HomeMy WebLinkAbout2011 03-05 CCM Planning Session with Facilitator Donald Salverda & Associates
Roseville Professional Center - Suite 620 • 2233 N. Hamline Avenue - Roseville, MN 55113 (651) 484 -1335
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2011 LEADERSHIP - PLANNING -
TEAM BUILDING RETREAT
EXECUTIVE SUMMARY
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
• 2011 LEADERSHIP — PLANNING — TEAM BUILDING RETREAT
TABLE OF CONTENTS
Pa4e
INTRODUCTION............................................... ............................... 1
II INTRODUCTORY REMARKS .............................. ............................... 2
III COMMUNICATION ENHANCEMENT .................... ............................... 3
IV REVIEW OF PROGRESS ..................................... ............................... 3
V LEADERS AND MANAGERS ARE BEING CHALLENGED ......................... 4
VI THE CITY'S MISSION AND VALUES STATEMENTS . ............................... 4
VII CHANGES AND EXTERNAL FORCES THAT ARE EXPECTED
TOIMPACT THE CITY ......................................... ............................... 4
VIII ISSUES AND OPPORTUNITIES FACING THE CITY ..... ............ :............... 4
IX THE CITY'S ONGOING AND STRATEGIC GOALS (PROPOSED) ................. 5
X THE DESIRED OUTCOMES FOR EACH OF THE CITY'S GOALS ................. 5
XI THE SUCCESS TARGETS FOR EACH OF THE CITY'S GOALS
AND DESIRED OUTCOMES ................................... ............................... 5
XII ACTION PLANS TO ACHIEVE THE GOALS AND DESIRED OUTCOMES...... 5
XIII WORKING AS A TEAM— UNDERSTANDING WORK BEHAVIOR STYLES....... 5
XIV ROLES AND RESPONSIBILITIES .............................. ............................... 6
XV EXPECTATIONS AND CONTRIBUTIONS .................... ........... ................... ... 6
XVI ORGANIZATIONAL CLIMATE QUESTIONNAIRE ............................ I............. 6
XVII CLOSING REMARKS ............................................. ............................... 6
XVIII EVALUATION OF THE RETREAT AND PARTICIPANT COMMENTS .............. 7
XIX RECOMMENDED FOLLOW-UP ACTIONS ................... ............................... 7
ATTACHMENTS..................................................... ............................... 8 -33
•
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2011 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT
•
INTRODUCTION
The council members, city manager, and department heads of the City of
Brooklyn Center held a Leadership — Planning — Team Building Retreat on March
5, 2011. The retreat was held at the Earle Brown Conference Center in Brooklyn
Center. The retreat facilitator was Don Salverda, President of Donald Salverda
and Associates of Roseville, Minnesota.
Participants at the retreat were:
Tim Willson Mayor
Kay Lasman Council Member
Dan Ryan Council Member
Tim Roche Council Member
Carol Kleven Council Member •
Curt Boganey City Manager
Vickie Schleuning Assistant City Manager &
Director of Buildings &
Community Standards
Gary Eitel Director of Business
and Development
Lee Gatlin Fire Chief
Kevin Benner Police Chief
Dan Jordet Finance Director
Jim Glasoe Director of Community Activities
and Recreation Services
Note: Public Works Director and City Engineer Steve Lillehaug was on vacation
and could not attend the retreat.
•
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i
The primary objectives of the retreat were:
• 1 To rovide an opportunity to become better a cquainted with the new
p pp ty a
council member and police chief, integrating them onto the city's
leadership team
2) To review progress being made by the city (particularly on 2010 projects,
ongoing and strategic goals, and success target results)
3) To build on previous retreats
4) To discuss changes and forces that are likely to impact the city
5) To develop updated consensus on issues and opportunities facing the city
(1 — 3 year perspective)
6) To develop an updated -goals program for the city (1 — 3 year perspective)
7) To review the roles, responsibilities and expectations of the city's
leadership team
8) To discuss ways that the council and staff can improve their overall
effectiveness
• 9) To be both educational and eniovable
This report summarizes the results of the retreat and includes recommendations
for follow -up actions to be taken.
II INTRODUCTORY REMARKS
Mayor Tim Willson welcomed participants to the retreat. He particularly
welcomed the city's new council member Carol Kleven and the city's new Police
Chief Kevin Benner. He thanked the staff for the very good job they are doing for
the city. He indicated that the city is moving in the right direction and has had
many successes. He indicated the importance of holding an annual retreat and to
build on the successes of the past.
City Manager Curt Boganey also welcomed participants to the retreat. He said
that previous retreats have gone well and provide the staff with needed direction
from the council. He anticipates that this year's retreat will go equally well. He
stressed the importance of having positive working relationships within the city's
leadership team. He then introduced the retreat facilitator, Don Salverda.
•
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III COMMUNICATION ENHANCEMENT
After introductory remarks were made, the facilitator indicated that one of the •
objectives of the retreat was to become better acquainted and to enhance
communication among the participants. He congratulated the new council
member Carol Kleven and the new Police Chief Kevin Benner and indicated the
importance of getting to know the other members of the city's leadership team.
He said that effective teams have three things in common: goals, clarified roles
and responsibilities, and positive working relationships built on communication
and trust. He also said that effective teams normally progress through four
stages: forming, storming, norming and performing. The first activity began the
communication process by providing the participants the opportunity to share
backgrounds, perspectives on the greatest challenges facing the city and
expectations for the retreat.
The group discussions, refreshment breaks, and luncheon provided additional
opportunities to further enhance communication.
See Attachment A for the
Greatest Challenges Facing the City
and Expectations for the Retreat
IV REVIEW OF PROGRESS •
The next activity focused on a Review of Progress being made during the last
year. It was agreed that considerable progress has been made in a
number of areas. Participants listed numerous successes, discussed problems
that have been encountered and lessons that have been learned. Participants
agreed that despite the numerous successes, there is room for improvement.
See attachment B -1 for the
Review of Progress being made
Participants also discussed four questions pertaining to the city:
Q, What's working well?
Q2 What's not working well?
Q3 What's the city not doing that it should be doing?
Q4 What's the city currently doing that it should not be doing?
See attachment B -2 for the
Responses to the Questions
•
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V LEADERS AND MANAGERS ARE BEING CHALLENGED
• The facilitator rovided information on leadership, pointing out that leaders and
p p. p 9
managers at all levels of organizations in both the public and private sectors are
being challenged as never before. In the public sector, government officials and
professional staff are faced with the dilemma of meeting increasing service
needs with limited funding capability. It was pointed out that in year 2011 and
beyond increased emphasis is being placed on individual leadership and
leadership development within organizations.
VI THE CITY'S MISSION AND VALUES STATEMENTS
The Mission Statement is a statement that describes the organizations overall
purpose and reason for existing. Participants reviewed and affirmed the City's
Mission Statement.
The Values Statement defines the core values that guide the day -to day
activities of the City's personnel. Participants reviewed and affirmed the City's
Values Statement.
See Attachement C for the City's
• Mission and Values Statement
VII CHANGES AND EXTERNAL FORCES THAT ARE EXPECTED TO IMPACT
THE CITY
Participants discussed changes and external forces that are expected to impact
the city in the next five years.
See Attachment D for the Listing of Changes
and External Forces That Are Expected to Impact the City
VIII ISSUES AND OPPORTUNITIES FACING THE CITY
Participants identified a number of issues and opportunities facing the city. The
list provides a fresh update and consensus on issues to be addressed by the city.
See Attachment E for the Listing of
Issues and Opportunities Facing the City
•
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IX THE CITY'S ONGOING AND STRATEGIC GOALS (PROPOSED)
The identified issues and opportunities were then converted into a Proposed
Goals Program." The goals program includes six ongoing and six strategic (1 -3
year) goals.
It should be noted that the proposed goals program is a continuation of the goals
program adopted in 2010.
See Attachment F for the
Proposed Goals Program
X THE DESIRED OUTCOMES FOR EACH OF THE CITY'S GOALS
The staff, under the guidance of the city manager, will develop updated desired
outcomes for each of the city's goals and present these proposed outcomes to
the council.
XI THE SUCCESS TARGETS FOR EACH OF THE CITY'S GOALS AND
DESIRED OUTCOMES
The staff, under the guidance of the city manager, will develop updated success •
targets for each of the city's goals and desired outcomes and present those
success targets to the council.
XII ACTION PLANS TO ACHIEVE THE GOALS AND DESIRED OUTCOMES
The final piece of the City's updated strategic plan is the development of action
plans to achieve the goals and desired outcomes. These action plans will align
and guide the City's work force in meaningful activities leading toward goal and
desired result achievement. These action plans also will be developed by the
staff under the guidance of the city manager.
XIII WORKING AS A TEAM — UNDERSTANDING WORK BEHAVIOR STYLES
Much of effective leadership and team success is understanding and working
with various behavior styles. Participants identified their different work behavior
styles. By identifying behavior styles and understanding the differences in styles,
hopefully increased communication, harmony, teamwork and productivity will
result.
•
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XIV ROLES AND RESPONSIBILITIES
Participants reviewed and discussed d the roles and mayor responsibilities of the
city council, council members, the mayor, the city manager, department heads,
city employees, and citizens.
See Attachment G for the Listing
of Mayor Roles and Responsibilities
XV EXPECTATIONS AND CONTRIBUTIONS
Participants next discussed expectations that the council has of staff and the
staff has of the council. Participants also discussed contributions that the council
and staff bring to the city's leadership team.
See Attachment H for the
Listings of Expectations and Contributions
XVI ORGANIZATIONAL CLIMATE QUESTIONNAIRE
Participants each filled out an organizational climate questionnaire indicating
their perceptions as to where the city is "currently at" and where it "ought to be" in
seven dimensions. Participants indicated there continues to be room for
improvement.
See Attachment 1 for the
Summary of the Organizational
Climate Questionnaire
XVII CLOSING REMARKS
The retreat concluded with the facilitator challenging the participants to make a
positive impact in their leadership roles. He pointed out the interdependency of
the council and staff and the need to be mission and goal directed. He also said
"we're all a work in progress."
Mayor Tim Willson and City Manager Curt Boganey closed the session by
thanking everyone for participating. They said it was a very productive day. Both
expressed their satisfaction with the teamwork of the council and staff and the
direction the city is headed.
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XVIII EVALUATION OF THE RETREAT .
The retreat was well received by participants with an overall rating of 4.2 on a
scale of 1 = low and 5 = high.
See Attachment J for the
Evaluation of the Retreat
and Participants Comments
XIX RECOMMENDED FOLLOW -UP ACTIONS
It was agreed that considerable progress was made at the retreat and that follow -
up actions are needed.
A recommended sequence of actions are:
1) The participants review the Executive Summary of the retreat
2) The city council reaffirms the city's mission and values statements
3) The city manager fine tunes the goals program and oversees the
development of desired outcomes and success targets for city council
consideration
4) The city council approves and formally adopts the finalized goals program
5) Action plans be developed for each goal and desired outcome under the
guidance of the city manager
6) The city council and city manager monitor progress on achievement of
the goals during the year
7) A follow -up retreat be scheduled in one year to evaluate progress and
update the goals and desired outcomes
Executive Summary Written by the Retreat Facilitator
Don Salverda
Donald Salverda & Associates
Roseville Professional Center, Suite 511
2233 North Hamline
Roseville, MN 55113 •
(651) 484 -1335
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• Attachment A
GREATEST CHALLENGES FACING THE CITY
1) "The economy and the city's budget"
2) "The city's image"
3) "An aging residential housing stock"
4) "Demographic changes and the continued integration of a diverse community"
5) "Becoming complacent: both externally and internally"
6) "Foreclosures"
7) "Vacant Businesses"
8) "The cost of redevelopment and assembling properties"
9) "Meaningful communication with the public"
10) "Attracting new development to the city"
11) "The school district"
12) "The city's quality of life"
13) "Local market conditions"
Note: The comments made on pages 8 -13 were offered individually by participants at
the session. The comments were for discussion purposes and ultimately for the
development of the city's goals. The group did not adopt these statements or
officially support them as a unified statement of the city.
8
Attachment A
(continued) •
EXPECTATIONS FOR THE RETREAT
1) "To develop closer working relationships"
2) "To be open, to listen, to communicate with others"
3) "To better get to know other members of the leadership team"
4) "To update the city's goals and to develop greater trust"
5) "To get feedback from council members"
6) "To integrate new members onto the city's leadership team and to update the
city's goals"
7) "Team building"
8) "Transformational thinking and discussion of the city's changing needs"
•
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Attachment B -1
REVIEW OF PROGRESS
BEING MADE BY THE CITY
The Successes
1) "The completion of the Shingle Creek Crossing"
2) "The construction of the FBI building"
3) "Street reconstruction"
4 Bass Lake Road and Xerxes
5) "Gateway Commons"
6) "Crime reduction"
7) "The city's neighborhood meetings"
8) "The rental housing program"
• 9 "The arrival of the new Family Services Bureau"
10) "The coordination of the Three Rivers Park programs"
11) "The AMR (Automated Meter Reading)"
12) "The planning for the city's centennial celebration"
13) "The Twin Lakes Watershed District improvements"
14) "The city's AA financial rating"
15) "The council and department heads working as a team"
16) "The city continues to provide quality services with limited resources"
17) "The city's building maintenance and energy efficiency projects"
18) "Implementing the Police Department's Juvenile Unit"
19) "Recognition of the JCPP (Joint Community Police Partnership)"
20) "Progress on the Brooklyn Bridge Youth Cooperative"
10
Attachment B -1
The Problems Encountered (continued)
1) "The challenge to 'do more with less "'
2) "Reductions in local government aid to the city"
3) "Communication with the public"
4) "A decline in home values"
5) "Vacant businesses and houses"
6) "A perception that there is a high level of crime in the city"
7) "The city's image"
8) "Delays in completing projects"
- 9) "Conflicts with the Department of Agriculture"
10) "Code enforcement"
11) "Identity problems with the City of Brooklyn Park" •
The Lessons Learned
1) "Advanced planning is important to successful projects"
2) "The importance of patience"
3) "Success breeds success"
4) "The importance of resiliency"
5) "The importance of being a positive ambassador for the city"
6) "The importance of having a good public hearing process"
7) "The importance of 'framing the vision' of a project or service and then
communicating that vision"
8) "The importance of partnerships"
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THE CITY OF BROOKLYN CENTER Attachment B -2
MARCH 2011
Qi What's working well with the city?
1) "The building of 'the community' of Brooklyn Center"
2) "The services provided to the citizens (customers) by the city"
3) "The city's administration and programs"
4) "The city's finances"
5) "The council teamwork"
6) "Council -Staff relationships"
7) "The teamwork and collaboration of the city's departments"
8) "The city's annual retreat and goal- setting process"
9) "The city's planning"
10) "The city's rental ordinance"
• 11) "A positive attitude and overall harmony of staff'
Q2 What's not working well with the city?
1) "The city's image"
2) "Overcoming the overall mistrust of government"
3) "Holding property owners more responsible for the properties"
4) "Engaging all aspects of a diverse community"
5) "The city's outreach to citizens"
6) "Empowering citizens to take increased responsibility in solving their own
problems"
7) "Code enforcement follow through"
8) "The structure of the city's advisory commissions"
9) "Some grandstanding at council meetings"
12
Attachment B -2 .
continued
Q3 What's the city not doing that it should be doing?
1) "Better recognizing the city's changing needs"
2) "Recruiting a more diversified staff'
3) "Partnering with community members"
4) "Critiquing relationships with "Minneapolis NW and community meetings"
5) "Promoting greater youth involvement in the city"
6) "Working more closely with North Minneapolis on housing and other
issues"
7) "Creating a narrative (for the city) with bullet points so that the
spokespersons for the city have the same basic message"
8) "Improving the city's golf course efficiency and profits"
9) "Improving the council chambers at City Hall"
10) "Becoming more involved with addressing citizen social problems"
Q4 What's the city currently doing that it should not be doing?
1) "Relying on state funding"
2) "Tolerating toxic property owners"
•
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• Attachment C
THE CITY'S
MISSION STATEMENT
"The mission of the
City of Brooklyn Center
is to ensure a clean, safe,
attractive community that
enhances the quality of life and
preserves the public trust.
14
Attachment C
(Continued) •
THE CITY'S VALUES STATEMENT
1) Excellence and Quality Service Delivery
We believe that service to the public is our reason for being and strive to deliver
quality services in a highly professional and cost - effective manner.
2) Ethics and Integrity
We believe that ethics and integrity are foundation blocks of public trust and
confidence and that all meaningful relationships are built on these values.
3) Visionary Leadership and Planning
We believe that the very essence of leadership is to be visionary and to plan for
the future.
4) Fiscal Responsibility
We believe that fiscal responsibility and prudent stewardship of public funds is •
essential for citizen confidence in government.
5) Cooperation and Teamwork
We believe that the public is best served when departments and employees work
cooperatively as a team rather than at cross purposes.
6) Open and Honest Communication
We believe that open and honest communication is essential for an informed and
involved citizen and to foster a positive working environment for employees.
citizenry p 9 P Y
7) Professionalism
We believe that a commitment to ethical values and continuous improvement is
the mark of professionalism. We are committed to applying this principle to the
services we offer and to the development of our employees.
•
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• Attachment D
CHANGES AND FORCES EXPECTED
TO IMPACT THE CITY
IN THE NEXT FIVE YEARS
MOST SIGNIFICANT
1) Increased redevelopment and the development of Shingle Creek Crossing
2) Continuing demographic changes that include an aging population and increased
ethnic diversity
3) An improved economy
4) The impact of the state's budget crisis
5) The impact of the school districts (Brooklyn Center and neighboring districts)
6) A continued decline in the city's crime rate
7) Increased aging of numbers of multi - housing rental properties that are becoming
functionally obsolete
8 Growth and changes in the city's commercial businesses
g v
• 9) Future elections and staff changes
10) Continuing housing foreclosures
SIGNIFICANT
11) An increasing focus on partnerships and collaborations
12) The improvement of Brooklyn Boulevard
13) The volatility of energy costs and gasoline prices
14) Increasing health care costs and other employee benefits
15) Any new unfunded mandates
16) Increasing numbers of environment related concerns
17) Increasing traffic in the city due to improvements in Highway 252 and completion
of H ig hway 210
18) Increasing focus on water related issues
19) An increasing commercial skyline
•
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Attachment E
•
ISSUES AND OPPORTUNITIES
EXPRESSED AS NEEDS
ONGOING
1) The need to continue to provide streamlined, cost effective, quality services with
limited resources
2) The need to ensure the city's financial stability (while adapting to economic
changes)
3) The need to move toward maintaining or lowering the level of the city's proverty
taxes
4) The need to ensure the city's influence at the legislature
•
5) The need to improve the image of the city with citizens and those outside the city
borders
6) The need to ensure the city's drinking water is high quality and that storm water
is properly managed
17
Attachment E
• (Continued)
ISSUES AND OPPORTUNITIES
EXPRESSED AS NEEDS
STRATEGIC 1 -3 YEARS
HIGHEST PRIORITY
#Votes
Council & Staff
Too Three
.5 +7 =12 1) The need to ensure a safe & secure community
4 +6 =10 2) The need to aggressively proceed with the implementation of
the city's redevelopment plans
4 +6 =10 3) The need to stabilize and improve the city's residential
neighborhoods
• To include aging multi- housing and rental properties
•
HIGH PRIORITY
1 =3 =4 4) The need to embrace the community's demographic makeup and
cultural diversitv
1 +0 =1 5) The need to improve the city's image
0 +0 =0 6) The need to maintain and upgrade the city's infrastructure
0 +0 =0 7) The need to address the city's environmental sustainability
18
•
Attachment F
THE CITY'S PROPOSED GOALS PROGRAM
Ongoing Goals
GOAL #1 To continue to provide streamlined, cost effective, quality services
with limited resources
GOAL #2 To ensure the financial stability of the City
GOAL. #3 To move toward maintaining or lowering the level of the City's
P taxes
GOAL #4 To ensure the city's influence at the legislature
GOAL N To improve the image of the city, with citizens and those outside of
the City's borders
GOAL N To ensure the City drinking water is high guality and that the storm
water is properly managed •
Strategic Goals
HIGHEST PRIORITY
GOAL #1 To ensure a safe and secure community
GOAL #2 To aggressive proceed with Implementation of City's
redevelopment plans
GOAL #3 To stabilize and improve residential neighborh
HIGH PRIORITY
GOAL #4 To Positively embrace the community demographic makeup and
increasing ethnic diversity
GOAL #5 To continue to maintain the city's infrastructure
GOAL N To address the city's environmental sustainability t
19
Attachment G
ROLE AND RESPONSIBILITIES
OF THE CITY COUNCIL
MOST SIGNIFICANT
1) To provide leadership, direction, and long -range planning for the city
2) To determine policy for the city
3) To hire and monitor the performance of the city manager (to manage city
operations)
4) To adopt an annual budget for the city
. 5) To represent the collective best interests of the city and the citizens of
the city
6) To be Good Will Ambassadors for the city
•
20
Attachment G
(continued) •
ROLE AND RESPONSIBILITIES OF
INDIVIDUAL COUNCIL MEMBERS
MOST SIGNIFICANT
1) To represent the citizens and be accessible to them
2) To make leadership and policy decisions for the greater good of the city
3) To be prepared for, and participate in, council meetings
4) To act professionally and listen respectfully to other council members,
staff, and citizens
•
5) To share information and communicate openly with the city manager and
other council members
6) To be Good Will Ambassadors for the city
•
21
• Attachment G
(continued)
ROLE AND RESPONSIBILITIES
. OF THE MAYOR
MOST SIGNIFICANT
i
1) To conduct orderly and effective city council meetings
2) To represent the city at public functions
3) To facilitate discussions on agenda items and help resolve conflict
among council members
• 4) To make advisory committee and other appointments as appropriate
5) To sign the city's legal documents
6) To also function as a council member
7) To be a Good Will Ambassador for the city
•
22
Attachment G
(continued)
ROLE AND RESPONSIBILITIES OF
THE CITY MANAGER
MOST SIGNIFICANT
1) To prepare and provide information for the council, make policy
recommendations based on the information, and implement adopted
policies
2) To be a liaison between the council and staff
3) To provide leadership and foster a positive work environment for the
city's employees
4) To develop and administer the city's annual budget
5) To represent the city before public bodies and community groups
6) To coordinate with local, state, and federal agencies
7) To hire, appoint, develop, evaluate, and terminate (when necessary) city
employees
8) To be a Good Will Ambassador for the city
•
23
Attachment G
(continued)
ROLE AND RESPONSIBILITIES OF
THE DEPARTMENT HEADS
MOST SIGNIFICANT
1) To provide leadership and goals for their departments
2) To manage the day -to -day operations of their departments
3) To prepare and administer their department's annual budget
4) To communicate and cooperate with other entities in the city
5) To keep the city manager and their department staff informed
6) To provide training and development opportunities for department employees
7) To recommend 'new hires' to the city manager
8) To coordinate with other local, state, and federal agencies
9) To publicly represent the city policies
10) To be Good Will Ambassadors for the city
i
24
Attachment G
(continued)
ROLE AND RESPONSIBILITIES
OF ALL CITY EMPLOYEES
MOST SIGNIFICANT
1) To have a positive attitude towards their job and when dealing with the public
2) To be team players
3) To be fiscally responsible
4) To be a positive representative and ambassador of the city
5) To have a strong work ethic
6) To be receptive to, and participate in, training and development opportunities
7) To be innovative problem solvers
•
25
Attachment G
(continued)
ROLE AND RESPONSIBILITIES OF
THE CITIZENS
MOST SIGNIFICANT
1) To vote in city elections
2) To provide fiscal support for city services and operations; i.e., to pay their taxes
3) To keep informed on issues that affect the city and to communicate their
concerns to the city's elected officials and staff
• 4) To be involved in community affairs
5) To be positive contributors to the community
26
Attachment H
EXPECTATIONS AND CONTRIBUTIONS
THE COUNCIL'S EXPECTATIONS
OF THE STAFF
1) "To implement the city's goals and policies"
2) "The city manager is available to and responsive to the council's questions"
3) "To provide complete background information on agenda items"
4) 'To treat the council with respect"
5) "To provide research materials on issues pertaining to city business"
•
•
27
• Attachment H
(continued)
EXPECTATIONS AND CONTRIBUTIONS
THE STAFF'S EXPECTATIONS
OF THE CITY COUNCIL
1) "To provide leadership, direction and long -range planning for the city"
2) "To determine policy for the city"
3) "To hire and monitor the performance of the city manager (to manage city
operations)"
4) "To adopt an annual budget for the city"
5) "To represent the collective best interests of the city and the citizens of the city"
• 6) "When possible — direct citizen requests and concerns to the appropriate staff
resource"
7) "To communicate respectfully with the staff'
8) "To respect the staff for their professional expertise"
28
Attachment H •
(Continued)
THE COUNCIL'S CONTRIBUTION
TO THE CITY'S LEADERSHIP TEAM
1) "To represent the community and bring the public's perspective to the
discussions"
2 "To make the policy 9 city's olic and strategic decisions: 'The buck stops here "'
3) "To grasp the 'big picture' — to establish a vision for the city"
4) "To be positive ambassadors for the city"
5) "To bring our life experiences and professional expertise to the discussions"
6) "To bring our connection with the city and personal history to the discussions"
•
•
29
Attachment H
• (Continued)
THE STAFF'S CONTRIBUTIONS TO THE
CITY'S LEADERSHIP TEAM
1) "Knowledge and expertise"
2) "Professional competency with good intentions"
3) "Cooperation and timely responses"
4) "Communication and loyalty"
5) "Integrity and honesty"
6) "Mutual respect and empathy"
7) "Dedication"
8) "Good Will Ambassadors for the city"
9) "Performance and passion
10 "Teamwork"
•
30
Httacnment r
ORGANIZATIONAL CLIMATE QUESTIONNAIRE
o each of the seven organizational climate dimensions below,
F r • place an "A" above the number that indicates your arse
organizationi s current position on f where the dimension organization s b
�Td Ideally
number that n d fates your choice
be on this dimension. _ Wft owwr X71 Ot
C ONFORMITY . The feeling that there are many alternally imposed constraints in
i , procedures
th isn pr the actice s d egree hich they have to a nfore, than being able to do 7��
policies. and practices
� their work as they as* it.
conformity is not characteristi 1 2 3 K 5 6 7* a 9 10 o"f� organi zationchsracteriat'a
of the organisation .
!? nt!p9N5181 IL TY. members of the organization re given personal responsibility to
2. --
achieve their part of the org aad tht-outrcheckingiwith ssuuparioss sac g,S
that they can make decision
J71 stop of the way.
a t 9 10 There i o great es�phaai s on
No responsibility is given in 1 2 3 6 5 6 personal respa+albility in
the organization the organisation
3. STANDARDS. The eszphaste the organisation plac s qn quality performance
sa
on is
stag n= production including the degree to wbie erg feet the orgaai
goals for itself &n& comeuni at g these goals to its members. g8'
7,7 setting challenging g
�%''' are very 1 oat or non- 1 2 3 4 3 d 7 S ! 10 are set in the
standards y
existent in the organs :anon ' . •
4. REWARDS. The degree to which members feel the they are being recognised and
rewarded far good work rather than being ignore cri ticized, or punished when O
GD
��3 .things as wrong. fished. 1 2 3 g 5 6 7 8 d 10 Members are r
tt wty and
Members are ignored, pun rewarded poa
or criticized
5. ORGANIZATIONAL CLARITY. The feeling among
ere that things are well —
organised and goo s are clearly defined rather t an ?slag disorderly os confused. g q
:anon is contused, 1 2 3 + 5 6 7 e9 10 The organization is well -
' The organs or9anized with clearly
dlsorderir� and chaotic defined goals
6. WARMTH AND SUPPORT. The feeling of frie and i o for a valued no in t h e
organisation; that members trust o n •
The feeling that good relationships prevail in the vock, environment.
There is no warmth and support 1 2 3 • 5 6 7 *9 10 warmth and support are ver
in the organisation characteristic of the
Organization
7 LEADERSHIP The willingness of organisation me firs to accept le and
direction frog other qualified personnel. As age alfor leadership
feel free to take leaaddershiprol The orgaaisat ca l ls notcdoainatedeby# oridependsn
Leadership is bas p
on. one or two personse f
a nd are
laadershtp to not rswordedl 1 2 3 6 S 6 109 10 rN� ier
members are dominated and based e expertise
dependent or resist leadership 31
attempts
• Attachment J
THE CITY OF BROOKLYN CENTER
COUNCIL MEMBERS AND DEPARTMENT HEADS
2011 LEADERSHIP — PLANNING — TEAM BUILDING RETREAT
SUMMARY EVALUATION
i) The objectives of the session were:
�11 5 4 3 2 1
Clear Vague
2) The organization o the session was:
5 4 3 2 i
Excellent Poor
3) The ideas presented ere:
5 4 3 2 1
• �.,,L;J Very Not
Interesting Interesting
4) The ability of the resenter to stimulate discussion was:
�t r 5 4 3 2 1
Excellent Poor
5) My attendance t this session was:
5 4 3 2 1
Very Waste
Beneficial of Time
6) Overall, I con ider this session to have been:
2 5 4 3 2 1
Excellent Poor
•
32
THE CITY OF BROOKLYN CENTER •
COUNCIL MEMBERS AND DEPARTMENT HEADS
2011 LEADERSHIP — PLANNING — TEAM BUILDING RETREAT
PARTICIPANT COMMENTS
1) "Staff members and council meeting together for goal setting is very beneficial."
2) "As before, this session was great. A lot was accomplished and self - awareness
was gained. Thanks."
3) "Good job!"
4) "Thank you for the opportunity"
5) "Learned a lot about the council and department heads"
•
6) "Although objectives and strategic outcomes may seem familiar — sometimes the
review and opportunity o explore new outcomes and objectives is b tY p 1 Y every
measure; invigorating, refreshing and honestly dynamic."
7) "Clearer, distinct questions needed for rating feedback purposes"
•
33