HomeMy WebLinkAbout2011 03-05 CCP Planning Session with Facilitator CITY OF BROOKLYN CENTER
COUNCIL MEMBERS AND DEPARTMENT HEADS,
2011 LEADERSHIP PLANNING - TEAM BUILDING RETREAT
Tentative Aaenda
8:00— 8:30 COFFEE AND DONUTS — INFORMAL VISITING
8:30— 8:35 OPENING REMARKS — MAYOR AND CITY MANAGER
8:35-10:00 SESSION 1: "WORKING AS A TEAM — THE CHALLENGE
OF PUBLIC SECTOR LEADERSHIP"
Focus
• Objectives and expectations for the retreat
• Communication and perspectives sharing exercise
• Review of progress being made during the last year
(The staff will have reviewed with the council, prior to the retreat,
the city's attainment of various goals and successes.)
10:00 —10:15 BREAK
10:15 —12:00 SESSION 2: "WORKING AS A TEAM - PROVIDING DIRECTION"
Focus:
• Changes that are likely to impact the city
• Review of the city's mission, values and goals
• Updated consensus on priority issues and opportunities
• Updated goals program
12:00 -1:00 LUNCH
1:00 — 2:30 SESSION 3: "WORKING AS A TEAM — ROLES AND
RESPONSIBILITIES - IMPROVING EFFECTIVENESS"
Focus
• The interdependency of council and staff
• Review of roles and responsibilities
• Expectations and contributions (council and staff)
• Ideas for improving the council's and staffs overall effectiveness
2:30 2 :45 BREAK
2:45 — 4:15 SESSION 4: "WORKING AS A TEAM — BUILDING POSITIVE WORK
RELATIONSHIPS"
Focus
• Understanding work behavior styles
• Building on team member strengths
4:15 — 4:30 SUMMARY AND WRAP -UP COMMENTS
Focus
•. Review of the day
• Importance of follow -up
• Making a positive impact in leadership roles
i
Donald Salverda & Associates
Roseville Professional Center • Suite 620 2233 N. Hem#ne Avenue Roseville, MN 55113 (651) 484 -1335
THE CITY OF BROOKLYN CENTER
COUNCIL MEMBERS AND DEPARTMENT HEADS
2011 LEADERSHIP - PLANNING
TEAM BUILDING RETREAT
Retreat Facilitator
Don Salverda
INTRODUCTION
A) Why have a Leadership — Planning — Team Building Retreat?
1) Organizations need to periodically assess progress, re- establish
direction, and enhance team spirit
2) How well the council members, mayor, city manager and
department heads provide leadership, communicate and work
together toward common goals is key to the city's effectiveness
3) It's easier to develop consensus on issues, opportunities, and
goals in an off -site relaxed environment rather than the formality
of the normal work environment
4) A Leadership — Planning — Team Building Retreat is an excellent
way to integrate new members onto the leadership team
B) Primary Objectives of the Retreat
1) To provide an opportunity to become better acquainted with the new
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 enjoyable
1
C) Givens
1) All hold key leadership positions within the city
2) All have had various leadership experiences
3) All have different perspectives and opinions
4) All recognize the need to work together to achieve the city's goals
5) All want the quality of work and relationships to improve
6) No one person has all the answers
7) We °learn from each other
D) Background of the Presenter /Facilitator
1) Experience in private, public, and volunteer sectors
2) Held various leadership positions
3) Over 25 years in professional development field
4) Consultant - Seminar and Retreat Facilitator
5) Student of leadership
E
Overview of the Retreat
F) Disclaimers and Personal Comments
2
II ENHANCING COMMUNICATION BY SHARING BACKGROUNDS,
INTERESTS AND PERSPECTIVES
Purposes of 'Communicat
Personal
1) Name
2) Home town i
3) Where attended school
4) Favorite hobby /outside interests
5) Family _
The City of Brooklyn Center
6) What like best about the city
7) When started serving in public office/working for the city _
8) Current job and responsibilities _
9) Greatest satisfaction
1A) Greatest frustration
11) Greatest challenges facing the city
1 )�
2) _
3)�
The Retreat --
12) Expectations
13) Last DO reatr'on ofTeadership, management, or personal
improvement
3
111 REVIEW OF THE CITY'S PROGRESS DURING THE YEAR
A) Progress on Goals
B) The successes
C) The Problems Encountered
D) The Lessons Learned
E) Overall Performance
4
IV LEADERS ARE BEING CHALLENGED
A) The economy
B) The productivity challenge -- to do more with less
C) The advice to collaborate and consolidate
D) The quest for excellence, quality, innovation and customer service
E) Understanding generational differences
F) People are stressed — people problems seem to continue to increase
G) Anti - incumbancy attitudes
H) Challenges facing those of us in leadership and management positions
(1) Staying current in our fields
(2) Monitoring and adapting to change
(3) Knowing what to do and who's going to do it
(4) Understanding and being able to work with a wide variety of people
(5) Providing a positive work environment for employees
(6) Getting employees to work together
(7) Dealing with conflict
(8) Working effectively as team members
(9) Balancing work life with home life
(10) Serving as good role models for others
(11) Preventing "burnout'
(12) Other
5
V PREPARING FOR LEADERSHIP
A) THE ESSENTIALS
1)
2)
3)
4)
5)
6)
B) WE'RE ALL A WORK IN PROGRESS
C) KNOW THYSELF (THE FIRST STEP OF WISDOM
• Build on strengths
D) LEARN FROM AND BUILD ON BACKGROUNDS EXPERIENCE
AND TRAINING
E) BELIEVE IN "THE POTENTIAL OF PEOPLE"
F) BECOME A STUDENT OF THE TOPIC
G) LEADERS ARE READERS
6
VI LEADERSHIP SIMPLIFIED
Point B
Point A
1) ADDRESSING THREE KEY ISSUES
Q, Where are we at?
• Facing Reality — Honest Assessment
• Answering Four Key Questions
Q1
Q2
Q3
Q4
• The SWOT Analysis
S
W
O
T
Q2 Where are we going?
• Determining our mission
• Determining our vision
• Setting our goals
Q3 How are we going to get where we want to go?
• Develop a plan
• Align resources
• Implement the plan — execution (ie. follow through)
•. Monitor. progress
7
2) FOCUS OF LEADERSHIP EFFORT
Level 4 Big Picture (Mission, Vision, and Goals)
Level 3 Overall Strategy
Level 2 Management of the Organization
Level 1 Day to Day — Tactics and Actions
3) MAKING THINGS HAPPEN IN ANY ORGANIZATION OR SITUATION
1) Providing direction — Setting Goals
2) Plans - Developing the plan to achieve the goals.
3) Execution — Implementation of the Plan
The follow through
Delivering results
4) ORGANIZATIONAL SUCCESS IS A TEAM EFFORT
Elements of Effective Teams
1) Defined Goals
2) Clarified Roles and Responsibilities
3) Positive Working Relationships
Stages of Team Development
Stage 1
Stage 2
Stage 3
Stage 4
5) COMMUNICATION IS KEY
1) Top down
2) Bottom up
3) Between Team Members
6) TRUST IS KEY
Pillars of trust
8
VII KEY ELEMENTS OF LEADERSHIP
I
THE TASK OF LEADERSHIP
1) UNDERSTANDING AND ADAPTING TO CHANGE
To monitor, accept, and adapt to both external and internal changes
2) HONEST ASSESSMENT— TAKING STOCK AS TO WHERE YOU'RE AT
To face reality — to assess, understand, and accept the current situation
3) PROVING DIRECTION — KNOWING WHERE YOU'RE GOING
To define the mission and values, and provide the vision, goals, and
objectives for the organization
4) DEVELOPING STRATEGY — KNOWING HOW TO GET WHERE
YOU'RE GOING
To develop the strategy and work plan to achieve the goals and objectives
of the organization
5) EXECUTION THE ABILITY AND RESOLVE TO FOLLOW THROUGH
WITH THE STRATEGY AND PLAN
To follow through with implementation of the strategy and work plan. To
deliver the desired results
6) PROVIDING A POSITIVE WORK ENVIRONMENT
To provide a positive work environment for employees and organization
members
9
THE PROCESS OF LEADERSHIP
7) PERSONNEL SELECTION
To recognize that the organization's human resources is it's most valuable
resource; to recruit the best talent available; to "get the right people on the bus"
8) CONTINUOUS TRAINING AND DEVELOPMENT
To provide training and development opportunities recognizing that growth,
development, and effectiveness improvement is an ongoing process
9) TEAM PLAYER
To work with other team members in a cooperative and collaborative way,
appreciating and building on diversity and individual strengths and differences
10) ROLE CLARITY
To clarify roles and responsibilities building on the strengths and skills of team
members
11) EMPOWERMENT
To empower team and organization members providing the resources, freedom
and authority to get the job done
12) CONTACTS, NETWORKS AND RELATIONSHIPS
To develop a wide variety of professional contacts, networks, and relationships
10
THE KEY INDIVIDUAL SKILLS
13) TIME MANAGEMENT SKILLS
To be effective in sorting the important from the unimportant and the urgent from
the non - urgent; to determine priorities and focus on the most important aspects
of the job; to be organized
14) PEOPLE SKILLS
To be able to get along and work with, a wide variety of people; to effectively
manage relationships; to have "emotional intelligence"
15) COMMUNICATION SKILLS
To be an effective communicator: speaker, listener, presenter, etc.; to regularly
communicate the organization's mission, values, vision and goals to other
members of the organization
16) DECISION MAKING SKILLS
To demonstrate good judgment in making decisions on a short term and long
term basis; to make ethical decisions
17) POSITIVE ATTITUDE
To radiate optimism; to convey "can do" thinking and behavior to effectively
manage one's own attitude
18) SELF- DISCIPLINE
To have the resolve, discipline, and where - with -all to follow through on
commitments
19) CHEERLEADING AND INSPIRATION SKILLS
To promote the organization in an upbeat manner, placing emphasis on the
positive things that are happening; to inspire others
20) ABILITY TO MAINTAIN PERSPECTIVE
To keep balance in one's life; to reflect; to smell the daisies; to have a variety of
interests
11
VIII ELEMENT #1 - .UNDERSTANDING AND ADAPTING TO CHANGE
A) Challenge of a Changing Society
B) Changes in Business
C) Changes in Federal and State Governments
D) Changes in Local Government
E) Changes in the Way We Lead and Manage
F) Changes that have impacted the city
G) Changes and forces expected to impact the city in the next five years
1)
2)
3)
4)
5)
12
IX ELEMENT #2 - HONEST ASSESSMENT (TAKING STOCK AS TO
WHERE YOU'RE AT)
Qi What's working well with the city?
Q2 What's not working well with the city?
Q Wha
Q3 l s the city not doing that it should be doing?
Q4 What's the city currently doing that it should not be doing?
- V
13
X ELEMENT #3 - PROVIDING DIRECTION
(KNOWING WHERE YOU'RE GOING)
A) The Mission
B) The Core Values
C) The Vision
D) The Issues and opportunities
E) Converting issues and opportunities into a goals program
1) Ongoing Goals
2) Strategic Goals (1 -3 years)
3) Long Term Goals (5 -10 years)
F) The Benefits of a Goals Program
1)
2)
3)
4)
G) The ABC's of Goal Setting
1)
2)
3)
4)
H) Development of Preliminary Action Plans for Goal Achievement
14
ELEMENT #3 - PROVIDING DIRECTION (SUPPLEMENT)
DEFINITIONS
1)
Mission
THE PURPOSE OR ROLE OF THE ORGANIZATION - A STATEMENT
DESCRIBING THE ORGANIZATION'S REASON, OR REASONS, FOR
EXISTENCE"
2) Vision:
"A MENTAL IMAGE OF A POSSIBLE AND DESIRABLE FUTURE STATE
OF THE ORGANIZATION"
3) Goal:
"A BROAD OVERVIEW RESULT TO BE ACHIEVED TO ELIMINATE A
PROBLEM OR MEET A NEED
4) Obi�ective
"A SPECIFIC KEY RESULT AREA TO BE ACHIEVED BY A CERTAIN
DATE
5) Priori
' THE RANKING OF GOALS AND OBJECTIVES, SO THAT THE
ORGANIZATION KNOWS THE RELATIVE IMPORTANCE OF EACH
6) Activities:
"DAY -TO -DAY TASKS THAT COLLECTIVELY RESULT IN OBJECTIVES
BEING ACHIEVED
15
XI ELEMENT #4 - DEVELOPING STRATEGY (KNOWING HOW TO GET WHERE
YOU'RE GOING)
A) Strategy Defined
"A summary statement of how objectives will be achieved"
- Steven Brandt, Strategic Planning in Emerging Companies
"Strategy is - a comprehensive, highly organized approach on how to
work smarter rather than harder by:
- Doing the right things...
at the right time...
for the right reasons"
- Peter Johnson - Strategist
"Your actions are the visible manifestations of your leadership. They
must move the organization towards its objectives"
- Koshavin Nair, International Consultant, Beyond Winning
B) Transferring Goals into Objectives and Employee Activities
(Who is going to do what)
C) Management by Objectives
Definition: MBO is a management system whereby the supervisor and
direct report identify major areas of responsibility for the direct
report, set standards for good and bad performance, and determine
how results against those standards will be measured.
D) Basic Concepts that Underlie a Successful MBO Program
1) The better understanding a manager or employee has of what
he /she is to accomplish, the better chance he /she has of doing it
2) Progress is measured in terms of what one is trying to make
progress toward
3) When the manager and the employee are involved in planning the
objective that they are expected to achieve, the involvement results
in a higher commitment by both the manager and the employee
16
XII ELEMENT #10 ROLE CLARITY (Knowing and fulfilling our roles)
(The most important job responsibilities)
A) The major role (responsibilities) of
1)
2)
3)
4)
5)
B) The major role (responsibilities) of
1)
2)
3)
4)
5)
C) The major role (responsibilities) of
1)
2)
3)
4)
5)
17
XIII ELEMENT #13 -TIME MANAGEMENT SKILLS
A) Key Statements on Time Management
1) "The starting point of good management is the effective
use of one's time." Lee Iacocca
2) "Time is the most precious commodity we have. Therefore,
how we manage it has the most profound effect on how our
lives turn out." Jim Rohn
3) "The main thing is to make the main thing the main thing."
Stephen Covey
B) Effectiveness and Efficiency
C) Peter Drucker's Advice on Effectiveness
D) The 80/20 Rule
E) Quadrant 11 Activity vs. Quadrant III Activity
EE
18
XIV ELEMENT #14 - PEOPLE SKILLS
A) Key Statements on People Skills
1) "Eighty percent of the people who fail at work do so for one reason:
they do not relate well to other people." Robert Bolton Ph.D.
2) The extent to which people trust, respect and feel comfortable with
each other affects the way they work together as a team
3) The more team members accept understand and appreciate the
uniqueness of each team member, the greater the harmony
4) Team members have different knowledge and skills, personalities and
lifestyles, motivations attitudes, and patterns of thinkina feeling
and-- Actina
B) Research Behind the "Personal Profile System"
C) Four Style Behaviors
1) "D"
Active & Outgoing - Director of Others
2)
Active & Outgoing - Persuader of Others
3) "S"
«
Reserved - People Oriented
4)
Reserved - Task Oriented
D) General Highlights of Each Behavior
"D" Behavior "1" Be havior
1) 1)
2) 2)
4) 3)
5) 4)
5)
"S" Behavior "C" Behavior
1) 1)
2) 2)
3) 3)
4) 4)
5) 5)
19
THE CHALLENGE
TO MAKE A POSITIVE IMPACT
M
P
A
C
T
[PERSONAL ACTION PLAN FOR IMPROVEMENT
(ACTION STEPS TO BROADEN LEADERSHIP
KNOWLEDGE AND ENHANCE LEADERSHIP SKILLS)
1
2
3
4
5
20
r �
CLOSING THOUGHTS ON LEADERSHIP
1) "Leaders are dealers in hope" Tom Peters — Author— Re- Imaone
2) "Leaders make sure people not only see the vision they live and breathe it.
Leaders inspire risk taking and learning by setting the example."
Jack Welch — former CEO, General Electric — Author — Winning
3) "The leader's job is to provide an empowering environment that enables
employees to serve their customers and provides them the training, education,
and support they need." Bill George, former CEO, Medtronic
Author— Authentic Leadership
4) "The true measure of leadership is influence — nothing more, nothing less."
John Maxwell Expert on Leadership
Author of several books
5) "Leadership is a matter of how to be, not how to do it. It is the quality and
character of the leader"
eader that determines the performance, the results."
Francis Hesselbein, Chairman of the Leader to Leader Institute
Author— Hesselbein on Leadership
6) "There are many brilliant administrators, but only a few renewers of the systems
they administer. Leaders must be renewers. All too often, on the long road up,
young leaders become 'servants of what is' rather than 'shapers of what might
be."' John Gardner, Served six Presidents of the United States
in various leadership capacities
7) "Of those to whom much is given, much is required." John F. Kennedy
8) "One person can decide to lead. One person can make a difference. One person
does make a difference."
Chris Brady and Orrin Woodward - Authors
Launching A Leadershro Revolution
21
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.
12
Attachment C
(Continued)
THE CITY'S VALUES STATEMENT
1) Excellence and Quality in Service Delivery
We believe that service to the public is our reason for being and strive to deliver
quality services in a highly professional and cost - effective manner.
2) Ethics and 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 citizenry and to foster a positive working environment for employees.
7) Professionalism
We believe that continuous improvement is the mark of professionalism and are
committed to applying this principle to the services we offer and the development
of our employees.
13
Attachment D
CHANGES AND EXTERNAL FORCES THAT
HAVE HAD AN IMPACT ON THE CITY
IN THE LAST FIVE YEARS
MOST SIGNIFICANT
1) The city's changing demographics that include an aging population, and
increased ethnic diversitv
2) A decrease in the city's tax base from local businesses
3) A reduction in local government aid from the state
4) An increase in the city's rental housing
5) A decline in citizen satisfaction levels and an increase in expectations
6) A decline in the overall maintenance of the city's housing stock
SIGNIFICANT
7) A decline in the services provided at the Brookdale property
8) A decline in the property value of Brookdale
9) Changes in elected local officials
10) Changes in staff — most significantly at the department head level
Note.: These rankings were made at the 2009 retreat
14
Attachment D
(continued)
CHANGES AND EXTERNAL FORCES
EXPECTED TO IMPACT THE CITY
IN THE NEXT FIVE YEARS
MOST SIGNIFICANT
1) The economy and the state's budget crisis
2) Increasing numbers of foreclosures in the housing market
3) Increasing redevelopment
4) Real and perceived crime in the city
5) A trend of decline in the city's commercial businesses
6) Continued demographic changes that include an aging population and increased
cultural diversity
SIGNIFICANT
7) Increases in the cost of healthcare and other benefits provided to employees
8) Increasing focus on partnerships and collaborations
9) Changes made at Brookdale
10) Improvements of Bass Lake Road, Shingle Creek Road, and Brooklyn Boulevard
Note: These rankings were made at the 2009 retreat
15
Attachment D
(Continued)
ADDITIONAL
11) The census
12) An increasing number of environmental concerns related to contaminated land
and soil with city acquired properties
13) A decline in the number of school enrollments
14) The volatility of energy costs and gasoline prices
15) The impact of mandated Homeland Security measures
16) The number of new unfunded mandates
17) An increasing focus on, water related issues
18) Increased traffic due to changes in Highway 252 and the completion of
Highway 610
19) Changing interest rates
20) Future national, state, and local elections
16
Attachment E
THE CITY'S GOALS PROGRAM
Strategic Goals
GOAL #1 Ensure a safe and secure community
GOAL #2 Aggressive proceed with Implementation of City's redevelopment
plans
GOAL N Stabilize and improve residential neighborh
GOAL #4 Positive address the community demographic makeup and
increasing cultural diversity
GOAL #5 Continue to maintain and upgrade City infrastructure improvements
GOAL N Respond to increased public awareness and interest in
environmental sustainability and green community issues
Ongoing Goals
GOAL #1 Continue to provide quality services with limited resources
GOAL #2 Ensure the fin_ acial stability of the City
GOAL N Move toward maintaining or lowering the level of the City's ro e rty
taxes
GOAL *Streamline and strive for increased effectiveness in service delivery
GOAL #4 "y Ensure the city's influence at the legislature
GOAL W� Improve City's image with citizens and those outside of the City's
borders
GOAL W6 Ensure the City drinking water is high quality and that the storm
water is properly managed
* Goal #4 to be combined with Goal #1
17
Attachment F
THE CITY OF BROOKLYN CENTER
STRATEGIC AND ONGOING GOALS
AND
DESIRED OUTCOMES
18
STRATEGIC GOALS
AND
DESIRED OUTCOMES
GOAL #1 Ensure a safe and secure community
Desired Outcomes
1) The threat and fear of real or perceived crime among citizens and
others will be greatly reduced
2) Citizens will feel and be safe in their homes and all areas of the
city and areas of concern
GOAL #2 Aggressively proceed with implementation of the city's
re- development plan
A Desired Outcomes
1) Private redevelopment will expand and improve
2) 'Opportunity site' redevelopment will commence
3) EDA owned properties redevelopment will proceed expeditiously
19
GOAL #3 Stabilize and improve residential neighborhoods
Desired Outcomes
1) Citizens will benefit from a diverse stock of housing types
and styles
2) Owners and occupants of housing in residential neighborhoods will
n comply with city codes and regulations which will be adequate to
assure a safe, well- maintained, and attractive community
3) Owner occupied housing will increase as a percentage of total
housing
4) Problems associated with foreclosures will be dramatically reduced
or eliminated
5) Residential property values will improve and citizens will be proud
of their neighborhoods and community
GOAL #4 Positively address community demographic make -up and
increasina ethnic diversity
Desired Outcomes
1) All demographic groups will be represented and encouraged to
" participate in civic, governmental, community organizations and
activities
2) Youth will be adequately served by recreation and educational
programs and activities
4) The social, health, and housing needs of the aging will be improved
20
GOAL #5 Maintain Infrastructure
Desired Outcomes
1) City government buildings, major equipment and physical assets of
the city will be maintained and improved
2) Neighborhood streets and utilities will be maintained and improved
3) The traveling public will benefit from multi -modal transportation
options fostered and provided by the city
1
4) Citizens will benefit from the expansion and improvement of
needed technology infrastructure as cost effective, feasible options
become available
GOAL #6 Environmental Sustainability
Desired Outcomes
1) Public appreciation of the environment will be enhanced and
increased and citizens and City government recycling and energy
conservation will improve
I 2) The purchasing power of the city will support the goal of
environmental sustainability
21
ONGOING GOALS
AND
DESIRED OUTCOMES
GOAL #1 Continue to provide quality services with limited resources
Desired Outcomes
1) The quality of service delivered will consistently meet or exceed
customer expectations
2) Service delivery will meet or exceed appropriate input and output
benchmark measures
3) Processes for service delivery will be improved on an ongoing basis
GOAL #2 Ensure the financial stability of the city
Desired Outcomes
1) City funds will be protected against loss
2) The city administration will provide meaningful short, intermediate,
and long term fiscal planning
3) The city will take appropriate actions to buffer essential services
against the effects of significant economic downturns
4) The city will position itself for economic growth
22
GOAL #3 Move toward maintaining or lowering the level of the city's
Property taxes
Desired Outcomes
1) Except in extraordinary circumstances, the property tax levy will not
increase faster than the rate of inflation
2) The city will expand the proportion of industrial and commercial tax
base to relieve the residential property tax burden
3); The inflation adjusted property taxes paid by the median family
household will be stabilized or reduced over time
*GOAL#4 Streamline and strive for increased effectiveness in
Service del_
Desired Outcomes
j 1) The city will seek to improve the cost effectiveness of service
delivery on an ongoing basis
I
*Note: This GOAL to be combined with ongoing GOAL #1
23
GOAL #5 Ensure the city's influence at the legislature
Desired Outcomes
1)
2) State and federal legislatures will be kept informed regarding city
needs that may be affected by legislation
I, 3) The city will maintain positive ongoing relationships with state and
federal legislatures
i 4 A lobbyist will be employed on behalf of the city when appropriate
Y b tY
GOAL #6 Improve the city's image with citizens and those outside
the city's borders
Desired Outcomes
1) Citizens and others throughout the state will recognize Brooklyn
j Center as a safe, quality, attractive community in which to live,
work, and play
GOAL #7 Ensure the city's drinking water is high quality and that the
storm water is properly managed
Desired Outcomes
1) The city's drinking water will meet or exceed safe drinking water
I� standards of the State of Minnesota
2) Storm water runoff will be managed in an efficient and in an
environmentally sensitive manner
24
._t•_I tlil "'.tit G
THE CITY OF BROOKLYN CENTER
STRATEGIC AND ONGOING GOALS
DESIRED OUTCOMES
AND
SUCCESS TARGETS
F STRATEGIC GOALS
GOAL #1 Ensure a safe and secure community
Desired Outcomes (Key Result Areas)
1) The threat and fear of real or perceived crime among citizens and
others will be greatly reduced
Success Targets
(1) Reduce violent crime by 10% or more each year
(2) Reduce property crime by 10% or more each year
2) Citizens will feel and be safe in their homes, areas of concern, and
throughout the city
Success Targets
f (1) City survey results will reflect that all residents feel safe in their homes
(2) City survey results will reflect that all residents feel safe throughout the city
(No places deemed unsafe)
(3) City survey results will reflect that all residents feel safe walking alone at night
26
GOAL #2 Aggressively proceed with implementation of the city's re development
Desired Outcomes (Key Result Areas)
1) Private redevelopment will expand and improve
Success Targets
(1) At least 50% of the privately owned residential vacant properties will be redeveloped
within the next five years adding to the adjusted for inflation taxable value of the City.
Redevelopment of these properties will commence within two years.
(2) At least 80% of privately owned vacant commercial properties will complete redevelopment
within the next five years adding to the adjusted for inflation taxable value of the City.
Redevelopment of these properties will commence within two years.
(3) At least 50% of the blightedleconomically obsolete commercial properties will be
redeveloped within the next five years adding to the adjusted for inflation City tax base.
Redevelopment of these properties will commence within two years.
2) `Opportunity site' redevelopment with commence
Success Targets
(1) 30% of the privately owned properties north and east of John Martin Drive will commence
redevelopment within five years.
(2) All of the privately owned properties north and east of John Martin Drive will complete
redevelopment within ten (10) years adding to the adjusted for inflation taxable value of
the City.
(3) At least 50% of EDA owned and privately owned properties located south and west of John
Martin Drive will commence and complete redevelopment within five (5) years adding to the
adjusted for inflation taxable value of the City.
(4) All EDA owned and privately owned properties located south and west of John Martin Drive
will commence and complete redevelopment within ten (10) years adding to the adjusted for
inflation taxable value of the City.
3) EDA owned properties redevelopment will proceed expeditiously
Success Targets
(1) At (east 50% of the ECA properties owned (non - Cpportunity Site) commercial properties will
commence redevelopment -with the next two (2) years.
(2) All FDA owned commercial property ;;ill have completed r;development ,vi thin ten (10
years idding to the -adjusted for inflation taxable value of the City.
27
v
f
GOAL #3 Stablize and improve residential neighborhoods
r
Desired Outcomes (Key Result Areas)
r
1) Citizens will benefit from a diverse stock of housing types and styles
Success Targets
(1) The number of home remodels will increase
(2) The value added home improvements will exceed $7,500 average valuation per
permit in each neighborhood (i.e. garage additions, bathrooms, 2 1 1, stories, energy
efficiency) annually
(3) Housing and accommodations for seniors will be available foraging residents
consistent with the demand for housing by this demographic group.
(4) There will be new housing construction to accommodate the needs of those
seeking a modern housing and move up housing choices.
2) Owners and occupants of housing in residential neighborhoods will
comply with city codes and regulations which will be adequate to
assure a safe, well - maintained, and attractive community
Success Targets
(1) Of all residential properties inspected 90% will be in full compliance with property
maintenance codes (% violation types.)
(2) All residents surveyed are aware of, understand and support the enforcement of
city housing and neighborhood codes
3) Owner occupied housing will increase as a percentage of total
housing
Success Taraets
(1) At least 95% of single family residential properties will be owner occupied.
(2) At least 95% of all new housing will be built for owner occupancy
28
I
4) Problems associated with foreclosures will be dramatically reduced
or eliminated
Success Targets
(1) 90% of qualified vacant properties will be registered and in compliance with the
vacant building ordinance.
(2) All vacant properties will be in compliance with property maintenance codes
i
5) Residential property values will improve and citizens will be proud of
their neighborhood and community
Success Targets
(1) Within three years the average residential sales price will stop declining
(2) Within five years residential sales prices will increase at a rate equal to or greater
than the rate of increase in comparable communities
(3) All residential properties will be well maintained and landscaped
(4) All residents surveyed will say they are proud of their neighborhood
(5) All residents surveyed will say they are proud of Brooklyn Center
29
' GOAL #4 Positively address community demographic make -up and increasing
r cultural diversity
Desired Outcomes (Key Result Areas)
c 1) All demographic groups will be represented and encouraged to
i participate in civic, governmental, community organizations and
activities
Success T ar ets
(1) Members of all communities will have equal access and representation in civic,
t governmental, community organizations and activities
C
i
2) Youth will be adequately served by recreation and educational
programs and activities
Success Targets
(1) All youth who desire will be productively engaged in recreational activities or
educational programs.
(2) Participation in community programs and activities will reflect the demographic
makeup of the community
3) The social, health, and housing needs of the aging and moderate
income will be improved
Success Targets
(1) Service gaps in the social, health and housing needs of aging and moderate income
community members will be reduced and eliminated over time.
30
i GOAL #5 Maintain and upgrade city infrastructure improvements
t
Desired Outcomes (Key Result Areas)
1) City government buildings, major equipment and p Y h sical assets of
the city will be maintained and improved ,
fi
Success Targets
(1) Meet or exceed the minimum maintenance condition standard for City facilities.
(2) Customers provide positive feedback pertaining to City facilities (clean, attractive
buildings).
(3) Maintain public access and availability to City park facilities and infrastructure.
(4) Reduce graffiti occurrences and complaints.
r
2) Neighborhood streets and utilities will be maintained and improved
Success Targets
(1) Citizens rate reconstruction projects as meeting or exceeding expectations via
surveys sent to project area residents.
(2) Using a pavement index rating system, meet or exceed the established acceptable
roadway rating standard.
(3) Reduce potholes and roadway complaints.
(4) Reduce sewer blockage and watermain breakage /complaints
(5) Complete the citywide street and utility construction program within ten years
3) The traveling public will benefit from multi -modal transportation
options fostered and provided by the city
Success Targets
(1) Minimize an increase in future traffic delays and congestion.
(2) Minimize the amount of regional traffic flow on local streets.
(3) Increase alternative modes of transportation used.
31
r '
I
i
I 4) Citizens will benefit from the expansion and improvement of needed
technology infrastructure as cost effective, feasible options become
available
Success Targets
(1) Reduce City government expenses through the application of technology.
f (2) Improve City services to the citizens through the application of technology
(3) Preserve environmental resources and conservation of energy through the
application of technology,
32
r
GOAL #6 Environmental Sustainability
r
Desired Outcomes (Key Result Areas)
F
i
1) Public appreciation for the environment will be improved and
recycling and energy conservation will improve
Success Targets
,(1) Within three years all residents surveyed will understand the value of recycling and
energy conservation and at least 70% will have changed their behavior in order to
conserve environmental resources.
(2) Within five years energy consumption in the city will be reduced significantly
(3) Within five years City Government energy consumption will be reduced significantly
2) The purchasing power of the city will support the goal of
environmental sustainability
Success Targets
(1) The City will purchase recycled materials whenever costs are reasonable (within 10%
of non recycled material costs) and quality is acceptable.
(2) The City will increase the share of purchased recycled materials by 10% annually for
the next five years.
(3) The City will eliminate the use of products, chemicals or compounds that pose a risk
to human health or to the environment whenever a viable cost effective alternative is
available.
(4) The City will purchase environmentally friendly equipment and vehicles whenever
performance requirements and costs are comparable.
.33
ONGOING GOALS
GOAL #1 CONTINUE TO PROVIDE STREAMLINED, COST EFFECTIVE, QUALITY
SERVICES WITH LIMITED RESOURCES
Desired Outcomes:
1) The quality of service delivered by the city will consistently meet or
exceed customer expectations
Success Targets
(1) Customer surveys for city services delivered will reflect customer satisfaction from not
less than 90% of respondents
2) Service delivery will improve on an ongoing basis
Success Targets
(1) Implementation and execution of continuous improvement programs throughout
all departments
(2) Qualification for Malcolm Baldridge or comparable quality improvement award
(3) Cost effective performance benchmark comparisons from each department will
reflect upper quartile performance for each high priority benchmark measure
34
GOAL #2 ENSURE THE FINANCIAL STABILITY OF THE CITY
Desired Outcomes (Key Result Areas)
1) City funds will be protected against loss
l`
Success Targets
r (1) All City funds will be FDIC insured up to the legal limit per account
(2) Any funds in excess of the FDIC maximum in any one account will be properly
collateralized.
(3) The City's investment portfolio will be diversified so as to minimize potential losses on
individual securities.
2) The city administration will provide meaningful short, intermediate,
and long term fiscal planning
Success Targets
(1) The operating budget document will provide annual and multi year operating plans.
(2) Staff will annually provide life -cycle capital plans for all long -lived assets.
3) The city will take appropriate actions to buffer essential services
against the effects of significant economic downturns
Success Targets
(1) Fund reserves as indicated by year end cash balance will be maintained at levels
allowing for short term funding of operations in emergency situations.
(2) Essential services as identified by the city council will be funded by non - volatile
resources
4) The city will position itself for economic growth
Success Targets
(1) The City will keep current and adhere to the Comprehensive Plan
(2) Capital Improvement Plans will reflect the intentions of the Comprehensive Plan
35
i
I
E
I
i GOAL #3 MOVE TOWARD MAINTAINING OR LOWERING THE LEVEL OF THE
CITY'S PROPERTY TAXES
Desired Outcomes (Key Result Areas)
f
( 1) Except in extraordinary circumstances, the property tax levy will not
k increase faster than the rate of inflation
ate n
Success Targets
(1) Property tax levy increases do not exceed the rate of inflation.
[ (2) If the tax levy increase exceeds the rate of inflation, a clear, extraordinary
circumstances is identified.
i
2) The city will expand the proportion of industrial and commercial tax
f -
base to relieve the residential property tax burden
Success Targets
(1) The city commercialrndustrial tax base increases at a rate faster than the
residential tax base
3) The inflation adjusted property taxes paid by the median family
household will be stabilized or reduced over time
Success Targets
(1) The inflation adjusted property taxes payable for the median valued home will be
equal to or less than the calculated city taxes for the prior year
36
GOAL #4 ENSURE THE CITY'S INFLUENCE AT THE LEGISLATURE
Desired Outcomes (Key Result areas)
1) State and federal legislators will be kept informed regarding city
needs that may be affected by legislation
Success Targets
(1) Annually, the City Council and Staff will assess legislative needs and communicate
directly with appropriate local, state and federal legislators.
2) The city will maintain positive ongoing relationships with local,
state, and federal legislators
Success Targets
(1) Legislative officials will address the City Council annually regarding their efforts
on behalf of our shared constituents.
(2) Legislators will sponsor and support legislation on behalf of the city
37
GOAL #5 IMPROVE THE IMAGE OF THE CITY WITH CITIZENS AND THOSE.
OUTSIDE THE CITY'S BORDERS
Desired Outcomes (Key Result Areas)
1) Citizens and others throughout the state will recognize Brooklyn
Center as a safe, quality, attractive community in which to live,
work, and play
Success Targets
(1) The rate of property value increase in each property classification will equal or
exceed the average rate of increase in the Hennepin County and in the State.
(2) Citizen Survey results will reflect the perception that Brooklyn Center is a safe,
quality, attractive place to live, work, and play.
(3) Positive press regarding the City of Brooklyn Center will increase
38
GOAL #6 ENSURE THE CITY'S DRINKING WATER IS HIGH QUALITY AND THAT
THE STORM WATER IS PROPERLY MANAGED
Desired Outcomes (Key Result Areas)
1) The city's drinking water will meet or exceed safe drinking water
standards of the State of Minnesota
Success Targets
(1) City will meet or exceed all safe drinking water standards.
(2) The water supply will be protected against emerging and potential water
contaminants
2) Storm water runoff will be managed in an efficient and in an
environmentally sensitive manner
Success Targets
(1) City will implement and maintain all priority elements of the Brooklyn Center Local
Water Management Plan by 2012.
39
Attachment H
ROLE AND RESPONSIBILITIES
OF THE CITY COUNCIL
MOST SIGNIFICANT 1
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
40
Attachment H
(continued)
ROLE AND RESPONSIBILITIES OF
INDIVIDUAL COUNCIL MEMBERS
L 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
41
Attachment H
(continued)
ROLE AND RESPONSIBILITIES
OF THE MAYOR
MOST SIGNIFICANT
1) To conduct orderly and effective city council meetings
2) To represent the city at public functions
3) To facilitate discussions on agenda items and help resolve conflict
among council members
4) To make advisory committee and other appointments as appropriate
5) To sign the city's legal documents
6) To also function as a council member
42
Attachment H
(continued)
ROLE AND RESPONSIBILITIES OF
THE CITY MANAGER
MOST SIGNIFICANT 1
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
43
Attachment H
(continued)
ROLE AND RESPONSIBILITIES OF
THE DEPARTMENT HEADS
MOST SIGNIFICANT
1) To provide leadership and goals for their departments
2) To manage the day - today 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
44
Attachment H
(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
45
Attachment H
(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
46
x
Leadership s .
Last weekI served as faculty chair 1t11Y esotd voic r y
executive Business School's new se . -a T ♦ areness
executifivee c . course, Aut entic Lea - -, Bill George, professor of
ers p Deve opment "S ixty - our ex management practice at
K
ecutives from 60 global companies Harvard Business School;
spent five intense days_ honing their ; the former chairman
leadership. and CEO of Medtronic.
ere s Uie catch: Irley concen He serves onthe boards
trated almost entirely on leadin of Exxon Mobil and Goldman Sachs. This isn't a new idea. Four thou-
the ms'elves not others: sap_ -years ago the Oracle of el-
hi said,, ow t se at's
at leading Ourself nave �
to do with becoming a leader? Ev- new is that we are earning hover im-
erythin g, actually. in observing leaders for 40 years, ortant self. - awareness is to leader -
. P
I have never seen someone fail for
Traditional leadership develop- slop . development. Being self -aware
ment. programs have missed t e lack of IQ But ,I ha ve , seen is easier said than done; That's why .
mar or years, as they tree to. re- fail, who lacked emotional: mte _ P . so mw leaders engage in self-de
e leaders into someone d er- enc Psychologist Daniel feating behaviors that cause them
Go eman .first popularized the. con-
ent. I a t s ortunate experi- to How can you become a self
cept in his1225 book . Emotional In --
ence numerous times m my career. telligence." He defined E as com< -- -= — - - -
Itwas,never successful. petencies driving leadership perfor -_ aware leader? Start with, experi-
One boss told me that I needed mance, me u ences in leading others iri school,
to. improve my management style, U( • Self reading emo- sports, or early work assignments.
which was an accurate observation. tions and,recognizing their impact; However, having one experience
When I asked for clarification, he .. Self- management: controlling after another is' not sufficient. In
said, "Be more like me." That feed - stead of plunging immediately into
back wasn't hel feel as his style and emotions and adapting. to change;:
l? ty � • Social. awareness: understand ! the . next experience where, you are 1
strengths were completely different the
others' emotions and com re prone to repeat your mistakes, you. -1
than mire. If I emulated him; others P eed to reflect' on what you learne3
hending social networks;
would have seen me as phony, and i retrospection can come 1 No m I Fe ep
I would have been much less effec Relationship management in
- ' a'ournal, meditating, Praying or
tive as a leader.
spirmg, influencing, and develop- l sitting quietly.
We've all seen dozens of leaders ing others while managing conflict.
fail in trying to emulate great lead- In researching my 2007 book, Next; seek honest feedback from
,� : _ - -;; - eople you w"' , with. e est
ers At a recent conference, I asked
True: North, several collea es eve opment too is 60 degree
the artici ants, " Gan we all a ree told me they hoped we could iden =-
P P g tify the definitive traits of success feedback from peers, subordinates:,
that the .`Great lean' theory of lead and sulieriors. As on
ers e leader said
. _ . a essence o
ful leaders. More than 1,000 prior
R• ` isea . f studies had failed to do so. IrTiiife�= Feedback is the breakfast of chain-
eaT dership is not trying to emulate i -
someone else, no matter how bril viewing aut entic eaders,, we ally, develop a small group o f
l are. Nor is it haven the learned that the essence of leader -
Y g eo
iant.the le with whom ou can; m-
. e co .
ideal leadership style, achieving ship comes from not from having
P tY g ; p- etely open: an ' .honest in• shay-
competencies or fixing our weak- ; Pre- defined characteristics. Rather, 1
P g Y m our 'o s sorrows, fears and
nesses. In fact, you don't need pow - j it.comes from knowing yourself - eanis. The ::w' support ou in
er or titles to lead. You only ave t o ' � Your strengths and weaknesses —
Y { c alien in .times- `and ovide in-
be authentic. by understanding your unique life valuable insights that enable you to
story and the challenges you have uman emg an ea per.;
experienced. ow as a e caU these small groups nTrue
Everyone has a life story t ey !
are eager to share if anyone will lis- I North Groups „ because they help
y ou stay on course.
ten in an accepting, nonjudgmental y ea ers is no exe rng pow
way. I have great admiration for Sen. er over others or exhorting them to
Scott Browns courage in telling his follow you. Rather, it results from
story of being sexually abused as a your example of empowering oth- j
child. His story acknowledges the ers to step up and lead. Leaders do ;
life forces that shape who we are. In
that by learning to lead themselves,
snaring their stories at ast week's becoming self -aware and behaving
program, the executives found lib- authentically.
eration and power by claiming who
they are, not by trying to emulate
someone else.
40
The
Ten Comman
�
� o f
Leadership
I. Treat everyone with respect and dignify.
17. Set the example for others to follow.
III. Be an active coach.
N. Maintain the highest standards of honesty
and integrity.
U. Insist on excellence and hvld your people
accountable.
VI: Buildgrorp cohesiveness and pride..
VII. Show canfrdence in your people.
VIII. Maintain a strong sense of urgency.
IX. Be available and visible to your staff.
X Develop yourself to your highest potential.
WELCOME, NEWLY ELECTED • OFFICIALS
Your Role on the C'Ity Tea
No doubt about it, your role as a councilmember is important to your city. But the part you
play is distinct from that of the city stay It's important to understand the difference between
c ouncil and staff roles —and how the two complement each other to accomplish the city's goal
By Kevin Frazell
s a newly elected city council - implement policy or, more simply put,
member, you probably have a 11 ' �` y li � , to make things actually happen! What
lot you want to accomplish. A will be the major departments of the
l ame �a r_ t o�f our success will city? Who will report to whom? What
be — Tc eterrmned T your a facilities and equipment are needed to
to work well with oth ers. After support the work of the city?
y ou can't accom 's much Here the level of involvement by the
A alone; you are now part of the _ staff begins to exceed that of the elected
city team. officials. Based on their professional
One key part of the team you be expertise and experience, the staff will
relying on is the city staff. It's impor- 0Mission has to do with answering usually make recommendations to the
tant to understand the distinct roles thai the roa�est questions of governing —
council about how best to structure the
councilmembers and staff members pla ? city.The council normally reviews and
why does the city exist. What does it
l in doing the work of the ci do? Whom dhvices ratifies such major decisions, but depends
It is often said that that the roles of W oes it serve? Wat ser h y avil on staff for recommendations.
the elected officials and staff are dis- should it provide? Finally, management is all of the d ay -
As elected representatives, the mayor
tinguished by the separation between toto -da detefM i a es to make a city - -
policy and administration; that is, coun- and council predominate at this level run irec ing staff, making purchasing
cil sets policy and staff administers it. and are the only ones who can give decisions, issuin re orts. Mana ement j
the final answers to these questions. g P g
Whil in the broadest sense, that may is almost entirely the responsibility of
But staff provide vital support in giving
be a helpful first way to think about staff, although the council provides
things, in practice it is a little too simplis- advice, analyzing what might need to broad oversight and gives feedback on
be done, and often in being the institu-
tic. In fact, the line between polic and tional memory of how the city got to how well officials believe things are
administration can be a fuzzy one, vary- h d and why. operating, often through the annual
ere it is toay
ing based on community politics. the a &W simply means putting the tools Performance review of the chief
strengths and preferences of the current administrative officer.
of governance in place--adopting ordi- ;
council and staff, and the issue at hand. As you work with your city staff at
capital ratifying new projects and pro-
ital bu ets. that thei r all of the ese view of things will often be levels, you may be surprised '
Four levels of city work grams, approving the operating and
Jim Svara, professor of public admin- P quite different from yours as an elected I
istration with the School of Public Again, in a democracy, only the official. Perhaps your initial reaction
Affairs at Arizona State University, has elected officials can make those final
determinations and take action. But the may be that staff is being , as in m
spo
suggested instead a model of looking live or obstructionist. But, as n so many +
at the work of the city on four levels staff play a role by bringing their pro- places in life, there can actually be great 1
establishin overall mission, adopting fessional expertise to the table.The staff strength in difference. If you come to
specific volicv. administering tat o 'c , members advise and support the coun- appreciate the staff perspective, and
and tending to the day-to- a eta of cil in adopting policy that will be effec-
help them understand the perspective
mana the ci . Svara o serves that tive in achieving its intended purposes.
m— 1
Therefore, the staff's role in policy is of elected officials, you can be a part of i
in each of the our areas, both elected ensuring your city has a great team to
officials and staff have vital roles to play, out equal to the elected officials role.
but that the balance of responsibility 3 Administration is the work of putting get things accomplished.
varies in each, toge er IF organizational structure to
i
• i
6 MINNESOTA CITIES NOVEMBER-DECEMBER 2110
i
Different primary considerations stand and negotiate your new duties in your own interactions with staff, and
J ohn Nalbandian, professor of pub- as an elected official in your city. After usually you will find that they uphold
lic administration at the University each election, many cities hold a for- the same standards in their interactions
of Kansas and a former elected city mal orientation session for new mem- with you.
official, has characterized the differ- bers of the council where they meet Feel free to express your opinions and
ence very succinctly with a couple of with department heads to be briefed explore thoughts with staff. But remem-
keyquestions. For elected officials, he on the operations headed by each. ber that they cannot and should not take
offers, the key question is " What do The orientation may also include work direction from you as an individ-
you hear ? " while for staff the important a tour of city facilities with an eye ual member of the council; the govern-
thing is "What do you know ?" to understanding the issues that he ing body has to speak with one voice -
" What o you ear? is the tlQliti- ahead---streets that need major repair, through majority vote.
cal question. In other words, what do utility plants that need to be expanded, Clear expectations for all
the citizens of your community want? and business parks that need to be
What are they saying when they get filled up. If your city does not offer Anot her benefit of oo communica-
together at common locations like the such formal orientation sessions, con- tion is that everyone knows what to
cafe or little league baseball field? What sider asking your chief administrative expect. .One way to ensure t 's is to set
are they saying in the newspaper or in officer if he or she could set up infor- a "n surprises" rule for your meetings
online blogs and forums? What do they mal meetings and tours for you. This means cnar If mee rags, no one will
say to you in the grocery store? be surprised by unexpected items being
This is the question that rightly con- added.to the agenda or substantial new
netts elected officials to those they (and perhaps controversial) information
represent. S asoned staff members being presented that you are expected to
a I• communication
understand and pay attention to this digest prior to making a decision.
question as well, but it will not be their Dem onstrate A nother I mpo n way to ree
primary focus. everyone, council and staff alike, work -
" What do you know ?" is the profes openness, honesty, and transparency ing from the same page is to have a mis-
sional uestion.What facts su ort the s ion state Tit, strategic plan, and at least
need to build a new public works fac' - interacti a list o work goals and projects for your
i ? Which road design will best move . ci ure ng om Issue to issue at eac you ffi
trac through down? What types I meeting tends to lead to frustration and a
of checks and balances in the finance i waste of resources.
that they uphold the sarrie department will ensure the proper use Have a focus on outcomes related to
of city funds? What is the past history agreed -upon needs of the community
of this issue in our city? Can we real- rather than on personal agendas. And
istically afford it? Is it legal? Through finally, understand that once those out -
education and experience, staff know comes and the expectations for per-
how to answer such questions. That commitment to good com- formance are outlined by council, the
Most major decisions have to incor munication should continue with the details of administration are usuallyyiest
porate both questions, and the strongest information you and.staff exchange left up to staff
council and staff teams become a ept prior to each meeting of the city coun- At th of the day, like mos
at bringing those complementary pe r- cil. Staff will usually provide an agenda uman relations, the relationship
s ec�tives_toget For example, the for the meeting accompanied by reports etween elected officials and cis stu ff
question_ low best to design a street and memos that prepare you for the comes down To mutual l es ect.
to move - traffic through the downtown discussion and for voting on the sched- Respect for roes, respect for differing
needs both the professional input of uled items. perspectives, and respect for the good
traffic engineers, but equally, the politi- Smaller cities with a small staff may intentions of both to display an attitude
cal insights of the council about how have the ability to provide only more of public service that focuses on the
the people of the community actually limited written information that will be Ineeds of the community and its citizens
use downtown and how they would supplemented with a broader oral report When you demonstrate respect for oth-
like their city to look. at the meeting. Either way, you should ers and set an expectation that they will
feel free and welcome to contact city respect you, you will be well on your
Creating a good relationship staff prior to any meeting to ask ques- way to having a great relationship with
you g these different perspec- tions or have further discussions that your city stag. t
fives to the work of the city, how can help prepare you for the council meeting.
you help ensure that your relationship For your part remember that com -
with the staff is a productive and mutu- munication is a two-way street! The
ally rewarding one? staff cannot read your mind. Let them Kevin Frazell is director of member services
First and foremost is god commu- know what you need. Demonstrate with the League of Minnesota Cities. Phone:
nica� tion. Staff s help you under- openness, honesty, and transparency (651) 281 -1215. E -mail: kfrazell@lmc.org.
NoVEMBER- DECEMBER 2010 M INNESOTA CITIES 7
g � {
Cut wisely
P rincip les for this p eriod of austerity
We're going to be doing a lot of deficit cutting over the next several years. The country's future great-
ness will be shaped by whether we cut wisely or stu dll .. So we should probably come up with a few sen-
sible principles to guide us as we cut
® The first one, as I billion. About 85,000 with a great teacher than a class of 25
tried to argue. last ' ,¢ new students arrive with an average one.
week, is: Make in Texas every year. The president's budget increases
Evex od Hur 'TGe`
�_ b � � . � There will be no addi- spending on things like early educes
sacra should be tional resources to tion, and it also stuffed with mecha-
spread widely. and C • • ' accommodate them, nisms to make programs perform bet-
fairly. A second aus- Which leads to the ter. When I spoke with the mavens
t er4 y principle is third austerity pxznci- who put the budget together, I found
this: Trim from the old to invest in the ple: Never cut 'without an evaluation that they had a clear and skeptical
F pe r - view of whether many of these pro-
iises and reduce the amount of op a section of the budget, they grams work They perfectly described
money spent on health care during, should make a list of all the relevant the studies measuring the strengths
the last months of life so we can pre- programs. They should grade each 'and weaknesses of each program.
serve programs for those who are option and then start paying for them They know that Head Start, for
growing and learning the most. from the top down. example, is a hodgepodge. Some facil-
So far this ggLciLle is bein _tram ities are great Many are terrible. The
M seeniors vote. ayexs revolt it seems simple, but that is not administration would evaluate each '
Public employees occupy capitol what is happening. Instead, legisla _ program. The bottom. 25 percent
buildings to protect their bargaining tors and administrators are simply would have to compete to keep their
power for future benefits negotia- cutting on thebasis of what's political- financing. Those that didn't improve j
lions. As a result, s eniors are beh ly easy and what vaguely seems would get replaced. {
protected while children are a expendable. In education, Similarly, Pell grant lev-
umme ec�i look across the. many- administrators are els have surged in recent
comtry you see education financing quick to cut athletics, During the fat decades; but college com-
getting sliced —. often in the most band, cheerleading, art pletion rates have been
thoughtless and destructive ways. and music because they years, nobody flat. The administration
The future has no union have the vague impression bothered to would reform the Pell
that those are luxuries. In link pay to grant program, eliminat- ;
In Washington, the Republicans fact, they are exactly the ing parts that don't work
who designed the cuts for this fiscal performance.
programs that keep kids in More important, it would
year seemed to have done no serious school and build character. -- establish stronger incen-
policy evaluation. They excused the . I have a lot of problems tires so colleges have an
elderly and directed cuts at anything with President Barack Obama's tepid interest in getting students to gradu-
else they could easily reach. Under budget But it does an excellent job of ate; not simply attend
their budget, financing for early-child
- linking funds to outcomes, especially
hood programs would fall off a cliff in education. During the fat years, nobody both-
Tens of thousands of children, maybe . Education Secre�tar Dun cap ered to link pay to performance. Gov-
hundreds of thousands, would have gave a superb speed, in November ernment workers and government
their slots eliminated. midyear. Called the New Normal. He observed programs got. funding increases no
Out in the states, the situation is that this era of austere should be an matter low they did This model is
scarcely better. Many governors of occasion to increase rn o uctivi_ and anathema to most Americans, espe-
both parties are diverting money from cat me thixras that a re ineffece: dally those under 40 .
schools in thoughtless and self- Duncan is a fountain o ideas penod or auswrity will De a
destructive ways. Hawaii decided to more with less A sing if it,
s ; ors an effectiveness
cut the number of days in the school For example, he says, if we havl uti a TUM
year. Of all the ways to cut education, increase class sizes; we should put ne politica lly or mindless
why on Earth would you reduce stu- more students in with the best teach ly. Unfortunately, that's often how it is
dent time in the classroom? ers , and then we should pay those being done now.
i Texas is taking the meat cleaver teachers more to compensate for the
approach. School financing will be cut extra load Most of us parents would David Brooks writes a column for the Ne
by at least 13.5 percent, around $3.5 rather see our children in a class of 30 York rimes.
t:
WORK BEHAVIOR STYLES
Name Graph III Profile Pattern
Tim Willson (D) 7415 Creative
Kay Lasman (1) 3643 Promoter
Mary O'Connor (D) 7116 Creative
Dan Ryan (C) 4336 Objective thinker
Mark Yelich (D) 7126 Creative
Curt Boganey (C) 4156 Perfectionist
Brad Hoffman (DC) 6136 Creative
Ron Boman (S) 4176 Perfectionist
Scott Bechthold (D) 7612 Inspirational
Todd Blomstrom (C) 5137 Creative
Jim Glascoe (C) 4147 Objective thinker
2008
WORK BEHAVIOR STYLES
Name Graph III Profile Pattern
Tim Willson (1) 6723 Inspirational
Kay Lasman (C) 4436 Objective Thinker
Mary O'Connor (D) 7116 Creative
Dan Ryan (1) 3543 Promoter
Mark Yelich (D) 7136 Creative
Curt Boganey (D) 7126 Creative
Vickie Schleuning (C) 4236 Objective Thinker
Dan Jordet (1) 3732 Promoter
Scott Bechthold (DI) 7711 Inspirational
Todd Blomstrom (C) 6137 Creative
Jim Glasoe (C) 4147 Objective Thinker
Gary Eitel (IC) 1656 Practitioner
Lee Gatlin (D) 6243 Developer
l