activities. They are working with the Drug Awareness Commission, the D.A.R.E. program, and other community groups to supplement their efforts in the area of crime prevention and drug awareness. f. Police Master Plan Update. Brooklyn Center Police Master Plan has been updated and reviewed as a part of the 1991 budget process, budget proposal includes a request for additional police personnel in the areas of crime prevention, D.A.R.E. program K -4, and the patrol division. 2. BUDGET /FINANCES a. Legislative Efforts. -2- City staff and members of the City Council will be reviewing with our State legislators the urgent need to stabilize the fiscal policy of the State as it relates to municipalities. We will be encouraging enactment of the fiscal note process which would control mandates by the State on local government by encouraging them to provide funds for whatever mandates are issued. We will also be working with the State League of Municipalities and the Metropolitan Association of Municipalities to inform our legislators of the need to correct an imbalance on State local government aid, fiscal disparities, and other related tax. The current mix of taxes produces an imbalance in revenue flow to outstate communities at the expense of metropolitan area communities, especially the suburbs. b. Financing Housing Programs. The Housing Implementation Plan approved by the City Council this summer points out the need to seek legislative change authorizing additional funding sources to implement an effective housing program from Brooklyn Center. Council has instructed the staff to prepare necessary information and documentation to justify legislative action. 3. HOUSING a. The City Council has directed the staff to prepare final draft of modifications to our Housing Maintenance Code of Brooklyn Center to include commercial and industrial buildings and sites. We expect to have a proposed ordinance for Council considersation before the first of the year. b. Housing Revitalization Program Initiatives. - 1. Staff is to overhaul Housing Rehab Program administrative rules and regulations. 2. Staff has held initial meetings with H.U.D., MHFA, and Marquette Bank Brookdale to review feasibility of affordable financing for single - family home revitalization projects. 3. Staff is developing a process for educating and involving neighborhoods in our housing revitalization programs. Starting in the southeast neighborhood we will be meeting in September 1990, with members of their neighborhood advisory committee, crime watch groups, and the Housing Commission to assist us in developing this process. C. Subsidized Elderly Housing. Council approved this summer the Housing Implementation Plan which reviews and evaluates all the elderly housing and service needs, and it will be included as a part of our planning process in the future. d. Coordinated Housing Maintenance Program. -3- Recently, an ad hoc committee composed of representatives of the Police Department, Planning & Inspection Department, EDA, Health Department, and City Attorney's office completed its first year of operation. In this first year,. it laid the ground work for enforcement of our housing maintenance code on sites which have, in the past, proved particularly difficult. I am pleased to announce that through the efforts of this committee we have made progress in handling these most difficult sites: 1. 5300 block of Emerson: A homeowner was taken to court on numerous code violations and received two 90 -day and $700 fine sentences. If he comes in compliance with our codes by a court specified date, the sentences will be dismissed. He has removed two large truck loads of debris from the property and improved yard maintenance. We will be reporting to the court on his further progress. 2. 5900 block of Camden: A homeowner received court orders to cooperate with City inspectors, remove debris, reinstall a furnace and reconnect their water supply. 3. 4700 block of Lakeview: _A homeowner was ordered to remove junk and debris under a sentence of 90 days and $700. 4. 6800 block of West River Road: A homeowner has improved their property maintenance after a court appearance. 5. 6200 block of Brooklyn Boulevard: We are currently going to court over property maintenance, junk car and debris, and various zoning violations. e. Group Home Siting Process. The Planning Commission is currently reviewing the ordinance study by Resolution, Inc. and is evaluating the options presented by this study. Because of the difficulty and complexity of this question, the Planning Commission is taking more time than originally anticipated and would expect to recommend a proposed ordinance by the end of 1990. 4. COMMUNICATIONS a. Communications Audit. The City Council received a Communications Audit prepared by Coleman and. Christison, Inc. which evaluated Brooklyn Center communication processes. The audit recommended the following: 1. A computerized complaint system for logging and assigning citizen complaints. 2. The hiring of a full or part -time professionally qualified individual to overview and professionally direct the City's comet Y communication's efforts. -4- 3. Develop an employee newsletter to improve communication with the employees regarding various City activities. 4. Formalize training of all senior staff in the area of written and video communication. 5. Expansion of the City newsletter from six times per year to twelve times per year and develop a new "reader friendly" format. The report also recommends the mailing of the newsletter so as to reach the apartment and business community, as well as the single- family residential community. 6. Set up a phone hotline which will give recorded messages on "issues of the week ". The application of new technologies would allow citizens to call this hotline and choose from a menu of different issues which they would like to hear more about. The City Council has authorized an ad hoc citizens task force to review the recommendations of this audit. Also included in this review would be the need or desire to cable telecast council and /or commission meetings. 5. ECONOMIC DEVELOPMENT/REDEVELOPMENT a. Improve Business Climate in the Community. In October of 1990, the City Council will receive the final draft of a request for proposal (RFP) for the Commercial Industrial Analysis Project. We would expect the analysis to be complete and report to the Council in February, 1991. Upon receipt of this report, the Planning Commission, City Council, and the Housing Commission will be involved in developing a formal development /redevelopment process or policy. As a part of the commercial and industrial analysis project, we are expecting some additional information on potential redevelopment sites in the following areas: 69th and Brooklyn Boulevard, northwest corner of I -694, T.H. 252 and the Mississippi River; 50th and France, the R -7 site south of the Hennepin County Service Center; and the industrial park north and west of Freeway Boulevard and Shingle Creek Parkway. 6. PUBLIC FACILITIES The City Council has requested the staff to review various alternatives for City Hall /Police Department expansion. We would expect a report back to the City Council on this portion of the public facility capital improvements program in December 1990. At that time, the Council will be reviewing the feasibility of setting. up an ad hoc committee to ' review the feasibility of various capital improvement projects. The projects which would be reviewed by this committee, should it be established, would be the City Hall /Police Department expansion, fire station remodeling and expansion, community center expansion (senior drop - in center), feasibility of an ice arena, park system development in the Twin Lake area, completion of remaining segments of master bike and pedestrian trail system, and any other projects the committee may suggest. -5- 7. DEMOGRAPHIC CHANGES a. Senior citizen drop -in center. This was identified as an issue as a part of the Earle Brown Farm Committee's work, and it is included in a eneral study tudy of capital improvement projects for the City of Brooklyn Center which will be before the City Council for consideration,in late 1990. b. Recreation in Park System Impacts. The Park and Recreation Commission completed a review in the comprehensive park study for the southwest quadrant of the community in the area of Twin Lakes, and the commission and the Council have approved an overall bicycle and pedestrian trail system for Brooklyn Center. In September of 1990, the Park and Recreation Commission held a public meeting to review the southwest Twin Lakes park concept plan and the bike and pedestrian trail system. The public reaction was positive to the bike trail system. There was concern expressed by citizens as to the use of the Joslyn site (it's currently being treated for pollution problems) as a public park. Some were opposed to any use of the site as a public park, but there was support for checking into the safety concerns and keeping the option of park use viable. -6- IL r � w SumekAssociates, Inc. LEADER'S SUMMARY MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988 i j i f I .. f s , f LEADER'S SUMMARY MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988 This report and all related materials are copyrighted. The report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allow6d, including for use in training within your organization or for consulting purposes outside your organization. Copyright © 1985, 1986, 1987: and 1988, Sumek Associates, Inc. All rights reserved. I LEADERSHIP WORKSHOP II: MAYOR AND CITY COUNCIL `BROOKLYN CENTER, MINNESOTA I i Table of Contents l ip SECTION ONE: BROOKLYN CENTER POLICY AGENDA — 1988 -1989 Action A nd e z Pending Agenda 4 SECTION TWO: LEADERSHIP WORKSHOP II — SUMMARY REPORT SECTION THREE: TARGETING WORKSHEETS 1 ^ I SECTION ONE I II' BROOKLYN CENTER POLICY — I AGENDA: 1988 1989 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 Action Agenda Pending Agenda _ i SECTION ONE BROOKLYN CENTER POLICY AGENDA: 1988 -1989 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 Action Agenda TOP PRIORITY TARGET ISSUES 1. Redevelop and Revitalize Our Community a. Earl Brown Farm Complete and finalize design Initiate construction: 9/88 b. Redevelopment Strategy with Priorities Develop redevelopment • P strategy Determine priorities Decision: Direction C. 69th and Brooklyn Boulevard Develop redevelopment plan Decision: Direction d. P.U.D. for Redevelopment Develop P.U.D. concept Revise zoning ordinance Decision e. Comprehensive Plan: Review and Revise Review and evaluate current Plan Define community direction Revise Plan Decision: Direction f. Lynbrook Bowl Redevelopment Plan Develop redevelopment plan Decision: Direction Action Agenda Page 2 TOP PRIORITY TARGET ISSUES Continued _ 2. Improve Community Information and Involvement a. Community Survey . Develop survey concept and process . Complete survey . Analyze data . Incorporate into community goal setting b. Community Newsletter: Initiation Review newsletters from other communities Develop newsletter concept for Brooklyn Center . Decision c. Volunteer Recruitment Program . Develop Program concept . Decision d. Manager Newsletter: Expansion Evaluate current newsletter . Explore possible improvement . Develop refinements e. Volunteer Recognition Program Develop program concept Decision f. Newspaper Space for City News Explore options Negotiate with newspaper Decision: Direction g. Brooklyn Center Marketing Program Develop program ,,.brochure, video, slide show Determine funding source Decision Implementation ;i Action Agenda Page 3 TOP PRIORITY TARGET ISSUES Continued tinued 3. Improve Transportation and Traffic Systems a. Traffic Flow: 69th and Brooklyn Boulevard Analyze traffic flow Explore options . Decision: Direction b. I -694: Bridge Widening Complete construction c. 69th Avenue /Shingle Creek Parkway: tud Completion y y p etion • Authorize preliminary design Develop design • Approval d. Brooklyn Boulevard: Left Turn Problem Resolution • Analyze problem • Explore options . Decision e. Senior Transportation System: Evaluation . Evaluate "Hopkins" Taxi System . Determine our community needs Develop our Program with funding Decision: Direction 4. Promote Economic Development and Diversification a. Redevelopment Policy: Complete • Develop policy a • Decision b. Zoning Ordinance: Evaluate and Revise . Evaluate current ordinance . Focus key issues . Revise ordinance . Decision: Direction i L s Action Agenda Page 4 TOP PRIORITY TARGET ISSUES Continued 4. Promote Economic Development and Diversification Continued c. Small Business Retention Program . Develop Retention Program . Work with various groups . Determine funding sources . Decision HIGH PRIORITY TARGET ISSUES S. Provide Social /Community Services a. Housing and Treatment Program + Mentally ill + Chemically dependent b. Senior Citizen Drop —In Center L Determine needs • Determine location Develop Center concept Decision: Direction c. Battered Youth Program • Develop concept • Decision: Direction 6. Maintain /Enhance Quality of Housing Stock a. Housing Impact Study { Complete study . Develop recommendations . Decision: Direction b. Proactive Housing Maintenance /Rehabilitation Program • Evaluation and direction • Develop Program • Determine funding . Decision 1 Action Agenda Page 5 HIGH PRIORITY TARGET ISSUES Continued 6. Maintain /Enhance Quality of Housing Stock Continued c. Target Area Program for Housing Rehabilitation Assess housing problems Define target area . Develop program Decision d. Elderly Housing Alternatives Analyze needs Explore options: "Cluster homes," condominiums Determine funding Decision: Direction 7. Manage Solid Waste a. Recycling Programl Conduct second public hearing . Decision: Program direction b. Public Information Program on Solid Wastel '- Develop program Decision Implementation 8. Enhance Community Safety a. Crime Prevention Fund: Expansion Explore creation of Crime Prevention Fund Work with community Develop concept Obtain funding Decision , b. Police Services: Master Plan Evaluate current organization and Programs Develop Master Plan for future Decision: Direction lIn P } rogress I 1 Action Agenda Page 6 i HIGH PRIORITY TARGET ISSUES Continued 8. Enhance Community Safety Continued C. Neighborhood Crime Watch Program . Evaluate current Program . Explore approaches for Program expansion . Work with community . Decision d. Fire Services: Evaluation and Master Plan Evaluate current organization and programs Develop Master Plan for future Decision: Direction e. Aging Population: Service Needs . Identify special services needs for aging population . Assess impact on current services . Develop approach for responding to needs i Decision 9. Maintain /Enhance Financial Stability of City i There are no projects on the Action Agenda for this Target Issue L OTHER TARGET ISSUES 10. Promote Pride in Brookl n Center { a. Community Pride Program I . Develop city strategy for promoting civic pride . Decision i 11. Enhance Visual Image and Appearance of Brooklyn Center a. Annual Community "Clean —Up" Day Develop "clean —up" concept Work with various groups Determine funding needs and sources Decision Action Agenda Page 7 i OTHER TARGET ISSUES Continued I 11. Enhance Visual Image and Appearance of Brooklyn Center Continued b. Landscape Beautification Improvements . Identify potential projects . Develop projects . Determine funding . Decision 12. Develop Park System There are.no- projects on the Action.Agenda for this-Target Issue 13. Enhance Code Enforcement a. Nuisance Ordinance: Update • Review current ordinance • Focus critical issues Revise ordinance • Decision b. Code Enforcement Program: Image Enhancement L • Develop strategy for modifying image • Evaluate staff needs Evaluate direction • Train staff 14. Maintain /Expand City Facilities a. Upgrade Facilities Maintenance Program Review current Maintenance Program Identify problems and needs Explore options ,• Decision: Direction b. City Hall Expansion Determine space needs: Current and future Explore options Develop design Determine funding Decision SECTION ONE Continued BROOKLYN CENTER POLICY AGENDA: 1988 -1989 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 ( Pending Agenda 1 TOP PRIORITY TARGET ISSUES 1 Redevelop and Revitalize Our Community ( a. 50th and France /Joslyn Pole Yard Redevelopment Develop redevelopment plan Decision: Direction b. Southwest 100 and Brooklyn Boulevard: Redevelopment 2. Improve Community Information and Involvement a. Cable Television Improvement • Improve communication bulletin board updates • Decision b. Cable Broadcasting Public Meetings • Develop concept . Determine resource needs • Decision • Implementation C. " Welcome Wagon" Reestablishment • Evaluate current situation Assess needs • Develop concept • Decision 3. Improve Transportation and Traffic Systems 1 a. Street Replacement Policy and Fund L Review current situation Determine needs Determine funding • Decision: Direction Pending Agenda - Page 2 TOP PRIORITY TARGET ISSUES Continued _ 3. Improve Transportation and Traffic Systems Continued b. Intra -City Transit Service: Evaluation Assess community needs . Explore optional approaches Develop concept, determine funding sources . Decision c. Park -n -Ride Determine needs Revise ordinance for special use Decision d. Suburb -to- Suburb Transportation Study Work with Northern Mayor's Association Determine needs Explore options, develop concept I • . Decision I e. Light Rail: Decision Analyze impact on city Develop city policy position Link to redevelopment Decision: Direction L 4. Promote Economic Development and Diversification a. Create Economic Development Commission • Define purposes, structure, and funding • Decision b. Major Hotel Feasibility Study Complete study Decision: Direction c. Job Creation Program • Explore options • Review others cities' programs Develop job creation concept Determine funding sources Decision ' Pending Agenda Page 3 HIGH PRIORITY TARGET ISSUES 5. Provide Social /Community Services a. Field House Feasibility Study Assess need Complete feasibility study Determine funding Decision b. Battered Spouse Program Develop concept Decision: Direction c. Program Evaluation and Coordination Among Agencies . Identify and evaluate current agencies and programs . Explore ways for better coordination I Decision: Direction . 6. Maintain /Enhance Quality of Housing Stock I a. Housing Maintenance Code (Multi- Family) I Develop code Decision b. Housing Maintenance Code (Single Family) �- Develop code Decision L c. Planned Unit Development (P.U.D.) Ordinance L . Review draft . Decision d. Enforcement Program: Evaluation . Evaluate currenti and activities . Explore options: Refinements . Decision e. "Bad" Building Buyout Program l_ . Developer buyout program concept . Explore methods for resale . Determine funding Pending Agenda Page 4 HIGH PRIORITY TARGET ISSUES 6. Maintain /Enhance Quality of Housing Stock Continued f. Housing Transfer Inspection Program =- . Develop Inspection Program . Work with real estate community . Decision 7. Manage Solid Waste There are no projects on the Pending Agenda for this Target Issue 8. Enhance Community Safety I a. Officer Friendly Program: Expansion . Develop Program concept . Decision II b. Bike and Pedestrian Safety Plan and System I • Develop plan Decision c. McGruff Program: Expansion . Evaluate current Program . Define Program elements . Decision 9. Maintain /Enhance Financial Stability of City a. Cost Effectiveness Study on Commercial /Industry b. Legislative Education c. Alternative Revenue Study . Explore alternative revenue sources . Determine long —Vertu revenue needs . Develop revenue plan L . Decision: Direction d. City Sales Tax (With Cap) . Seek state legislative changes . Initiate City Sales Tax L L Pending Agenda Page 5 OTHER TARGET ISSUES 10. Promote Pride in Brooklyn Center a. All— American City Award Decision: Pursue or not Develop application Work with various groups Develop strategy Obtain award 11. Enhance Visual Image and Appearance of Brooklyn Center I a. Streetscape /Street Lighting Projects + County Road 10 (Brooklyn Boulevard to Logan) + Xerxes (100— Shingle Creek Parkway) + Brooklyn Boulevard ---------------------------------------------- i Implement Streetscape and Lighting Plan 12. Develop Park System a. Kylawn Preserve, Arboretum —Twin Lake • Complete and review study . Decision: Direction • Coordinate with Robbinsdale and Crystal i b. Riverridge (North Mississippi Regional Park) Acquire land by Park District . Complete bike and pedestrian path connection C. Palmer Lake Park Programs: Direction 13. Enhance Code Enforcement L_ a. Fee and Fine Structure: Review and Revise . Evaluate current, - structure . Explore options . Revise structure . Decision 1 Pending Agenda Page 6 1 i - OTHER TARGET ISSUES Continued t 14. Maintain /Ex and City Facilities -- P Y i t a. Facilities Management Inventory Study { . Inventory current facilities Develop ongoing system b. Wellness Activity Center • Determine needs • Develop concept Determine funding .Decision i c. Field House i Determine needs Develop concept and plan Determine financing Decision • d. Tennis Court Bubble: Direction • Determine needs • Develop conceptual design . Determine funding • Decision , e. Auditorium Determine needs Develop concept Develop plan Determine financing Decision f. Golf Bubble: Direction i� Determine needs Develop conceptual' design Determine funding Decision I SECTION TWO TARGETING BROOKLYN CENTERS FUTURE: LEADERSHIP WORKSHOP II MAYOR AND CITY COUNCIL • CITY OF BROOKLYN CENTER MAY, 1988 Summary Report I SECTION TWO TARGETING BROOKLYN CENTER'S FUTURE LEADERSHIP WORKSHOP II MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER I MAY, 1988 The purpose of this report is to summarize the Leadership Workshop I conducted for the Mayor and City Council in May, 1988_. The primary focus of this workshop was on finalizing the policy agenda by. targeting issues and projects 1988 -1989. This report review the targeting process, ( outlines the policy agenda, and lays a foundation for an ongoing targeting J process in the City of Brooklyn Center. This report is divided into the following sections: A. Leadership Workshop: Review B. Targeting.Brooklyn Center's Future: Process Review C. Our Policy Agenda: 1988 -1989 D. Next Steps I s I 2 A. Leadership Workshop: Review As part of the Leadership Workshop I activities, the Mayor, City Council, staff, and members of the community identified broad policy targets and defined specific projects. This list was compiled and sent to all participants for input in ranking the importance of Target Issues and I I, specific projects. The list was reviewed during the Leadership Workshop, P, and served as a foundation for discussion. The Mayor and Council then - finalized the Policy Agenda- by determining priorities. The specific purposes of the Leadership Workshop P were: To continue the team building process for the Mayor, City .Council,..and management staff To define specific olic issues needing o be addressed during the next Y ear To identify specific actions and projects to be addressed in the next year To determine Target Issue and project priorities To lay a foundation for an ongoing targeting process in the City of Brooklyn Center The specific topics covered during the workshop included: Targeting Process: Review Survey Results: Review Targets: Review and Discussion The remainder of this report summarizes the Leadership Workshop. L Le j 3 I I B. Targeting Brooklyn Center's Future: Process Review A key leadership function for the Mayor and City Council is to establish the policy direction for the City. The Leadership Workshop provided an opportunity to establish a policy agenda through a process called targeting. Targeting is one element of goal setting and strategic planning for cities. The targeting process involves the following elements: I Element One: Scan Our Community Needs and Issues The first step in the targeting process is the identification of community needs and issues for the next two years. These issues are identified and - discussed in order Lo build.a common understanding. Element Two: Focus Policy Targets The second step is to categorize the needs and issues into broad areas which define the policy direction. This policy direction is defined as "targets." Element Three: Define Tactical Actions _ The third step is to take the targets and define specific "doable chunks" which can be accomplished during a one to two -year time frame. These short -range actions can be "checked off" as they are completed. Element Four: Prioritize The fourth step is the determination of priorities. The general policy direction.is determined through prioritizing targets. The work plan direction on a specific target is determined by prioritizing the projects. Element Five: Develop Municipal Action Plans (MAPS) The fifth step is the development of Municipal Action Plans. These plans analyze the issue, define the desired outcomes, and outline possible action steps to achieve the projects and target issues. These MAPs guide the policy 'formation, planning, and implementation processes. A pictoral diagram of this process can be found in the diagram on the next page. L During Leadership Workshop II, the Mayor and Council focused primarily on reviewing the results of the first Leadership Workshop, and on 1 determining Target Issue and project priorities. 4 FIGURE 1 THE TARGETING PROCESS FOR GOAL SETTING AND LEADERSHIP SCAN Our Organization Needs and Issues - Roundtable Discussion - .Identify issues and needs Discussion Record highlights i Test Issue f FOCUS TARGETS Focus categories Discuss ideas DEFINE PROJECTS Focus issues Brainstorm possible actions PRIORITIZE Targets ,.Projects I MUTUAL ACTION PLANS Desired outcomes ._Specific action steps Copyright c 1987 Sumek Associates, Inc. All rights reserved. 5 C. Our Policy Agenda: 1988 -1989 After a complete, revised list of Target Issues (policy goals) was established and reviewed, the Mayor and Council voted to establish priorities among the Issues and projects. This becomes the city's Work Plan for 1988 -1989. The Mayor and City Council identified the following Top Priority Target Issues: Redevelop and Revitalize Ou • P r Community Improve Community Information and Involvement - Improve Transportation and Traffic Systems Promote Economic Development and Diversification T The Mayor and City Council identified the following High Priority Target Issues: Provide Social /Community Services Maintain /Enhance Quality of Housing Stock Manage Solid Waste Enhance Community Safety - Maintain /Enhance Financial Stability of City The Mayor and City Council identified several additional Target Issues: Promote Pride in Brooklyn Center Enhance Visual Image and Appearance of Brooklyn Center Develop Park System Enhance Code Enforcement Maintain /Expand City Facilities A complete summary of the Mayor and City Council's targeting worksheets can be found in Section Three of this Leader Summary 6 { D. Next Steps ( The Policy Agenda is a framework for action. Fulfillment of these } expectations will depend upon the effectiveness of teamwork between the Mayor, City Council, and.management staff on a day —to —day basis. Targeting I is an ongoing process, and it is likely that the goals will need to be adjusted periodically. I suggest the Mayor and City Council solicit quarterly feedback from management on the status of the Target Issues and I projects, and refine the Policy Agenda based upon this feedback. It is important to remember that the true success of this Workshop will be determined by the follow —up actions taken by the City Council and management staff. If there are any questions or comments regarding this workshop or future workshops, please contact me. I i #2/5 -9 II I r I SECTION THREE BROOKLYN CENTER POLICY AGENDA 1988 -1989 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988 Targeting Worksheets BROOKLYN CENTER POLICY AGENDA A 1988 1989 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988 Targeting Worksheets PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES 1. Redevelop and Revitalize Our Community 5 0 0 a. Earl Brown Farm 5 . Complete and finalize design Action . Initiate construction: 9/88 b. Redevelopment Strategy with 5 Priorities Action Develop redevelopment strategy Determine priorities Decision: Direction c. 69th and Brooklyn Boulevard 4 Action • Develop redevelopment plan • Decision: Direction d. P.U.D. for Redevelopment P 4 Develop P.U.D. concept Action Revise zoning ordinance Decision e. Comprehensive Plan: Review and 3 Revise Action L Review and evaluate current Plan , Define community direction ` Revise Plan Decision: Direction Targeting Worksheets Page 2 re PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING r TOP PRIORITY TARGET ISSUES Continued 1. Redevelop and Revitalize Our Community Continued 5 0 0 f. Lynbrook Bowl 1 Redevelopment Plan 3 • Develop redevelopment plan Action . Decision: Direction -------------------------------------- g. 50th and France /Joslyn Pole Yard 1 Redevelopment Pending Develop redevelopment plan Decision: Direction h. Southwest 100 and Brooklyn 0 Boulevard: Redevelopment Pending 2. Improve Community Information and Involvement 3 0 0 a. Community Survey 5 Action . Develop survey concept and process • Complete survey Analyze data Incorporate into community goal setting b. Community Newsletter: Initiation 4 Action • Review newsletters from other communities • Develop newsletter concept for Brooklyn Center . Decision L C. Volunteer Recruitment Program 4 Develop Program concept Action Decision 1_ Targeting Worksheets Page 3 PRIORITY PROJECT I # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 2 Improve Community Information and Involvement Continued 3 0 0 d. Man . Manager Newsletter. Expansion 3 f 1 . Evaluate current newsletter Action . Explore possible improvement . Develop refinements e. Volunteer Recognition Program 3 . Develop Action • p program concept Decision f. Newspaper Space for City News 3 Action Explore options Negotiate with newspaper Decision: Direction g. Brooklyn Center Marketing Prograw 3 Action . Develop program, brochure, video, slide show . Determine funding source . Decision . ..Implementation h. Cable Television Improvement P 0 . Improve communication bulletin Pending board updates . Decision i. Cable Broadcasting Public 0 Meetings Pending L . Develop concept . Determine resource needs . Decision . Implementation Targeting Worksheets Page 4 PRIORITY PROJECT # TARGET ISMS STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 2. Improve Community Information and Involvement Continued 3 0 0 j. "Welcome Wagon" Reestablishment 0 Pending . Evaluate current situation . Assess needs . Develop concept . Decision 3. "' Improve Transportation and Traffic Systems 3 0 0 a. Traffic Flow: 69th and Brooklyn 4 Boulevard Action ' Analyze traffic flow . Explore options Decision: Direction b. I- 694: Bridge Widening 4 • Action Complete construction C. 69th Avenue /Shingle Creek 4 Parkway: Study Completion Action Authorize preliminary design Develop design Approval L d. Brooklyn Boulevard: Left Turn 3 Problem Resolution Action Analyze problem Explore options . Decision t I Targeting Worksheets Page 5 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH HOD RANKING TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems Continued 3 0 0 Senior Transportation ansportation System: 3 Evaluation Action . Evaluate "Hopkins" Taxi System . Determine our community needs . Develop our Program with - . funding . Decision: Direction ------------------------------------- f. Street Replacement Policy and 2 Fund Pending Review current situation - Determine needs Determine funding Decision: Direction g. Intra -Cit Transit Service: ice : Evaluation Pending Assess our community needs Explore optional approaches Develop concept, determine funding sources Decision h. Park -n -Ride 2 . Determine needs Pending . Revise ordinance for special use . Decision I Targeting Worksheets _ etig Page. 6 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH HOD RANKING TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems Continued 3 0 0 i. Suburb -to- Suburb Transportation 1 Study Pending Work with Northern Mayor's Association Determine needs Develop concept Explore options Decision j. Light Rail: Decision 0 . Analyze impact on city Pending . Develop city policy position Link to redevelopment Decision: Direction 4. Promote Economic Development and Diversification 3 0 0 *a. Redevelopment Policy: Complete 5= Develo Action p policy Decision b. Zoning Ordinance: Evaluate and 4 Revise Action + Evaluate current ordinance L Focus key issues . Revise ordinance . Decision: Direction C. Small Business Retention Program 3 Develop Retention Program Action L Work with various groups Determine funding sources Decision ------------------------------------- I Targeting Worksheets . Page 7 I .. I PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued I _ 4. Promote Economic Development and I Diversification Continued 3 0 0 d. Create Economic Development 2 I Commission Pending • Define purposes and structure • Determine funding . Decision e. Major ;Hotel Feasibility Study 1 . Complete study Pending . Decision: Direction f. Job Creation Program 0 Explore options Pending Review other cities' programs Develop. -job creation concept Determine funding sources Decision HIGH PRIORITY TARGET ISSUES 5. Provide Social /Community Services 2 4 0 a. Housing and Treatment Program. 4 Action + Mentally ill + Chemically dependent - b. Senior Citizen Drop-In Center enter 3 [ Action I Determine needs Determine location,. Develop Center concept Decision: Direction c. Battered Youth Program 3 Action Develop concept -� Decision:' Direction Targeting Worksheets _ Page 8 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continue 5. Provide Social /Community Services 2 4 0 -------------------------------------- d. Field House Feasibility Study 2 Pending • Assess need • Complete feasibility study • Determine funding . Decision e. Battered Spouse Program 2 Develop concept Pending Decision: Direction f. Program Evaluation and Coordina- tion Among Agencies Pending Identify and evaluate current agencies and programs . Explore ways for better coordination . Decision: Direction 6. Maintain /Enhance Quality of Housing Stock 2 4 0 a. Housing Impact Study 5 . Complete study Action Develop recommendations Decision: Direction b. Proactive Housing Maintenance/ 4 L Rehabilitation Program Action • Evaluation and direction L • Develop Program Determine funding • Decision Targeting Worksheets Page 9 1 PRIORITY PROJECT TARGET ISSUES * STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continued 6. Maintain /Enhance Quality of Housing Stock Continued 2 4 0 c. Target Area Program for Housing .4 Rehabilitation Action • Assess housing problems • Define target area • Develop program Decision d. Elderly Housing Alternatives 3 Action • Analyze needs • Explore options: "Cluster homes," condominiums • Determine funding • Decision: Direction ------------------------------------- e. Housing Maintenance Code 2 (Multi- Family) Pending Develop code Decision f. Housing Maintenance Code 2 (Single Family) Pending . Develop code . Decision g. Planned Unit Development (P.U.D.) 2 Ordinance Pending . Review draft . Decision ,. h. Enforcement Program: Evaluation 1 Pending Evaluate current Program and activities Explore options: Refinements -� Decision Targeting Worksheets Page 10 s PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES,Continued 6. Maintain /Enhance Quality of Housing Stock Continued 2 4 0 i. "Bad" Building Buyout Program 1 Pending . Developer buyout program concept . Explore methods for resale . Determine funding j Housing Inspection 1 Program Pending • Develop Inspection Program • Work with real estate commu- nity • Decision 7. Manage Solid Waste 2 4 0 i a. Recycling Program In Progress . Conduct second public hearing . Decision: Program direction b. Public Information Program on In Solid Waste Progress . Develop program . Decision . Implementation -------------------------------------- 8. Enhance Community Safety 2 3 0 - a. Crime Prevention Fund3• Expansion 4 Action • Explore creation of Crime Prevention Fund • Work with community Develop concept Obtain funding - le Decision Targeting Worksheets Page 1 g 1 I s PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING r HIGH PRIORITY TARGET ISSUES Continue i 8. Enhance Community Safety Continued 2 3 0 b. Police Services: Master Plan 3 • Evaluate current organization Action and Programs • Develop Master Plan for future • Decision: Direction C. Neighborhood Crime Watch Program 3 Evaluate current Program Action Explore approaches for Pro- gram expansion Work with community Decision d. Fire Services: Evaluation and 3 Master Plan Action . Evaluate current organization .and programs . Develop Master Plan for future . Decision: Direction e. Aging Population: Service Needs 3 Action. _Identify special services need for aging population Assess impact on current services Develop approach for respond- ing to needs Decision L ------------------- ------------------- f -. Officer Friendly Program: 2 Expansion Pending • Develop Program concept • Decision Targeting Worksheets Page 12 I PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continue 8. Enhance Community Safety Continued 2 3 0 g. Bike and Pedestrian Safety Plan .2 and System Pending Develop plan Decision h. McGruff Program: Expansion 1 Pending • Evaluate current Program • Define Program elements . Decision 9. Maintain /Enhance Financial Stability of City 1 2 0 ------------------------------------- • a. Cost Effectiveness Study on 2 Commercial /Industry Pending b. Legislative Education 2 Pend::ing c. Alternative Revenue Study 1 Pending., Explore alternative revenue sources Determine De termine long -term revenue needs Develop revenue plan Decision: Direction d. City Sales Tax (With Cap) 0 Pending . Seek state legislative changes . Initiate City Sales Tax � Targeting Worksheets Page 13 PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH HOD RANKING OTHER TARGET ISSUES 10. Promote Pride in Brooklyn Center 1 2 0 a. Community Pride Program q Action • Develop city strategy for promoting civic pride • Decision -------------------------------------- b. All- American City Award 2 Pending Decision: Pursue or not Develop application Work with various groups Develop strategy Obtain award 11. Enhance Visual Image and Appearance of Brooklyn Center 0 1 0 a. Annual Community "Clean -Up" Day 5 Action Develop "clean -up" concept . Work with various groups . Determine funding needs and sources Decision b. Landscape Beautification 3 Improvements Action Identify potential projects Develop projects . Determine funding . Decision -------------------------------------- i _� f . ` Targeting Worksheets Page 14 PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING OTHER TARGET ISSUES Continued 11. Enhance Visual Image and Appearance of Brooklyn Center Continued 0 1 0 C. Streetscape /Street Lighting 1 Projects _ Pending + County Road 10 (Brooklyn Boulevard to Logan) + Xerxes (100 - Shingle Creek Parkway) + Brooklyn Boulevard Implement Streetscape and Lighting Plan 12. Develop Park System 0 1 0 ------------------------------------- a. Kylawn Preserve, Arboretum -Twin 2 Lake Pending • Complete and review study Decision: Direction • Coordinate with Robbinsdale and Crystal b. Riverridge (North Mississippi 2 .Regional Park) Pending . Acquire land by Park District . Complete bike and pedestrian path connection c. Palmer Lake Park Programs: 0 Direction Pending 13. Enhance Code Enforcement 0 0 0 a. Nuisance Ordinance: Update 4 . Review current ordinance Action . Focus critical issues . Revise ordinance �� Decision ''. Targeting Worksheets Page 15 1 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING (( OTHER TARGET ISSUES Continued 13. Enhance Code Enforcement 0 0 .0 b. Code Enforcement Program: Image 4 Enhancement Action I Develop strategy for modifying image Evaluate staff needs l Evaluate direction Train staff -------------------------------------- C. Fee and Fine Structure: Review 1 and Revise Pending . Evaluate current structure Explore options A Revise structure . Decision 14. Maintain /Expand City Facilities 0 0 0 t a. Upgrade Facilities Maintenance 3: Program Action . .Review current Maintenance Program } Identify problems and needs . Explore options Decision: Direction b. City Hall Expansion 3 Action Determine space needs: Current and future Explore options Develop design Determine funding Decision -------------------------------------- a Targeting Worksheets Page 16 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING OTHER TARGET ISSUES Continued 14. Maintain/Expand City Facilities 0 0 0 ( Continued I c. Facilities Management Inventory 2 Study Pending • Inventory current facilities • Develop ongoing system d. Wellness Activity Center 2 • Determine needs Pending Develop concept • Determine funding • Decision e. Field House 1 ( • Determine needs Pending ( Develop concept and plan Determine financing i Decision !! -f. Tennis Court Bubble: Direction l: Pending L • Determine needs . Develop conceptual design • Determine funding • Decision g. Auditorium 0 Determine needs Pending Develop concept Develop plan L Determine financing Decision h. Golf Bubble: Direction 0 L . Determine needs Pending . Develop conceptual design . Determine funding . Decision E i LEADERSHIP WORKSHOP: BUILDING BROOKLYN CENTER - AGENDA FOR 1990 CITY OF BROOKLYN CENTER MAY, 1987 Workshop Objectives To build the capacity of the City to provide leadership for Brooklyn ' Y Center s future To establish a common frame of reference for understanding a City - how it is governed, how it is managed, and h q , ow services are P rovided To review the vision for Brooklyn Center: Year 2000 To translate the Brooklyn Center Vision 2000 into a workable program To target specific policy issues that need to be addressed during the next 2 -3 years To define specific projects which are "doable chunks" during the next 2 -3 years To establish a ro ram for the ongoing targeting P 9 9 g g 9 process in the City f Brooklyn en y klyn C ter Brooklyn Center Agenda Page 2 Workshop Agenda 1. Introduction 2. Our City: The Leadership Challenge .{ Governance - Management - Service Model of a City Leader: Path Definer - Team Builder - Drum Major Team: G- R -E -A -T 3. Goals: Foundation for City Effectiveness Presentation Application to Brooklyn Center 4. Brooklyn Center: Our Vision for 2000 Review . Discussion 5. Targeting Brooklyn Center's Future: 1990 Focusing Target Issues: Policy Direction for the City [Small Discussion Groups] • Definition of Projects and Actions Within a Target [Small Discussion Groups] Compiling a Comprehensive Target List Defining Comprehensive Targets and Actions for Each Target 6. Brooklyn Center Agenda: 1990 Establishment of Target Priorities Establishment of Project Priorities 7. Our Leadership Charge for the Future Brooklyn Center Agenda Page 3 Potential Target Areas 1. Definition of City Services in Light of Changing Population 2. Effectively Handle Solid Waste 3. Provide Water Supply 4. Define Social and Human Services Direction 5. Develop Parks System Within the City 6. Preserve Historic Area - Earle Brown Farm 7. Enhance the Housing Stock and Condition 8. Plan for Brooklyn Center's Future, Including Redevelopment 9. Maintain City Facilities and Infrastructure 10. Refine the Development Process in Brooklyn Center 11. Resolve Storm Drainage Problem and Issues 12. Continue Applying Technology to Enhance Organization Productivity 13. Improve Traffic and Transportation System 14. Enhance the Economic Vitality of Brooklyn Center 15. Enhance Citizen Involvement and Communications 16. Continued Stable Funding of the City' TARGETING: A PROCESS FOR LEADERSHIP The Leadership Workshop utilizes the targeting process for setting goals. The targeting process involves the following elements: Element One: Scan Our Community Needs and Issues The first step in the targeting process is the identification of community needs and issues for 1987 and 1988. These issues are identified and discussed in order to build a common understanding. Element Two: Focus Targets The second step is to categorize the needs and issues into policy areas. The policy areas are then defined as "targets." Element Three: Define Projects The third step is to take the target issues and define specific "doable chunks" which can be accomplished during a one to two -year time frame. These projects and actions can be "checked off" as being completed. Element Four: Prioritize The fourth step is the determination of priorities. The general policy direction for a city is determined through prioritizing targets. The work plan direction on a specific target is determined by prioritizing the projects. Element Five: Develop Municipal Action Plans (MAPs) The fifth step is the development of Municipal Action Plans. These plans analyze the issue, define the desired outcomes, and outline possible action steps to achieve the projects and the target issue. These MAPs guide the policy formation, planning, and implementation processes. A pictoral diagram of this process can be found in Figure 4. THE TARGETING PROCESS FOR GOAL SETTING AND LEADERSHIP SCAN Our Community Needs and Issues Roundtable Discussion - Identify issues and needs Discussion Record highlights Test Issue FOCUS TARGETS Focus categories Discuss ideas DEFINE PROJECTS Focus issues Brainstorm possible actions PRIORITIZE Targets Projects MUNICIPAL ACTION PLANS Desired outcomes Specific action steps C I T Y M 0 D E L GOVERNANCE'PROCESS Direction: What Should Be Done POLICY LEADS. Educate Influence inspire Vi ion Ta ets Pol' ies T e Expect tions MANAGEMENT PROCESS F Process Design: How to Accomplish E E MANAGER D B A C Org. P ilosophy K Proces Designs Org. S ructure Tra'ning Pr ram ERVICE DELIVERY PROCESS Action to Deliver Service t VI E DELIVERY ERS N Police Service Actions Fire Service C Public Works Service r Finance Service -2 Planning Service Etc. Copyright a 1984 Sumek Associates, Inc. All rights reserved. TEAM: CONCEPT REVIEW The use of teams in an organization can contribute to overall enhancement of performance and effectiveness. It is important to remember that teams take action and accomplish results. To be effective, OUR TEAM MUST BE GREAT G - Goals The foundation for an effective team begins with a well - defined set of goals and purposes. The common goals and purposes bind the individuals together and provide a sense of unity by outlining common vision and values. R - Roles and Responsibilities The second element is defining the individual roles and responsibilities of team members. Clear expectations and performance standards are outlined. Individuals assume responsibility for fulfilling the expectations and making the team work. Everyone is held accountable. E - Evaluation The third element is evaluating and adjusting the team process. This involves developing a specific operational plan and process for accomplishing team goals, evaluating team performance and process, and making appropriate adjustments to enhance the team effectiveness over time. A - Attitude The fourth element is building work relationships resulting in a strong sense of unity among team members. The team spirit can hold the team together, particularly in times of pressure and personal frustration. It is reflective of a belief in self and in the team. T Trust The final element is building the level of trust among team members. The members need to respect and be able to rely on other team members for providing personal support. Personal commitments need to be fulfilled. • Copyright c 1985 Sumek Associates, Inc. All rights reserved. Appendix A BROOKLYN CENTER AGENDA: 1990 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1987 BROOKLYN CENTER AGENDA: 1990 BROOKLYN CENTER, MINNESOTA MAY, 1987 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES ` 1. Preserve Historic Area - Earle Brown Farm 11 0 0 a. Earle Brown Farm Committee -* Complete assignment Develop recommendations and plan Determine funding Explore ownership options b. Farm: Reconstruction Decision Initiate and complete construction ( Fall 1988) C. Management and Operations Plan Define roles: Private and public Develop Plan Decision: Direction d. Historic Plan for Brooklyn Center Identify historic issues (i.e., Mississippi; North Twin Lakes, etc.) Develop comprehensive plan Decision: Direction e. Commercial Development Explore options of antique, "bric- a -brac" shops Develop concept Decision: Direction 40 1 1 1 1 J I I * Projects with no votes were considered all top priority Agenda 1990 Page 2 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 1. Preserve Historic Area - Earle Brown Farm Continued 11 0 0 f. Museum Explore option Develop concept Decision: Direction ------------------------------------ 2. Define Social and Human Services 9 0 0 a. "Needs" Inventory 13 Identify community needs Identify community resources b. B.C. Social Services Plan 13 Define City role Define relationship to other governments and agencies Explore options Develop coordinated plan Decision: Direction Determine funding C. Senior /Handicapped Transporta- tion 12 Explore options Evaluate needs and services Provide late -night services Decision: Direction d. Day Care Study 9 Determine need Explore option Define City role Develop program Decision I Agenda 1990 Page 3 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 2. Define Social and Human Services 9 0 0 Continued ------------------------------------ e. Child Abuse and Domestic Abuse 8 Continue support for domes- tic abuse intervention Explore ways for enhanced program f. C.E.A.P.: Direction (Community Emergency Assistance Program) 7 Evaluate current program Define role Meet with various groups Determine future direction g. Medical Services 6 Expand police force to respond to increased medical calls h. Special Communication Devices 5 (Fire Alarms, Doorbells, etc.) Develop program Determine funding Decision: Direction i. Promotion Program 4 Expand information on services Explore options, evaluate media role Decision Agenda 1,990 Page 4 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 2. Define Social and Human Services 9 0 0 Continued j. "Emergency Call" Response 4 Develop program for respon- ding to calls for assis- tance k. Total Handicap Housing Develop- ment ( "The Purples ") 3 3. Enhance Housing Stock and Condition 9 0 0 a. Housing Stock Inventory and Policy 12 Assess current conditions Define needs Define percent mix Determine policy b. Housing Maintenance Enforcement 12 Develop enforcement program Decision: Direction C. Building /Maintenance Code: Update 11 Evaluate current code Revise Code, develop Com- mercial Code Evaluate "Truth in Housing" Explore options for enhanced enforcement d. Preventive Maintenance Program 10 Develop education program Explore program options with funding Determine needs Decision: Direction Agenda 1990 Page 5 P R I O R I T Y $ TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 3. Enhance Housing Stock and Condition 9 0 0 Continued ------------------------------------ e. Rehabilitation Program 8 Explore option Develop program Decision: Direction f. Experimental T.I.D. in "Targeted" Area 7 Explore option Study potential benefits Develop concept Decision: Direction g. Inspection Services: Expansion 7 Explore opportunities Develop program enhance- ments Decision: Direction 4. Handle Solid Waste 8 0 0 a. Recycling Program 17 Establish Task Force Analyze options Define P.O.A. Determine funding Develop Action Plan with timetable b. Source Separation Program 15 Develop education program Establish financial incen- tive Develop overall plan for Brooklyn Center Agenda 1990 Page 6 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 4. Handle Solid Waste Continued 8 0 0 C. City -wide Pickup Program 10 Develop program Identify "1" hauler Implement program d. County Burn Plant 9 Monitor County actions Coordinate with local recycling program ----------------------------------- e. "Hazards" Education 8 Inform citizens of legis- lation Develop education program f. Alternative Disposal Methods: Study 7 Explore options Work with County and State Decision: Direction g. Trash Compactors 3 Develop education program h. Packaging: Lobbying 3 Lobby State on biodegrad- able requirement Encourage federal and State action Agenda 1990 Page 7 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES 5. Plan for Brooklyn Center's Future 6 16 0 a. Redevelopment: Plan and Policy 16 Identify current needs Explore options Develop policy and plan Decision b. School District Boundaries 13 Explore opportunity - "One" School District Develop a strategic plan Decision Initiate action C. Comprehensive Plan: Update 12 Review current plan Identify population changes Revise and update plan Define citizen expectations Decision: Future direction d. Young Family Attraction Program 9 Explore possible incentives (e.g., low interest loan' program) Develop program Decision: Direction e. Development Criteria 5 Review current criteria such as P.U. D. Explore revisions Decision: Direction f. Development Regulations: Review Review ordinance (e.g., sign, zoning, Building Code, etc.) Revise regulations Agenda 1990 Page 8 0 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 6. Enhance Economic Vitality 6 11 0 a. Economic Development: Strategic Plan 14 Develop one year plan and five year plan for con- version of significant areas Decision b. Business Retention Program 13 . Explore ways for the City to be responsive /assist current business Develop program Decision: Direction C. Business Attraction Program 13 Develop ideas of addition- al services to meet changes Work with Chamber to attract businesses Define City incentives ------------------------------------- d. Star City Program: Evaluation 6 Evaluate benefits of City Decision: Direction e. Non - Profit Development Corpora- tion: Establishment 6 Explore options Develop organization Decision Agenda 1990 Page 9 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 6. Enhance Economic Vitality Continued 6 11 0 f. Role Definition 2 Determine role of City, Chamber of Commerce Define ways of City support 7. Define and Adjust City Services 6 10 0 a. Service Plan for Brooklyn Center - Analyze populations Identify service impacts Explore delivery mechanism, use of volunteers Define City services and levels of service Determine service priori- ties Examine State and federal impacts b. Year 2000 Report: Update Establish annual planning sessions Involve cross section of community C. Volunteer Program Identify opportunities in the City Develop Program Decision: Direction * Projects with no votes were considered all top priority Agenda 1990 Page 10 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 8. Continue Stable Funding of City 5 16 0 a. Financial Plan and Policy 14 Identify financial resources Assess current situation Determine policies Develop projections b. Alternative Revenues Study 9 Explore options Develop policies Decision: Direction ------------------------------------- C. State Aid Funding 8 Communicate with legisla- tors d. Investment Policy 7 Develop policy Decision MODERATE PRIORITY TARGET ISSUES 9. Provide Water Supply 4 9 13 a. Water Distribution Plan 12 Assess current distribu- tion system, and future needs Determine life of system Define future needs Develop plan with funding Decision: Direction Agenda 1990 Page 11 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 9. Provide Water Supply Continued 4 9 13 b. Water Quality Monitoring 11 Monitor pollution sources Develop strategies for response C. Conservation Program 10 Explore options Develop program (e.g . , "Shower with a Friend," etc.) Develop program ------------------------------------- d. Water Supply Plan 9 Determine needs (current/ future) Explore optional sources Determine sources Develop plan Determine direction e. Emergency Plan 5 Develop emergency plan Explore options f. City -Wide Water Softening System 3 Explore options Develop system Decision: Direction Determine funding Agenda 1990 Page 12 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 10. Maintain City Facilities and Infrastructure 4 7 12 a. Capital Needs: Inventory - Inventory current facili- ties Define future needs b. Capital Improvement Program Define specific projects Determine priorities Determine funding Establish ongoing process 11. Improve Traffic and Transportation System 3 9 13 a. Freeway System: Evaluation 11 Evaluate access ramps-and controls Evaluate system Develop plan for future ------------------------------------- b. Public Transportation 8 Improve east /west link Develop program for special needs population C. Private Transportation Options 8 Explore options ( e.g . , voucher system, use of school buses, etc.) Develop concept Develop program Decision: Direction * Projects with no votes were considered all top priority Agenda 1990 Page 13 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 11. Improve Traffic and Transportation System Continued -'` 3 9 13 d. MNDOT - Hennepin County - City: Systems Plan Update 7 Analyze current situation Define future needs Update systems plan Decision: Direction 12. Develop Parks System 3 S 11 a. Maintenance Program: Enhance- ment 16 Evaluate current program and activities Discuss with citizens "wants and needs" Determine funding b. Parks Plan Direction 10 Evaluate neighborhoods Evaluate undeveloped land Determine needs (current/ future) Develop plan with funding Determine direction C. Twin Lakes Plan 10 Authorize development plan Complete plan d. Picnic Shelters 10 Develop shelters Design shelters Decision: Direction Determine funding Agenda 1990 Page 14 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 12. Develop Parks System Continued 3 5 11 e. Parks Marketing Program 9 Identify resources and assets Develop marketing program Decision: Direction f. Trail System: Completion 9 ------------------------------------- 9. Preserve Plan 7 Authorize development plan Complete plan h. Rules and Regulations: Assess- ment 7 Assess current rules Explore options Develop revisions Decision i. Regional River Park 5 Decision: or Secure funding Initiate construction j. Closed Health Spa for Community Use 3 Investigate option Decision: Direction Agenda 1990 Page 15 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 13. Enhance Citizen Involvement and Communications 2 5 11 a. Public Information Program 16 Evaluate current activities Explore options, including use of cable television, work with school district Develop program Decision b. Community Events: City Support Policy 10 Identify City role Explore ways to expand volunteerism ------------------------------------- c. Neighborhood Meeting Program 9 Establish program (system- atic, ongoing process) Decision d. Citizen Recruitment Program 7 Develop program for. recruiting citizens Decision BROOKLYN CENTER AGENDA: 1990 BROOKLYN CENTER, MINNESOTA MAY, 1987 ACTION TARGET ISSUES 1. Preserve Historic Area.- Earle Brown Farm a. Earle Brown Farm Committee Complete assignment Develop recommendations and plan Determine funding Explore ownership options b. Farm: Reconstruction Decision Initiate and complete construction (Fall 1988) C. Management and Operations Plan Define roles: Private and public Develop Plan Decision: Direction. d. Historic Plan for Brooklyn Center Identify historic issues (i.e., Mississippi; North Twin Lakes, etc.) Develop comprehensive plan Decision: Direction e. Commercial Development Explore options of antique, "bric -a -brac" shops Develop concept Decision: Direction f. Museum Explore option Develop concept Decision: Direction Agenda 1990 Page 2 2. Define Social and Human Services a. "Needs" Inventory Identify community needs Identify community resources b. B.C. Social Servides Plan Define City role Define relationship to other governments and agencies Explore options Develop coordinated plan Decision: Direction Determine funding C. Senior /Handicapped Transportation Explore options Evaluate needs and services Provide late -night services Decision: Direction d. Da Care Study y Determine need Explore option Define City role Develop program Decision 3. Enhance Housing Stock and Condition a. Housing Stock Inventory and Policy Assess current conditions Define needs Define percent mix Determine policy b. Housing Maintenance Enforcement Develop enforcement program Decision: Direction Agenda 1990 Page 3 3. Enhance Housing tock and Condition ition Continued C. Building /Maintenance Code: Update Evaluate current code Revise Code, develop Commercial Code Evaluate "Truth in Housing" Explore options for enhanced enforcement d. Preventive Maintenance Program Develop education program Explore program options with funding Determine needs Decision: Direction 4. Handle Solid Waste a. Recycling Program Establish Task Force Analyze options Define P.O.A. Determine funding Develop Action Plan with timetable b. Source Separation Program Develop education program Establish financial incentive Develop overall plan. for Brooklyn Center C. City -wide Pickup Program Develop program Identify "1" hauler Implement program d. County Burn Plant Monitor County actions Coordinate with local recycling program _ F Agenda 1990 Page 4 5. Plan for Brooklyn Center's Future a. Redevelopment: Plan and Policy Identify current needs Explore options Develop policy and plan Decision b. School District Boundaries Explore opportunity- "One" School District Develop a strategic plan Decision Initiate action C. Comprehensive Plan: Update Review current plan Identify population changes Revise and update plan Define citizen expectations Decision: Future direction d. Young Family Attraction Program Explore possible incentives (e.g., low interest loan program) Develop program Decision: Direction 6. Enhance Economic Vitality a. Economic Development: Strategic Plan Develop one -year plan and five -year plan for conversion of significant areas Decision b. Business Retention Program Explore ways for the City to be responsive /assist current business Develop program Decision: Direction w Agenda 1990 Page 5 6. Enhance Economic Vitalit Continued C. Business Attraction Program Develop ideas of additional services to meet changes Work with Chamber to attract businesses Define City incentives 7. Define and Adjust City Services a. Service Plan for Brooklyn Center Analyze populations Identify service impacts Explore delivery mechanism, use of volunteers Define City services and levels of service Determine service priorities Examine State and federal impacts b. Year 2000 Report: Update Establish annual planning sessions Involve cross section of community C. Volunteer Program Identify opportunities in the City Develop Program Decision: Direction 8. Continue Stable Funding of City a. Financial Plan and Policy Identify financial resources Assess current situation Determine policies Develop projections b. Alternative Revenues Study Explore options Develop policies Decision: Direction Agenda 1990 Page 6 i OTHER TARGET ISSUES 9. Provide Water Supply a. Water Distribution Plan Assess current distribution system, and future needs Determine life of system Define future needs Develop plan with funding Decision: Direction b. Water Quality Monitoring Monitor pollution sources Develop strategies for response C. Conservation Program Explore options Develop program (e.g., "Shower with a Friend," etc.) Develop program 10. Maintain City Facilities and Infrastructure a. Capital Needs: Inventory Inventor current facilities ties Define future needs b. Capital Improvement Program Define specific projects Determine priorities Determine funding Establish ongoing process 11. Improve Traffic and Transportation System a. Freeway System: Evaluation Evaluate access ramps and controls Evaluate system Develop plan for future Agenda 1990 Page 7 OTHER TARGET ISSUES Continued 12. Develop Parks System a. Maintenance Program: Enhancement Evaluate current program and activities Discuss with citizens "wants and needs" Determine funding b. Parks Plan Direction Evaluate neighborhoods Evaluate undeveloped land Determine needs (current /future) Develop plan with funding Determine direction C. Twin Lakes Plan Authorize development plan Complete plan d. Picnic Shelters Develop shelters Design shelters Decision: Direction Determine funding e. Parks Marketing Program Identify resources and assets Develop marketing program Decision: Direction f. Trail System: Completion 13. Enhance Citizen Involvement and Communications a. Public Information Program Evaluate current activities Explore options, including use of cable television, work with school district Develop program Decision Agenda 1990 Page 8 OTHER TARGET ISSUES Continued 13. Enhance Citizen Involvement and Communications Continued b. Community Events: City Support Policy Identify City role Explore ways to expand volunteerism • • Agenda 1990 Page 9 i PENDING TARGET ISSUES Child Abuse and Domestic Abuse C.E.A.P.: Direction (Community Emergency Assistance Program) Medical Services Special Communication Devices (Fire Alarms, Doorbells, etc.) Promotion Program " Emergency Call" Response Total Handicap Housing Development ( "The Purples ") Rehabilitation Program Experimental T.I.D. in "Targeted" Area Inspection Services: Expansion "Hazards" Education Alternative Disposal Methods: Study Trash Compactors Packaging: Lobbying Development Criteria Star City Program: Evaluation Non - Profit Development Corporation: Establishment Role Definition State Aid Funding Investment Policy Water Supply Plan Emergency Plan Agenda 1990 Page 10 PENDING TARGET ISSUES Continued City -Wide Water Softening Program Public Transportation Private Transportation-Options MNDOT - Hennepin County - City: Systems Plan Update Preserve Parks Plan Rules and Regulation: Assessment Regional River Park Closed Health Spa for Community Use Neighborhood Meeting Program Citizen Recruitment Program •