The URL can be used to link to this page

Home My WebLink About2012 03-03 CCP Planning Session with Facilitator CITY OF BROOKLYN CENTER COUNCIL MEMBERS AND DEPARTMENT HEADS, 2012 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT Revised Tentative Agenda 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 • Key elements of leadership 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 staff's overall effectiveness • Understanding work behavior styles 2:30—2:45 BREAK 2:45—4:15 SESSION 4: "DESIRED OUTCOMES AND SUCCESS TARGETS" Focus • Review and discussion of desired outcomes and success targets 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 WELCOME , NEWLY ELECTED .OFFICIALS Your Role on the C'Ity Team 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 staff. It's important to understand the difference between council and staff froles--and how the two complement each other to accomplish the city's foals. By Kevin Frazell s a newly elected city council- implement policy or,more simply put, member,you probably have a II' to make things actually happen!What lot you want to accom lish.A tivill be the major departments of the Y P J P large mart of ess will T city?Who will report to whom?What eb�ic determined our ability facilities and equipment are needed to to wor well with others.After rr support the work of the city? all,you cant accomplish much V Here the level of involvement by the Aalone;you are now part of the staff begins to exceed that of the elected city team. officials.Based on their professional One key part ot the team you be expertise and experience,the staff will relying on is the city staff.It's impor- Omission 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 why does the city exist.What does it city.The council normally reviews and . in doing the work of the ci . ? ? ratifies such major decisions,but depends do.Whom does it serve.What services It is often said at that the roles of h avil Y on staff for recommendations. the elected officials and staff are dis- should it provide? Finally,management is all of the day- As elected representatives,the mayor tinguished by the separation between to-da de�.taau it r cc to make a city--' policy and administration;that is,coup- and council predominate at this level runrun` --c—ut a ring staff,making purchasing cil sets oli and staff administers it. and are the only ones who can give decisions,issuing reports.Management the final answers to these questions. While m the broadest sense,t at may is almost entirely the responsibility of be a helpful first way to think about But staff provide vital support a giving 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 policy and tional memory of how the city got to how well officials believe things are administration can be a fuzzy one,vary- here it is today and why. operating,often through the annual ing based on community politics,the a oli simply means putting the tools Performance review of the chief strengths and preferences of the current administrative officer. of governance in place—adopting ordi i council and staff,and the issue at hand. , ifying new projects and pro- As you work with your city staff at nances rat Four levels of city wont grams,approving the operating and all of these levels,you may be surprised { Jim Svara,professor of public admin- capital budgets. that their view of things will often be III( istration with the School of Public Again, y, Y quite different from yours as an elected A n,in a democrat only the , Affairs at Arizona State University,has official.Perhaps your initial reaction elected officials can make those final suggested instead a model of looking determinations and take action.But the maybe that staff is being ,as inspon- .at the work of the city on four levels— staff play a role by bringing their pro- places or obstructionist.But,as in so many establishing overall mission,adopting fessional expertise to the table.The staff places in life,there can actually be great specific policy,a msterm at o'c , members advise and support the coun- strength in difference.If you come to and tending tote day-to-day deta s of cil in adopting policy that will be effec- appreciate the staff perspective,and mana in the ci .Svara observes that tive in achieving its intended purposes, help them understand the perspective I in each o s t ee our areas,both elected Therefore,the staff's role in policy is of elected officials,you can be a part of officials and staff have vital roles to play, bout equal to the elected officials'role. ensuring your city has a great team to but that the balance of responsibility putting get things accomplished. Administration is the work of uttin toe or nizational structure to varies in each. g er a � i 6 MINNESOTA CITIES NOVEMBER-DECEMBER 2010 `z Different primary considerations stand and negotiate your new duties in your own interactions with stag,and IJohn 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 once very succinctly with a couple of with department heads to be briefed explore thoughts with staff.But remem- key questions.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- oy u 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 lie ing body has to speak with one voice "What oc�you Hear?"is the i)oliti- ahead--streets that need major repair, through majority vote. cal question.In other words,what do utility plants that need to be expanded, Clear ex t e citizens of your community want? and business parks that need to be wtations for all What are they saying when they get filled up.If your city does not offer Another benetit of 0o communica- together at common locations like the such formal orientation sessions,con- non is that everyone knows what to cafe or little league baseball field?What Sider asking your chief administrative e. ect..One way to ensure t id's is to set are they saying in the newspaper or in officer if he or she could set up infor- a"no Sur rises"rule for our o one online blogs and forums?What do they mal meetings and tours for you. This means a a mee ngs,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 nects elected officials to those they (and perhaps controversial) information represent.Seasoned staff members Remember that connirrinication is being presented that you are expected to understand and pay attention to this digest prior to making a decision. question as well,but it will not be their I a two-way Denionstrate Another Important way to Keep primary focus. everyone,council and staff alike,work- "What do you know?"is the rofes- ► ing from the same page is to have a mis- sional question.What acts support the soon statement,strategic plan,and at least need to u' a new public works ac'- iirteractio I a list of work go afs and projects for your ity?Which road design will best move + ci . ure ng from issue to issue at eac traffic through downtown?What types meeting tends to lead to frustration and a of checks and balances in the finance waste of resources. department will ensure the proper use Have a focus on outcomes related to of city funds?What is the past history you. 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 usualliiest porate both questions,and the strongest information you and.staff exchange left up to staff. council and staff teams become adept prior to each meeting of the city coun- At the end of the day,like most at bringing ose 7omplementary per- cil.Staff will usually provide an agenda uman relations,the relationship s ectives together.For example,the for the meeting accompanied by reports etween elected officials and city staff question of ow best to design a street and memos that prepare you for the comes down to one of.mutual res ect. to move traffic through the downtown discussion and for voting on the sched- espect 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 needs of the community and its citizens use downtown and how they would supplemented with a broader oral report When you d7nonstrate 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 7staffis erent perspec- tions or have further discussions that your city staff.Ir Lives to f the city,how can help prepare you for the council meeting. you helat your relationship For your part,remember that com- with throductive and mute- mun�iccation 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 good commu- know what you need.Demonstrate with the League of Minnesota Cities.Phone: nication. St sou help you under- openness,honesty,and transparency (651)281-1215.E-mail:kfrazell@lmc.org N o V E M BE R-D E C E M B E R 2o i o M I N N E S O T A C I T I E S 7 The Five Dysfunctions of a Team 1) Absence of trust 2) Fear of conflict 3) Lack of commitment 4) Avoidance of accountability 5) Inattention to results How Cohesive Teams Behave 1) They trust one another 2) They engage in unfiltered conflict around ideas 3) They commit to decisions and plans of action 4) They hold one another accountable for delivering against those plans 5) They focus on the achievement of collective results From The Five Dysfunctions of a Team By Patrick Lencioni 1 � g ♦ '� � '[% Ii. i la's:' -h. a iiw C . •.'s, r�. By Michael Josephson, Character Counts Coalition,Josephson Institute Ready or not,some day it will all come to an end. There will be no more sunrises, no minutes,hours or days. All the things you collected,whether treasured or forgotten,will pass to someone else. Your wealth,fame and temporal power will shrivel to irrelevance. It will not matter what you owned or what you were owed. Your grudges, resentments, frustrations and jealousies will finally disappear. So too,your hopes, ambitions, plans and to-do lists will expire. The wins and losses that once seemed so important will fade away. It won't matter where you came from or what side of the tracks you lived on at the end. It won't matter whether you were beautiful or brilliant. Even your gender and skin color will be irrelevant. So what will matter? How will the value of your days be measured? What will matter is not what you bought but what you built, Not what you got but what you gave: What will matter is not your success but your significance. What will matter is not what you learned but what you taught. What will matter is every act of integrity,compassion,courage or sacrifice that enriched, empowered or encouraged others to emulate your example. What will matter is not your competence but your character. What will matter is not how many people you knew, But how many will feel a lasting loss when you're gone. What will matter is not your memories but the memories of those who loved you. What will matter is how long you will be remembered,by whom and for what. Living a life that matters doesn't happen by accident. It's not a matter of circumstance but of choice. Choose to live a life that matters. ATTITUDE By Charles Swindoll T. Elonger I,live, the more I realize the impact of attitude on life ITis more important than the past, than education, than money, than circumstances, than failures, than success, than what other people think or say or do. ITis more important than appearance, giftedness, or skill. THEremarkable thing is...we have choice everyday of our lives, regarding the attitude we embrace for that day. _Ecannot change our act past; we cannot change the fact g f that people will act in a certain way. Ecannot change the inevitable. THEonly thing we can do, is play on the one string we leave, and that is our attitude... I'M convinced that life is 10% of what Happens to me and 90% how I react to it. And so it is with you. Eare in charge of our attitudes Advice from John Wooden (Seven Rules For Living) 1) Be true to yourself 2) Make each day your masterpiece 3) Help others 4) Drink deeply from good books 5) Make friendship a fine art 6) Build a shelter against a rainy day 7) Pray for guidance and give thanks for your blessings each day WORK BEHAVIOR STYLES 2011 NAME GRAPH III PROFILE PATTERN Tim Willson (1) 6713 Inspirational Kay Lasman (C) 3456 Perfectionist Dan Ryan (C) 2437 _ Objective Thinker Tim Roche (DI) 7711 Inspirational Carol Kleven (1) 5742 Persuader Curt Boganey (1) 5625 Appraiser Vickie Schleuning (C) 5227 Creative Dan Jordet(1) 3645 Practitioner Jim Glascoe (C) 4446 Objective Thinker Gary Eitel (ISC) 2555 Practitioner Lee Gatlin (D) 6143 Developer Kevin Benner (C) 5526 Appraiser Steve Lillehaug GOAL REVIEW AND DISCUSSION SHEET. GOAL: Q, What was the group's overall performance in achieving this goal? Q2 What was effective (worked well) in achieving this goal? Q3 What opportunities were missed in the achievement of this goal? Q4 What opportunities are there for future accomplishment of this goal? Q5 What lessons have been learned in dealing with this goal? City of Brooklyn Center Comparison Census Data 2000 2010 Census Census 35,000 30,000 Diversity of Residents Total population 29172 30,104 25,000 One Race 28,191 28,775 20,000 White 20825 14,788 15,000 Black or African American 4110 7,810 10,000 American Indian and Alaska 253 232 5,000 ■2000 Census Native Asian 2565 4,309 0 ■2010 Census Some Other Race 442 1,656 o\a�c Two or More Races 981 1,329 Owe Pie �aP P �ra� o� ea\ate a�a a O � Median Age 35.3 33 65 and older 4507 3,658 \ate tP �\Q� HOUSEHOLD RELATIONSHIP In households 28785 29,922 Householder 11430 10,756 35000 -------- — Spouse [6] 5297 4,348 30000 House Hold Relationship�- Child 8654 9,635 25000 Own child under 18 years 6593 7,005 20000 Other relatives 1615 3,021 15000 Under 18 years 550 1,115 10000 5000 ■2000 Census OCCUPANCY 0 - ®2010 Census Total housing units 11598 11,640 °\1a� Occupied housing units 11430 10,756 he er °� ti`5 to tiCb Vacant housing units 168 884 \ro `�°� �� a��aa� O�ret J�aet l r� O 14000 Housing occupancy Status 12000 10000 8000 ®2000 Census 6000 a 2010 Census 4000 2000 0 Total housing units Occupied housing Vacant housing units units Donald Salverda & Associates Roseville Professional Center•Suite 620 2233 N. Hamlin Avenue Roseville, MN 55113(651)484-1335 z THE CITY OF BROOKLYN CENTER COUNCIL MEMBERS AND DEPARTMENT HEADS 2012 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT 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, integrating her onto the city's leadership team 2) To build on previous retreats 3) To review progress being made by the city on previously established . ongoing and strategic goals, and success target results 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 enhance communication, working relationships, and develop renewed team spirit among the participants 9) To discuss ways that the council and staff can improve their overall effectiveness 10)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 Communication P ,C ► ; c Ci �4ya j2'S Personal 1) Name 2) Home town 3) Where attended school 4) Favorite hobby/outside interestsx 5) Family The City of Brooklyn Center . T 6) What like best about the city 4"op�6'4"md, 7) When started serving in public office or working for the city r 8) Current job and responsibilities A 9) Greatest satisfaction n d-16 M"O W'-A et :v t 10) Greatest frustration €i s n rna 11) Greatest challenges facing the city T�{ Long Term (5-10 years) 9��, Strategic (1-3 years,) The Retreat P 12) Expectations ' �`+ '?� '��`� , LIZ, L4 i 13) Last book read on topic of leadership, management, or personal improvement 3 I11 REVIEW OF THE CITY'S PROGRESS DURING THE YEAR A) Progress on Goals B) The successes_,j F LC 1'2 e,, C) The Problems Encountered v P_:Gx D) The Lessons Learned E) Overall Performance C � Pf 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) a d ?dn C eilt.t e— F F A f 4) �t 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 Qq • 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 Y'6 VIA Stage 2 Y'�) Stage 3 a r M.End Stage 4f- ar 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 THE TASK OF LEADERSHIP 1) UNDERSTANDING AND ADAPTING TO CHANGE To monitor, accept, and adapt to both external and internal changes iIhk6v- di�e /0 A44) 2) HONEST ASSESSMENT TAKING STOCK AS TO WHERE YOU'RE AT To face reality—to assess, understand, and accept the current situation 3) PROVIDING 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, and 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) Q, What's working well with the city? n'h 4 601 6 d eue--nme,4 r I'bsjht u rSt�-a �rc� y �' .!1r4A- e va IS7 �F Q2 What's not working well with the city? 1 Q3 What's the city,not doing that it should be doing?Zo l) Merl. � ttA Ga6d 11�6) Q4 �at's the ciwcurrently doing that it should not be doing? s c Oa 13 X ELEMENT#3 - PROVIDING DIRECTION (KNOWING WHERE YOU'RE GOING) A) The Mission B) The Core Values V C �. The ision 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) -- `air 3) - 'r) 0 - 4) G) The ABC's of Goal Setting 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) Objective: "A SPECIFIC KEY RESULT AREA TO BE ACHIEVED BY A CERTAIN DATE" 5) Priori!y: "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 understanding 1 The better and g 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) The CitYCouncil Individual Council Members The Mayor The City Manager The Department Heads The Employees The Citizens The Commissions The Commission Members The Commission Chairs 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 II Activity vs. Quadrant III Activity 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 and attitudes, and patterns of thinking, feeling and acting 5) A team member's strength over extended may turn into a weakness B) Research Behind the "Personal Profile System" C) Four Style Behaviors 1) "D" Active & Outgoing - Director of Others 2) "1" Active & Outgoing - Persuader of Others 3) "S" Reserved - People Oriented 4) "C" Reserved Task Oriented D) General Highlights of Each Behavior "D" Behavior "I" Behavior 1) 1) 2) 2) 3) 3) 4) 4) 5) 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 CLOSING THOUGHTS ON LEADERSHIP 1) "Leaders are dealers in hope" Tom Peters—Author Re-lmagine 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 i Author— adershp e or—Authentic 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 that determines the performance, the results. Francs 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 Leadership Revolution 21 THE CITY OF BROOKLYN CENTER STRATEGIC PLAN 2013 - 2015 • Mission and Values • Strategic and Ongoing Goals • Desired Outcomes (Key Result Areas) • Success Targets • Action Plans Strategic Plan Brooklyn Center 2011 Our Mission To ensure an attractive, clean, safe community that enhances the quality of life and preserves the public trust Our Values 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. 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. Visionary leadership and Planning We believe that the very essence of leadership is to be visionary and to plan for the future Fiscal Responsibility We believe that fiscal responsibility and prudent stewardship of public funds is essential for citizen confidence in government. 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. 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 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. 1 o'er �1 THE CITY OF BROOKLYN CENTER STRATEGIC AND ONGOING GOALS DESIRED OUTCOMES AND SUCCESS TARGETS 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 (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 GOAL#2 Aggressively proceed with implementation of the city's re-development plan Desired Outcomes(Key Result Areas) 1) Privately funded redevelopment will expand and improve Success Targets (1) At least 50%of the privately owned residential vacant properties will be redeveloped by 2016 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 by 2016 adding to the adjusted for inflation taxable value of the City.Redevelopment of these properties will commence by 2 2 012 (3) At least 50%of the blighted/economically obsolete commercial properties will be redeveloped by 2016 adding to the adjusted for inflation City tax base.Redevelopment of these properties will commence by 2012. 2) `Opportunity site'redevelopment will commence Success Targets (1) 30%of the privately owned properties north and east of John Martin Drive will commence redevelopment by 2016. (2) All of the privately owned properties north and east of John Martin Drive will complete redevelopment by 2021 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 by 2016 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 by 2021 adding to the adjusted for inflation taxable value of the City. 3) EDA owned properties redevelopment will proceed expeditiously Success Targets (1) At least 50%of the EDA properties owned(non-Opportunity Site)commercial properties (approximately 12 acres)will commence redevelopment by 2012. (2) All EDA owned commercial property(approximately 33 acres)will have completed redevelopment*kbf'a b 2021 adding to the adjusted for inflation taxable value of the City. GOAL N Stabilize and improve residential neighborhoods Desired Outcomes(Key Result Areas) 1) Citizens will benefit from a diverse stock of housing types and styles Success Targets (1) The number of home improvements and remodels will increase (2) The value added home improvements will exceed$7,500 average per permit in each neighborhood(i.e.garage additions,bathrooms,2nd stories,energy efficient improvements)annually (3) Housing and accommodations for seniors will be available for aging 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 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 ensure 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(%of properties without violations) (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 Targets (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 4) Problems associated with foreclosed residential properties 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 5) Residential property values will improve and citizens will be proud of their neighborhood and community Success Targets (1) By 2013 the average residential sales price will stop declining (2) By 2016 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 GOAL#4 Positively embrace the community demographic make-up and increasing cultural diversity Desired Outcomes (Key Result Areas) 1) All demographic groups will be represented and encouraged to participate in civic, governmental, community organizations and activities Success Targets (1) Members of all communities will have equal access and representation in civic, governmental,community organizations and activities 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 population 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 overtime. GOAL#5 Maintain and upgrade city infrastructure improvements Desired Outcomes(Key Result Areas) 1) The city government buildings and other major equipment and physical assets of the city will be maintained and improved 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. 2) Neighborhood streets and utilities will be maintained and improved Success Targets (1) Citizens rate reconstruction projects as meeting or exceeding expectations via surrey 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 by 2021 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. 4) Citizens will benefit from the expansion and improvement of needed technology infrastructure as viable options become available Success Targets (1) Reduce City government expenses through the application of technology. (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, GOAL N Encourage City Wide Environmental Sustainability Efforts Desired Outcomes (Key Result Areas) 1) Public appreciation of the environment will be enhanced and expanded Success Targets (1) By 2013 all residents surveyed will understand the value of recycling and energy conservation and at least 70%will have changed their behavior to conserve environmental resources. (2) By 2016 energy consumption in the city will be reduced significantly (3) By 2016 City Government energy consumption will be reduced significantly 2) The purchasing power of the city will support the goals of an environmentally sustainable community Success Targets - (1) The City will purchase recycled materials whenever costs are reasonable and quality is acceptable. (2) The City will increase the share of purchased recycled materials by 10%annually through 2016. (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. THE CITY'S GOALS PROGRAM Strategic Goals GOAL #1 Ensure a safe and secure community GOAL #2 Aggressively proceed with Implementation of the City's redevelopment plans GOAL #3 Stabilize and improve residential neighborhoods GOAL#4 Positively embrace the community demographic makeup and increasing cultural diversity GOAL #5 Continue to maintain and upgrade City infrastructure improvements GOAL N Encourage city wide environmental sustainability efforts Ongoing Goals GOAL #1 Provide streamlined, cost effective, quality services with limited resources GOAL #2 Ensure the financial stability of the City ' GOAL #3 Move toward maintaining or lowering the level of the City's propeft taxes GOAL#4 Ensure the city's influence at the legislature GOAL#5 Improve the image of the city with citizens and others GOAL N Ensure the City drinking water is high quality and that the storm water is properly managed THE CITY OF BROOKLYN CENTER STRATEGIC AND ONGOING GOALS AND DESIRED OUTCOMES (Key Result Areas) STRATEGIC GOALS AND DESIRED OUTCOMES 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 2) Citizens will feel and be safe in their homes, areas of concern, and throughout the city GOAL #2 Aggressively proceed with implementation of the city's re-development plan Desired Outcomes (Key Result Areas) 1) Privately funded redevelopment will expand and improve 2) 'Opportunity site' redevelopment will commence 3) EDA owned properties redevelopment will proceed expeditiously GOAL #3 Stablize and improve residential neighborhoods Desired Outcomes (Key Result Areas) 1) Citizens will benefit from a diverse stock of housing types and styles 2) Owners and occupants of housing in residential neighborhoods will comply with city codes and regulations which will be adequate to ensure a safe, well-maintained, and attractive community 3) Owner occupied housing will increase as a percentage of total housing 4) Problems associated with foreclosed residential properties will be dramatically reduced or eliminated 5) Residential property values will improve and citizens will be proud of their neighborhoods and community GOAL #4 Embrace the community demographic make-up and increasing cultural diversity Desired Outcomes (Key Result Areas) 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 3) The social, health, and housing needs of the aging and moderate income population will be improved GOAL #5 Maintain and improve city infrastructure improvements Desired Outcomes (Key Result Areas) 1) The city government buildings and other 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 4) Citizens will benefit from the expansion and improvement of needed technology infrastructure as viable options become available GOAL #6 Environmental Sustainability Desired Outcomes (Key Result Areas) 1) Public appreciation of the environment will be enhanced and expanded 2) The purchasing power of the city will support the goal of an environmentally sustainable community ONGOING GOALS AND DESIRED OUTCOMES GOAL #1 Provide streamlined, cost effective, quality services with limited resources Desired Outcomes (Key Result Areas) 1) The quality of service delivered by the city will consistently meet or exceed customer expectations 2) Service delivery will improve on an ongoing basis GOAL #2 Ensure the financial stability of the city Desired Outcomes (Key Result Areas) 1) City funds will be protected against loss 2) City administration will provide meaningful short, intermediate, and long term fiscal planning 3) The city will take appropriate actions to buffer essential government services against the effects of significant economic downturns 4) The city will position itself for economic growth GOAL #3 Move toward maintaining or lowering the level of the city's property taxes Desired Outcomes(Key Result Areas) 1) Except in extraordinary circumstances, the property tax levy will not increase faster than the inflation rate 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 households living in median-valued homes will be stabilized or reduced over time GOAL #4 Ensure the city's influence at the legislature Desired Outcomes (Key Result Areas) 1) Local, state and federal legislators will be informed regarding city needs that may be affected by legislation 2) We will maintain positive relationships with local, state, and federal legislators GOAL #5 Improve the image of the city with citizens and others 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 GOAL #6 Ensure the city's drinking water is high guality 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 ' 2) Storm water runoff will be managed in an efficient and environmentally sensitive manner ONGOING GOALS GOAL#1 PROVIDE STREAMLINED, COST EFFECTIVE, QUALITY SERVICES WITH LIMITED RESOURCES Desired Outcomes(Key Result Areas): 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 GOAL#2 ENSURE THE FINANCIAL STABILITY OF THE CITY Desired Outcomes (Key Result Areas) 1) City funds will be protected against loss Success Targets (1) All City funds will be FDIC insured up to the legal maximum 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) 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 government 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 GOAL #3 MOVE TOWARD MAINTAINING OR LOWERING THE LEVEL OF THE CITY'S PROPERTY TAXES Desired Outcomes (Key Result Areas) 1) Except in extraordinary circumstances, the property tax levy will not increase faster than the inflation rate Success Targets (1) Property tax levy increases do not exceed the rate of inflation. (2) If the property tax increase exceeds the rate of inflation,a clear,extraordinary circumstance justifying the increase will be identified. 2) The city will expand the proportion of industrial and commercial tax base to relieve the residential property tax burden Success Targets (1) The city commercialfindustrial tax base increases at a rate faster than the residential tax base 3) The inflation adjusted property taxes paid by households living in median valued homes will be stabilized or reduced over time Success Targets (1) The inflation adjusted city property taxes payable for the median valued single family home will be equal to or less than the calculated city taxes payable for the prior year GOAL#4 ENSURE THE CITY'S INFLUENCE AT THE LEGISLATURE Desired Outcomes (Key Result areas) 1) Local, 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) We 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 GOAL#5 IMPROVE THE IMAGE OF THE CITY WITH CITIZENS AND OTHERS 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 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 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 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 environmentally sensitive manner Success Targets (1) The city will implement and maintain all priority elements of the Brooklyn Center Local Water Management Plan by 2012. 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 demo4raphic changes that include an a g i gthrn c diversity ng population and increased 3) An improved economy 4) The impact of the state's budget crisis 5) The im act of the school districts (Brooklyn Center and neighboring districts) 6 A continued d decline in the ci tv s crime rate 7 Increased aging of numbers of multi-housing rental ro p ernes that are becoming _. function all y obsolete , 8) Growth and changes in the city's s com me r cial businesses 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 I of Highway 210 18) Increasing focus on water related issues 19) An increasing commercial skyline 16 Attachment E ISSUES AND OPPORTUNITIES EXPRESSED AS NEEDS ONGOING 1) The need to continue to provide streamlined, cost effective, guality 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 property 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 ISSUES AND OPPORTUNITIES EXPRESSED AS NEEDS STRATEGIC 1-3 YEARS 1 HIGHEST PRIORITY . #Votes Council&Staff Too Three 1) The need to ensure a safe & secure community 2) The need to aggressively proceed with the implementation of the city's redevelopment glans 3) The need to stabilize and improve the city's residential neighborhoods • To include aging multi-housing and rental properties HIGH PRIORITY 4) The need to embrace the community's demo-graphic makeup and cultural diversity 5) The need to improve the city's image 6) The need to maintain and upgrade the city's infrastructure 7) The need to address the city's environmental sustainability 18 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 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 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 i 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 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 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 24 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 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 r . 26