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2 27 18 Leadership and Governance Workshop Copyrighted February 27, 2018 City of Dubuque Roll Call # ITEM TITLE: SUMMARY: Buol, Del Toro, Jones, Larson, Resnick, Rios, Shaw SUGGESTED DISPOSITION: Copyrighted February 27, 2018 City of Dubuque Work Session - Bottom # 1. ITEM TITLE: Leadership and Governance Workshop SUMMARY: Facilitator Lyle Sumek will conduct a Leadership and Governance Workshop with the City Council. This meeting will not be broadcast. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Leadership and Governance Worksession Guide - Supporting Documentation Working Document City of Dubuque Strategic Plan Supporting Documentation LEADERSHIP AND GOVERNANCE GUIDE 2018 WORKING DOCUMENT Mayor and City Council Dubuque bleril All-America City 2007 • 2012 • 2013 • 2017 Dubuque, Iowa February 2018 • GO Lyle Sumek Associates, Inc. Phone: (386) 246-6250 9 Flagship Court Fax: (386) 246-6252 Palm Coast, FL 32137-3373 E-mail: sumekassoc@gmail.com Table of Contents Section 1 Leadership and Governance Workshop Agenda Section 2 Council — Manager Form of Government: Framework for Effectiveness Section 3 Building Our Mayor— City Council Team: Understanding Our Team and Team Members Section 4 Mayor and City Council: Critical for Judging Success and Desired Image in the Community Section 5 House Rules: Code of Conduct and Civility Section 6 Mayor— City Council— City Manager Protocols Section 7 Roles, Responsibilities, Expectations and Suggested Actions Section 8 Governance Refinements: Mayor and City Council in Action Section 9 Strategic Planning for the City of Dubuque This report and all materials are copyrighted. This report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed,including for use in training within your organization or for consulting purposes outside your organization. All requests for duplication must be submitted in writing. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 SECTION 1 LEADERSHIP AND GOVERNANCE WORKSHOP AGENDA Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 Leadership and Governance Workshop Mayor and City Council City of Dubuque February 2018 OUTCOMES • To provide a framework for Mayor-City Council Effectiveness as the Governing "Board of Directors"for the City ofDubuque; • To develop/enhance the working relationship among the Mayor-City Council and City Manager through better understanding each other and the individual operating styles; • To review/refine/commit to "House Rules" and "Operating Protocols" that guide the governance process and Mayor-Council Member-City Manager interactions; • To address and provide direction to a variety of governance topics that refine how the new Mayor-City Council will operate AGENDA: 1. Leadership and Governance Workshop: Overview a. Outcomes b. Agenda 2. Council-Manager Form of City Government: Framework for Effectiveness a. City as a Team: b. Challenges for Team Effectiveness c. Leadership during Turbulent Times d. City as a Team 3. Understanding Our Team Members: Understanding and Appreciating Differences a. Problem Solving and Decision Making b. Negotiations and Conflict Resolution c. Keys to Effective Working Relations Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 4. Mayor-City Council: a. Success means... b. Desired Image... 5. House Rules: Code of Conduct and Civility a. Review b. Refinement c. Commitment 6. Council-Manager Protocols: Mayor/City Council and City Manager in Actions a. Review b. Refinement c. Commitment 7. Roles and Responsibilities: Expectations and Actions a. Council Member b. Mayor c. City Manager d. City Attorney e. City Clerk 8. Other Governance Topics a. Discussion b. Direction 9. Preparation for Strategic Planning a. Strategic Planning Model for the City of Dubuque: Review b. Key Elements c. Connecting the Elements - Process Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 3 SECTION 2 COUNCIL - MANAGER FORM OF GOVERNMENT: FRAMEWORK FOR EFFECTIVENESS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 Mayor and City Council as the City's A Board of Directors oa d ecto s Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 City as a Team Model Working Model Needs/Desires Information Mayor/City Council GOVERNANCE ` Expectation Boards/Task Forces "WHAT" I Advocacy Feedback IIIIW City Manager Department Managers MANAGEMENT .---....kj Division Heads "HOW" Supervisor Employees SERVICE Results Volunteers "ACT IONS" Impact Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 3 The City GOVERNANCE means . . • Listening to the citizens • Anticipating and focusing on issues • Determining vision and values • Decision making on direction and resources • Setting the "tone"for the city • Monitoring staff performance • Educating the citizenry • Mobilizing support in the community MANAGEMENT means . . . • Analyzing issues • Developing professional recommendation • Decision making on programs and resources • Setting the "tone"for the organization • Developing programs and systems • Determine implementation plans and strategies • Educating and developing employees • Evaluating and adjusting performance SERVICE DELIVERY means . . . • Developing operational plans and tactics • Organizing the work unit • Implementing decisions and programs • Responding to citizen problems • Maintaining equipment and facilities • Providing quality services and products • Developing work unit and employees • Evaluating services and citizen impact Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 4 Board of Directors Responsibilities OVERVIEW 1. Determine Your Core Businesses 2. Define Goals for 5 Years 3. Develop Strategies 4. Establish Annual Agenda — "To Do" List 5. Make Policy Decisions 6. Listen to Community — the Stakeholders 7. Be an Advocate S. Delegate to City Staff 9. Monitor Performance and Results 10. Set the "Corporate" Tone 11. Hire/Fire Chief Executive Officer Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 5 Responsibility 1 Determine Our Businesses — The Responsibility of City Government r Community Needs Basic Services/Products Service Levels Services that Enhance Quality of Life Resources to Support Ser vices CORE BUSINESSES THAT HAVE VALUE FOR STAKEHOLDERS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 6 Responsibility 2 Define Goals for 5 Years — Our City's Destination Desire for Your City's Future Community Uniqueness Community Assets: Worth Preserving Characteristics of Our Community — Today, in the Future Dreams, Visions, Hopes OUTCOME BASED GOALS THAT CAN GUIDE DECISIONS AND ACTIONS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 7 Responsibility 3 Develop Strategies — Strategic Investments and Action Analysis of Gaps Forces Shaping the Future — Ability to Influence Legal Framework and Regulations Opportunities Today and On the Horizon Critical Needs — Short-Term STRATEGY FOR ACHIEVING GOALS THAT OUTLINES ACTIONS, INVESTMENT AND TIMELINE Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 8 Responsibility 4 Establish Annual Agenda — "To Do" List of Targeted Actions In Progress Policy Voids and Needs Major Projects New Programs Resources AGENDA OF TARGETS FOR COUNCIL ACTION THAT IS AN ANNUAL "TO DO" LIST Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 9 Responsibility 5 Make Policy Decision — Direction on Key Issues Specific Outcomes and Performance Expectations Policy Statement/Position City's Role and Responsibility Framework for Action Resources -AO DECISIONS PROVIDING CLEAR DIRECTION TO CITY STAFF AND COMMUNITY Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 10 Responsibility 6 Listen to Community — Messages from Stakeholders Beyond the Vocal 20% . . . Desires for the Future Needs: Short-Term and Long-Term Concerns Expectations Partnering and Involvement MESSAGE FOCUSING ON MAJOR THEMES THAT RELATE TO CITY'S RESPONSIBILITIES Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 11 Responsibility 7 Be an Advocate — Education and Support of Stakeholders Understanding City Government — "Civics 101" Responsibilities of Citizenship Representation of City: Policies and Corporate Body Cheerleading and Inspiration Celebration NOL REPRESENTING CITY AS ADVOCATE DIRECTION TO CITY STAFF AND COMMUNITY STAKEHOLDERS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 12 Responsibility 8 Delegate to City Staff— Clear Directions and Parameters Closure on Issue Directions Parameters: Guidelines and Resource Expectations: Outcomes and Process Criteria for Measuring Success or Completion DELEGATING BY SETTING DIRECTION AND INSPIRING OTHERS TO FOLLOW THROUGH Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 13 Responsibility 9 Monitor Performance and Results — Clear Feedback to Staff Progress Reports Adjustments: Direction Refinement: Actions Problem Solving Accountability for Results and Impact PERFORMANCE MONITORING THAT ADJUSTS THE COURSE OF ACTIONS TO "BEST" ACHIEVE OUR GOALS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 14 Responsibility 10 Set the "Corporate Tone" — Guiding Values and Principles Behavior at Council Table Comments in the Community Treatment of City Staff Respect for Stakeholders Impact of Process — "How" Things Are Done CORPORATE TONE REFLECTS VALUES THAT GUIDE MANAGERS AND EMPLOYEE ACTIONS ON A DAILY BASIS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 15 Responsibility 11 Hire Chief Executive Officer — City Manager or Administrator Responsibilities Selection Supervision Feedback Performance Standards and Evaluation CITY MANAGER (CEO) THAT "FITS" OUR COMMUNITY, OUR CITY AND CAN HELP US ACHIEVE OUR GOALS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 16 Life Cycle of City Council Phase/ Infancy Action Survival Legacy Component (0-3 Months)' (0-18 Months)` (2-9 Months)' (0-2 Months)' Aim • Lay foundation • Action toward • Re-election or • Leave with goals leave gracefully action • Pass time Characteristics • Exposure • Realistic • Avoidance of • "Wait and see" • Gaining expectations issue attitude knowledge • Trust • Concern for • Confrontation of • Clarifying • City wide view election tough issues relationships • Evaluation with • Less Trust • Exchanging corrective action • Focus on visible information • Ownership issues or • Analysis of minutiae issues Behavior • Avoidance of • Collaboration • Personal attacks • Dropping out conflict with staff • Posturing • Collaboration • Dependency • Sharing • Dropping out with staff • Reaction to responsibility • Seeking out pressures • Mobilization of pressure group • Decision support without analysis Implications • Decision • Action on issues • Unpredictability • No significant recycling • Separation of • Tunnel vision action • Unfulfilled city and citizens • Reactive to expectations pressure • Inconsistency *Length of time depends on the community and tradition Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 17 Policy Discussion Guide THINK ABOUT . . . > Is it Consistent with OUR VISION? • Does it Contribute to Achieving OUR GOAL? > Is it a RESPONSIBILITY OF THE CITY? > Does it ADD VALUE TO CITIZEN'S LIVES? > Is it BEST FOR OUR CITY? (AVOID STARTING WITH SOLUTIONS/ACTIONS) FOCUS ON . . . 1. Problem(s) 2. Issues/Concerns 3. Outcomes 4. Parameters/Guidelines for Policy Development 5. Expectations Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 18 B Challenges to Effective Governance Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 19 Challenge 1 Empower the 80% /N 20% 40% egative Positive Uninvolved 10% 10% O 0 Involved citizens within a community can be The negative 20% can be characterized as: divided into four groups: • Seldom satisfied with City government • 20%positive supporters of City response government • Vocal on any issues—always providing • 10% learning toward positive attitude an opinion • 10% learning toward negative attitude • Always present monitoring City • 20%negative toward all actions of government activities government • Media darlings —always willing to Uninvolved citizens: provide a quote • 40%who knows? • Use threats to intimidate Mayor and City Council Over the past several years increased networking has occurred among the negative 20%, increasing pressure upon Mayor and City Councils. Mayors and City Councils have tried to be responsive and incorporate the negative 20% in community problem solving and listening to their concerns and ideas. The negative 20%have intimidated many Mayors and City Councils and seized control of the agenda, issues, programs, program direction, and decision-making process. Public hearings have become an open hearing for the venting of the negative 20%. ► Impact • Intimidation by citizens of City government • Control of City agenda: goals and direction • Emerging as "Community Leaders" ► Challenge How to say "NO" and recapture momentum for leading the City Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 20 Challenge 2 McGovernment Attitude Our society has become preoccupied with a "fast food attitude" toward services. This attitude is characterized by: • Convenient services • Ease for customer • Fast and quick response • Perception of"cheap"product and service • Others responsible for actions • Service "my way" • Impatience with delays or "excuses" of complexity • Desire for service NOW These have become the citizen's standard for judging municipal services. ► Impact • Citizen's view of unresponsive government • Focus on "My" concerns over"Best for Community" • Lack of understanding of City government and services ► Challenge How to inform citizens and gain appreciation for City government: our programs and our services Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 21 Challenge 3 Agenda of the Unimportant Within Cities, Mayors and City Councils have desired to increase their responsiveness to citizens. Citizens have increased their requests for City services and responsiveness to individual problems. Mayors and City Councils have created "program creep" by responding to individual issues and creating a program based upon individual requests. Funds or resources are shifted in order to respond to citizens. A City program has begun to evolve. They have spent time on relatively "minor issues"that will have limited long- term impact on the community. City Councils have spent time on "cat" ordinances, analysis of golf balls impacting our windshields, and others. These issues are fun and produce results. Long-term complex issues or long-term planning efforts are often avoided. It is difficult to see the short-term impact of complex issues and long-term planning. As a result, City Council agendas are filled with issues that may be of less importance on the City's future. ► Impact • Focus on individual citizen requests • Less time on major policy decisions • City time and energy on relatively unimportant items ► Challenge How to focus on what is truly important for the future of our community Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 22 Challenge 4 Have the Courage to Decide Today, Mayors and City Councils are concerned about being "perfect." The fear is that any failure or setback will be represented in the media and lead to costing them their position. Citizens do not expect perfection. They expect honesty. If a mistake is made, they prefer the Council admit the mistake, point out areas of learning, and then move to the future. As elected officials strive for perfection, they delay issues, they recycle issues and they react to issues. The challenge is having the courage to decide. It is like having a young cocker spaniel that needs to have its tail cropped. One approach is to take the cocker spaniel in monthly to reduce the size of the tail in inch increments. After the first inch, the dog is hurting, but heals. After the second inch, the dog is hurting, but remembers. As the dog approaches the veterinarian, it remembers that this is not a pleasant experience and may attack the veterinarian. The learning point is that it may have been best just to reduce the tail in its entirety in one "whack." The lesson for elected officials is many times they need to exhibit the courage to decide. The realization is that by deciding, the reality was not as bad as what they feared. By delaying issues you allow for others to recycle issues, for the negative 20% to network and mobilize additional opponents. By deciding, you move on to the future. ► Impact • Key issues may die • No momentum for implementation • Council becomes beleaguered—frustrated • Citizens are driven away by indecision • Special interests understand that they can manipulate by delaying ► Challenge When you have appropriate citizen involvement and sufficient information,just decide. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 23 Challenge 5 Politics vs. Governance "Best for My Future" "Best for Community" Politics Governing Decision: Decision: Best Personal and Best for Political Career Community 1 Polluting Factors • Personal • Petty • Present • Politics Bottom Line: Managers Must Think Political and Act Apolitical ► Impact • Campaign Time Longer • Increase Politicization of Policy Issues • Different in Getting Substantive Debates • Playing to the Audience • Recycling Issues ► Challenge How do you focus primarily on governing? Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 24 Challenge 6 Transforming the City Organization to a Service Business CITY ORGANIZATION SERVICE BUSINESS 1. Responsive Value 2. Professional Driven Market 3. Special Interest Customers 4. Monopoly Competition 5. Expend Cost Conscious 6. Morale Performance 7. Adapt Change 8. Process Results Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 25 Challenge 7 Community-Based Government 1950 1960 1970 1980 2000 PERSONAL PROFESSIONAL COMMUNITY G • Informal power structure • Study/analyze issues • Value-based decisions 0 • (e.g., coffee shop) • Desire recommendations • Community involvement V • Intuition-based decisions from staff • Openness of government E • Actions for friends • Plans development • Balance: Personal and R • Desire to keep harmony • Great reliance on staff professional N • React to calls and • Rational decisions • Vision—defined complaints • Detailed reports prepared community direction A • Defined goals: Monitor N performance C E M • Serve as technician or clerk • Directive—"professionals • Recommendations to A • Emphasis on record- know best" Council N keeping and administration • Manipulate agenda • Lead the organization A • Respond to Council • Develop rules, policies • Open government G directives, citizen requests and procedures • Emphasis on responsibility • Decentralized • Develop systems and accountability E administrative functions — • Centralized administrative • Evaluate system, adjust M department autonomy functions process E • Reactive • Cultivate community: • Decentralized N • Scapegoat for problems Power base administrative functions T • Develop organization • Desire to survive • Desire efficiency • Desire for effectiveness • Minimal training • Productivity measures • Service definition—goals S • Low profile • Maximize resources and level E • Act without questioning • Develop and follow • Customer-oriented R • Operational simplicity operational plan • Concern about impact V • Minimal rules or • Technologically complex • Feedback on performance I guidelines • Professional certification C • Emphasis on personal of proficiency E favors "Take care of the citizens— "Rely on the Professionals" "Working with Our my friends" Community" Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 26 Leadership during Increasing Turbulent Times Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 27 Governance vs. Politics: A Simple View By Lyle J. Sumek Governance is serving the community; Politics is getting elected or re-elected. Governance is being guided by vision, goals and value to the community; Politics is being guided by ideology, a cause or philosophical principle. Governance is shaping the community's future for the long term; Politics is responding to the moment and current "crisis". Governance is taking responsibility; Politics is making promises. Governance is exercising an ability to influence others; Politics is the use of power. Governance is finding pragmatic solutions to problems through collaboration; Politics is starting with solutions in mind. Governance is being data driven; Politics is playing to people's emotions. Governance is negotiating by trading off to find a workable compromise; Politics is demanding and advocacy to win. Governance is educating and mobilizing support; Politics is rallying supporters and creating zealots. Governance is creating community benefits and value; Politics is taking personal credit and receiving personal recognition. TODAY'S CRISIS: Politics trumping Governance Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 28 EFFECTIVE GOVERNANCE IS WORK, BUT BORING Twenty Rules for Success by Lyle J. Sunzek Effective Governance is developing and maintaining relationships based upon mutual trust and respect, not developing conditional relationships or relationships based upon convenience. Effective Governance is respecting personal responsibilities and their institutional role, not taking over the responsibilities of others nor telling others how to do their job. Effective Governance is working together and collaborating, not thinking about "I" over "We". Effective Governance is a willingness to sacrifice to the greater good, not focusing on personal gains or protection. Effective Governance is communicating in an open and timely manner, not providing partial information or surprising with last minute information. Effective Governance is addressing today's issues with the future in mind, not reacting to the moment with easy solutions or quick answers. Effective Governance is unbiased analysis reports, not starting with the outcome in mind. Effective Governance is speaking to the issue, not grandstanding or personal attacks. Effective Governance is having an open, candid conversation and discussion, not avoiding real and sensitive topics. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 29 Effective Governance is listening to understand, not prejudging based on the individual or jumping to conclusions. Effective Governance is negotiating with others, not demanding or withdrawing. Effective Governance is recognizing that it takes a majority to decide, not one individual or vocal minority. Effective Governance is making a timely closure, not recycling or delaying to gain advantage. Effective Governance is providing clear direction and decision, not leaving the room with different interpretations. Effective Governance is deciding based upon what you believe is "right" for the community, not deciding for personal or political gains. Effective Governance is consistency of process and direction over time, not making changes reacting to the current moment. Effective Governance is supporting and representing the decision to others, not acting in a manner to undercut the decision. Effective Governance is learning from setbacks and failures, not finding fault or someone to blame. Effective Governance is being nimble and willing to change when circumstance change, not being rigid or denying. Effective Governance is maintaining your sense of humor and perspective, not taking yourself too serious. BOTTOM-LINE: Effective Governance is work and pays offfor the community, but is viewed by others as boring. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 30 Leaders' Dilemma by Lyle J. Sumek DILEMMA: How did we end up HERE? Leaders create HERE by their decisions, indecisions or non-decisions. Leaders are responsible for defining HERE, the vehicle to take you to HERE and the route to get to HERE. Leaders have a choice: to intentionally create HERE or to react to each situation that then defines HERE. Leaders intentionally shape HERE through a Strategic Plan, which defines HERE as a value- based future vision, defines the vehicle to take you to HERE as the government's mission and services and the route/map to HERE as a plan for five years with milestones. Leaders take the trip/journey to HERE through a Strategic Process, which is using the Strategic Plan to guide daily decisions and actions. Leaders demonstrate the courage to confront the true realities facing them, and to have candid discussions of options and differences as they define HERE. Leaders use their judgment and make difficult decisions to implement the Strategic Plan by setting the direction and policies, by defining expectations, by generating the revenue, by allocating resources to build the road to HERE. Leaders exercise their influence to mobilize community support even in light of personal agendas and strong opposition to HERE because it is the right HERE for the community. Leaders encounter the unforeseen during the trip to HERE—unanticipated events happen, unintended consequences occur, environments change, opportunities emerge. Leaders evaluate the unforeseen and make adjustments to get to HERE learning from setbacks and remaining nimble and resilient. Leaders end up HERE: either a great trip with successful outcomes or ask: how did we get HERE. REALITY: Leaders did it themselves and are responsible for HERE. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 31 A "Driving Guide" for Local Leaders: Observations from the "Road" Local governmental leaders are responsible for "driving their community into the future". Every generation of governmental leaders comments that their challenges during the "trip" are greater than the prior generations. In reality,the challenges today are just different. Successful leaders focus on the future by understanding and acting on today's REALITIES and anticipating and preparing for tomorrow's OPPORTUNITIES. These leaders focus on "driving their community into the future" by looking ahead through the windshield and not by focusing only on the rearview mirror. LEADERSHIP is working with the residents and families, as well as businesses and workers to define the "destination", to develop the "road map", to identify "key milestones",to establish an "itinerary",to define the "vehicle" and to find the "right fuel". Destination =a valued based description of the preferred future Road Map =a five year plan with outcome-based goals Key Milestones = indicators of achievement/success Itinerary= one year action plans with specific deliverables Vehicle =the service responsibilities of governments Right Fuel =having the "right" people sharing common core values REALITIES FOR CITIES IN 2018 1. POLITICS OVER GOVERNANCE—personal agendas and getting re-elected over collaborating to produce results that add value to the community. 2. ANTI-GOVERNMENT/ANTI TAX—small vocal group,which is against government, always negative and never satisfied by any decision or action. 3. SHIFT FROM A"REPUBLIC" TO "DIRECT DEMOCRACY" —turning responsibility for governing and managing over to the public through inappropriate community engagement, everyone is or can become an expert. 4. OVER EXPOSURE/"FLASHING" THROUGH FULL TRANSPARENCY—making "sausage" in public even as research is being done, show everyone everything now and show everyone else through social media 5. INSTANT NEWS SHARED WITH THE WORLD—social media is the No. 1 news sources for people today; give it to me quick and short without verification, confirm validity and factual accuracy, or in-depth debate/discussion then shared with the world. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 32 OPPORTUNITIES FOR 2018 1. PLAYING "MONEYBALL" FOR GOVERNMENTS —capture the "important and critical" outcome-based data and using the data to make recommendations and decisions. 2. EXPANDING RESOURCES THROUGH PARTNERSHIPS —reality that governments have limited/static/shrinking resource base and can expand resources through non- traditional public-public and public-private resources. 3. WINNING AS A TEAM—governmental units working as a team to achieve common goals, knowing and playing your role and deferring to team/community success. 4. CAPTURING TRENDS —times are a changing with emerging life styles and leisure activities, looking for and understanding societal trends, evaluating emerging trends and preparing your community to response and take action. 5. TAKING RESPONSIBILITY FOR YOUR COMMUNITY'S FUTURE —every decision, non-decision, indecision and re-decision impacts the community's future, leaders can intentionally and strategically make decisions or they can decide by reacting to each moment and in the end wondering "how did we end up here". 6. CREATING POSITIVE COMMUNITY MOMENTUM —taking time with the community to celebrate major successes and their value with residents and businesses, creating true profound memories that will help during the tough times and encourage others to contribute and participate. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 33 Leadership during Increasingly Turbulent Times 1. PEOPLE ARE "MEAN" WITH THREATS AND ACTS OF VIOLENCE TOWARD PUBLIC LEADERS AND EMPLOYEES 2. FALSE FACTS AND INTENTIONAL MISINFORMATION 3. LOSS OF DATA DRIVEN DECISIONS, DESIRE TO MAKE PEOPLE "HAPPY" 4. NATIONAL ANTI-GOVERNMENT ORGANIZATIONS TRAINING CANDIDATES, PAYING FOR LOCAL CAMPAIGNS 5. CHANGING SERVICE ROLES AND RESPONSIBILITIES OF FEDERAL/STATE/LOCAL GOVERNMENTS 6. STATE LEGISLATURES MIXED MESSAGES: RESTRICTIONS ON LOCAL REVENUES AND EXPANDING SERVICE RESPONSIBILITIES 7. WHO SHOULD PAY FOR CITY SERVICES AND METHODS OF PAYMENT 8. COMING"CRUNCH"OF DEFERRED PUBLIC INFRASTRUCTURE/FACILITIES PROJECTS AND BOND FINANCING 9. CONFLICT: PROTECTING THE COMMUNITY VS. PERSONAL PROPERTY RIGHTS 10. MAJOR COMMUNITY INCIDENT PREPARATION Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 34 11. DIFFICULTY IN FINDING THE NEXT GENERATION OF PUBLIC EMPLOYEES AND MANAGERS, ELECTED LEADERS AND COMMUNITY LEADERS 12. HAVING COMMUNITY DIALOGUE ON DIFFICULT ISSUES 13. FUTURE OF RETAIL AND THE DECLINING SALES TAX REVENUES 14. IMPORTANCE OF HOPE AND EXCITEMENT ABOUT THE FUTURE Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 35 "CRAZY" World 2018 Myths, Realities, Impacts by Lyle J. Sumek, PhD. 1. ONE INCIDENT FROM THE WORLD STAGE REALITY. Every City is one incident from becoming national and international news. When the incident occurs, it is shared immediately through electronic social/media and national television with vivid pictures, which in some situations are staged to sensationalize the incident. The accuracy may vary from event to event.However, the people involved are real and the impacts are real—it's my family, my friends, my business, but OUR community IMPACT: One incident can put every local community on the national and world stage. Local governments need to invest in the planning,the responding and the recovery from an incident including a"corporate communications"plan from traditional media to social media; from a tactical response to a community safety event—an act of violence, water/wastewater crisis, an act of terrorism or a natural disaster; and after the incident wrap up and recovery action plan. These incidents may come when the community least expects and impacts everyone in the community. No one will ever forget;many incidents will live forever. 2. PEOPLE ARE MEAN: SPIRITED AND ACTIONS REALITY: We are living in an increasingly violent, less tolerant and less civil world. Everyday another act of violence is experienced and seen worldwide. There are increased number of threats against persons and businesses. Leaders at all levels are acting mean—acting without respect or civility; are attacking and labeling the person, their opponents and their supporters; using intentional politically "incorrect"statements which people repeat; and are re- writing history for their political advantage. An individual's word and actions define them as a person. IMPACT: We have loss our sense of"grace"—winning with grace and losing with grace. Political campaigns and candidates are focusing on the negative and personal attacks, including intentionally presenting misinformation and misrepresenting of facts. Things are said without accountability of impacts or consequences. After the election, some want everything to be forgotten, but the hurt feelings run deep. Many"attackers" will state: "you do not have a thick skin." The trust may never be re-established. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 36 3. INSTANT: NOW MEANS NOW! REALITY: People want information now — become frustrated when the communication is not instant or the response is not instant. We live in real time. Amazon Prime is now 12 hours delivery in many metro areas. People cannot set down their cell phone for a minute without having withdrawal. Response times have gone from 72 hours to 48 hours to 24 hours to immediate—and that may be not quick enough. IMPACT: Residents desire an immediate response— 1 minute, 5 minutes, within an hour. They want to use social media/pictures to report a citizen service request or complaint. They expect the elected officials and local governments to have up-to-date and instant information on a project or a community event—current or upcoming; or a process for handling the instant request. 4. 24/7: LOSS OF PERSONAL TIME REALITY: Everyone is "on"24/7—your whole life and every daily activity can be recorded, recorded and edited to create a "new event". Everywhere we go there are cameras— surveillance cameras, cell phone cameras, etc. Every action, interaction, comment or behavior/gesture can and may be recorded and displayed to the world with editorial comments. There is no personal time,family time or holiday. IMPACT: Local government official has a full time plus job. City officials, their families, their business and their community activities are on display. Whether it is at the grocery store, having dinner with friends, at religious institutions or just walking down the street, the local elected official is always an elected official representing the governmental institution. 5. NEGATIVE 20% - GOVERNMENT CANNOT BE TRUSTED REALITY: There is growing sentiment against governments at all levels. The negative, anti- government 5—20% are against government from taxes to the mission of government. They have no vision of the community's future; have no solutions other than their slogans and rhetoric, and no decision or action will ever satisfy them. The truth is: They really "hate" government—see no meaningful role or no reason for its existence. IMPACT: The negative 5—20% are running for elected office and getting elected, attacking government and elected/appointed officials personally, spreading rumors and misinformation, and sharing their message on social media. There is no compromise or collaboration—reality: they "hate" government officials. Elected officials have to be careful not to empower these individuals while standing up for the vision, goals, mission, and actions. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 37 6. TRANSPARENCY - "KILLING THE PIG" REALITY: Today, people want information on everything, and are "wanting"transparency and openness. IffI was eating a "brat", some individuals would want to know how the pig was killed, and more—type of mud or living environment, type of meals—what it ate, etc. The information request is not linked to any outcomes or actions. Some individuals desire that transparency only occur when the information supports their position or agenda. They feel that they have a right to know all. IMPACT: State laws require local government transparency through open record requests and open meetings requiring deliberation in the "sunshine". Local government must respond to and provide information to the residents, businesses and stakeholders. However,there are the questions—before the economic development "deal" has been drafted and during negotiations, before the draft report is prepared,the data before it is analyzed or before elected officials have discussed an issue. It may be premature to share all information. 7. PLAYING TO PEOPLE'S FEARS REALITY: The political campaigns are focusing more on the fears of people—a) their lack of personal safety; b) cultural differences that divide the community; c) "those people"who could be renters, individuals with different life styles; d) the economic future—their family and future generations are going to be worse off in the future; e) and, the feeling of being ignored and left behind. IMPACT: People are looking for hope and a realistic sense of optimism. They are looking for a vision of a better future; goals that will inspire the community and the residents, and a sense of direction and action. They will become meaningfully engaged if they have an opportunity to shape the community's policies and actions for the future. 8. SELF INTEREST, SELF PROMOTION, PERSONAL PROMINENCE REALITY: Many political and community leaders are focusing on their own personal agendas. They cannot pass up any opportunity to grandstand, to claim success for an achievement or accomplishment that benefits the community,for a "photo"or a social media posting that highlights them —making them more visible; or promoting their personal agenda. Personal prominence is the center of attention rather than the community. IMPACT: Many communities have lost"what is best for the community as a whole." The city or personal agenda is the focus of prime importance. Local governments need to celebrate more, to create positive memories for partners and stakeholders and to demonstrate the value added to the community and residents' lives. These celebrations focus on what WE achieved as a community and not who gets the credit. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 38 9. DIALOG WITHOUT DECISIONS OR ACTIONS REALITY: Many governments have spent hours of dialog without decision or action. People see paralysis in government and by governmental leaders from Congress to state legislatures and to local government. Nothing is getting done is the perception and in many cases the reality. As a result, there has been an ongoing distrust of government at all levels. The electorate response is to throw out incumbents and blame all government officials. IMPACT: Local governments need to make decisions, take timely actions and produce visible results for the community. For local leaders, it begins with community outcomes—a vision for the future; it is setting realistic outcome-based goals that address community issues and concerns, and focus government resources; it is establishing a one-year action plan with a detailed work program; and it means making timely decisions, evaluating the results and making adjustments —being nimble and resilient. 10. PERSONAL INFORMATION VULNERABILITY REALITY: The world knows us, and all about us. Local governments have personal information about each resident, and every business. This information is subject everyday to a cyber attack— local or international. Local governments have had their information systems "shut down"and have paid ransoms to unlock and release the information. These attacks have shut down corporations and governments worldwide. The reality is that these cyber attacks cannot be prevented and local governments need to have a response plan. IMPACT: Many local governments need to invest in information technology upgrades or in cyber security. Every email from a local government provides an avenue for someone to access the "public information" which is private, be they crime reports, criminal information, HIPPA information, financial information including credit cards or bank accounts, etc. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 39 D City as a Team Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 40 Winning Teams Model Effective TEAMS Are: "Unifyinji Purpose and Goals" • Goals — Outcomes Goa 1 s • Work Programs — Game Plan • Strategy —Action Steps "Individual Contribution" • Valuing Individuality Ro l e s • Responsibilities Defined • Practicing Teamwork "Produce Results throuzh Actions" • Analyze Decide Ex e c u t e • Act Impact • Evaluate Adjust "Willingness to Work Together" • Respect for Each Other At t i t u d e • Cooperation and Openness • Celebrating Success: Momentum "Commitments Becomes Reality" • Learning from Setbacks Trust • Guidelines • Support Each Other Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 41 Winning Teams LOSER COMPETITIVE Conflict Turmoil Okay No Hope for Future Short Term Internal Fighting Compete, but Do Not Win Personal SUSTAINING WINNER CHAMPION Achieve a Goal Refocus Direction and Goals Claim Success Share Successes A Leader Many Leaders Game Plan Strategy Guided by Achievement Guided by Outcomes Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 42 Winners Versus True Champions Comparison Winners Champions Keep the Focus Refine Goals Share Responsibility as Leaders Look For and Develop Leaders Use a Game Plan Prepare for New Challenges Build Teams Develop Teams Listen to Citizens Reach Out to Citizens Have Agendas Take on a New Project Celebrate Successes Market Success Today many cities can be characterized as "Winners." Few cities can be characterized as "True Champions." This true model provides insights distinguishing "Winners"from "Champions"and laying a foundation for championship action. The message to Mayors and Council is to look at: Are we a winning team? What do we need to do to become a champion team? The responsibility is yours as city leaders. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 43 The Champion Now let's turn to the "True Champion." The "champion"not only wins for the season, it also wins over time. Champions do not rest on their laurels but accept their victory as a foundation for building a better future. The champion sees a winning season as an opportunity to work harder for our next season in order to sustain excellence over time. "True Champions"have the following seven characteristics. 1. Refine Goals Champions take the goals from their winning season and refine them for the future. It means evaluating their benchmarks of success and refocusing on new opportunities for the future. For city government, Mayors and Councils define more specific goals that have more focus of purpose. The benchmarks are monitored to evaluate the impact of the actions in achieving the defined goals. With an eye on the horizon, opportunities are anticipated. Champions are always looking at ways of refining their goals. 2. Look for and Develop Future Leaders Champions are always looking for fellow champions in their community. These are individuals who have the potential for effective contribution and leadership within the city. On championship teams the leaders look for future leaders. They identify these individuals and encourage them to participate in the process. They serve as a coach and mentor, expanding their knowledge and developing specific skills of leadership. Champions do not see future leaders as a threat,but partners in expanding the city's resources and accomplishments. Champions are always looking for future champions. 3. Prepared for Next Challenge Championship teams refine the process and continue to have an eye on the horizon. They avoid worrying that 'what ifs' may happen. They focus on what they have an ability to control or influence. Champions continue to give. They spend less time worrying about their setbacks and more on improving the process for the future. In cities it means that Mayors and City Councils look to their process—how they govern the city;how they relate to the city staff. Champions believe that if the processes are in place, the next challenge can quickly become an opportunity. 4. Develop Teams Champions continue to learn and to grow. Champions see the importance of taking time for meaningful evaluation. They seek feedback on their performance and listen to others' perspectives. They recognize that championship teams who are not developing, die. When that happens,the team gets in a defensive posture focusing on surviving as a team rather than developing for the future. On championship teams individuals grow and provide new Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 44 contributions to the team based upon their own personal growth. A"champion"recognizes that individual growth will enhance team effectiveness for the future and continue pursuit of learning. In cities, Mayors and City Councils look to developing their team and the city team that they lead. Champions avoid stereotyping individuals on their contributions to the team effort. 5. Reach Out to Citizens Champions recognize the need to continually go back to their roots—what has made them successful. Champions keep going back to the basics. They avoid the sense of arrogance and complacency by reaching out to their fans. For Mayor and Council it means reaching out to the community. They can identify a new group to go visit—a new part of the community to talk to, to look at, to get out of their cars and to walk and to look. Communities are dynamic and championship communities recognize the dynamic nature and respond accordingly. Champions recognize that you may not agree with the other person's perspective, but for them the perspective is real. A champion builds new fans who can be partners in future success. Therefore, if we are going to continue to be champions we must have an ability to address their perceptions. Champions reach out beyond the political supporter and 'safe' group to their emerging communities. 6. Search for a New Project Champions always need a new project. New projects bring on a sense of opportunity and a sense of excitement. It is an opportunity to recharge the batteries and renew the team spirit. A new project is one that provides a new challenge for the championship team as a whole and the individual members of the team. In cities, it is a challenge for Mayors and City Councils to find a visible project that can have a timely impact on the community. On a championship team everyone supports the new project. A word of caution: the new project should not take away from the completion of the old agenda. 7. Market Successes Championship teams share their successes with their fans. They recognize that"fans" are partners in the success. Championship cities share their successes with their partners who have helped them to achieve their goals, with the interest groups that support the city government, and the citizens to whom there is a sense of stewardship. Mayors and City Councils have been entrusted with significant responsibilities with public resources. The marketing of the success and letting citizens and partners know of the accomplishments will lead stakeholders to feel that they have gotten their money's worth and that the effort of the city was worthwhile. In today's world,the media coverage of government is predominately `negative.' The failure of government, the imperfection of politicians. Even champions lose games, but they do not let them detract from future success. The importance for marketing is paramount to successful championship cities. Marketing is sharing the good news, helping individuals understand the direction and accomplishments, and mobilizing the support for the team. Success builds a momentum for future "championships." Champions continually work to be champions. They do not rest on their laurels, but seek ways of enhancing their performance. Champions get better over time. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 45 Pitfalls for Winners Arrogance— Feeling that We are Better than Others Attitude of Complacency Assuming Goals and Focus Taking Relationships for Granted On Top of Big Issues Worrying about the Crisis Wrap Up Mentality Personal Prominence Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 46 Pitfalls for Winners Sowing the Seeds of Failure After a team wins the Super Bowl, the World Series, the NBA Championship, there is always the potential to get wrapped up in the "winning season." The winning season then provides significant challenges for leaders who want to be champions. The pitfalls for"winners"are: • Arrogance—A Feeling that We Are Better than Others In applying the concept of arrogance to cities, it means that Mayors and City Council lose their feeling for the true,total community. The focus becomes special interest groups that have shared in the success and who have a comfortable relationship with Council. They are predictable and supportive. Input becomes selective, relying on these few, rather than reaching out to others in the communities. The Council gets a feeling that "we know what is best" and begins to view citizen input through a "tinted lens." Sometimes they retrench into their political shells. The assumption is the citizens will recognize our winning efforts for the community. • Attitude on Complacency The feeling"we are fine, we are now here" challenges winners. However, as you take the words "now here," it can easily become "no where." In cities, complacency occurs when the Council assumes the winning efforts will continue with minimal effort. Less time is spent on issues; less time is spent on process — how we govern our cities. It is assumed that certain issues will be handled in a quick and timely manner. Council members become impatient and minimize critical feedback. Councils worry more about getting out of the meeting in a quick and deliberate manner, rather than whether the issue has been thoroughly discussed and analyzed. • Assuming Goals and Focus Winners have goals. Winners accomplish goals. Winners get distracted from their goals. They may see no need for a goal-setting workshop and cancel it. The challenge for Mayors and City Councils is to continually review and refine their goals from year to year. This becomes the focus of their energies—focusing on what is more important for the community. As events occur and times change, there is always a need in the city to refine the goals and redirect energies. This keeps the focus on the future rather than becoming consumed with today. • Taking Relationships for Granted Winners succeed because of the willingness to work together to get and sustain major votes. The working together is based upon the development of positive work relationships over time. It is an understanding and appreciation of individual contributions. It is an understanding of what Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 47 roles each member plays. It is an understanding of how others will behave and react in different situations. However, as in any relationship, we assume that it will continue with minimal work on our parts. In marriages, this assumption many times leads to divorce. With Mayors and Councils, it leads to a break down in the governance process and the election at the polls. Winners become challenged by focusing on petty irritants in the relationship. Teamwork gradually begins to disappear. As a result, over time, winners can find a relationship on a dysfunctional slide, which results in increased interpersonal conflict and tension. • On Top of Big Issues Winner's success comes from getting on top of big issues. In cities, winning Mayors and City Councils have defined future goals and developed an action plan to accomplish those goals. For winners the feeling of success on big issues leads to a feeling of freedom to pursue individual agendas. With Mayors and City Councils the big issues have been addressed, so what is on the next agenda? The next agenda becomes filled with individual action items, most of which are not of major significance. As the individual items begin to consume more and more staff time, the city staff can become confused and question the true direction for the city and the individual motivations of Council Members. The city begins to lose its focus with resources being diverted to these individual agendas and issues. • Worrying about the Crisis After a winning season, winners begin to worry can we repeat. If the tension builds and concerns about winning become predominant, the goal is winning rather than addressing the issues and being successful. We lose the focus on what brought us the success of winning. We wonder what the next issue on the horizon is that will become our crisis, the next major political challenge for us as city leaders. Like with any team, when any individual players become tense the performance deteriorates. Winners find themselves losing the game and losing on issues. You start to look for crises and, in many cases, begin to generate the crisis. For Mayors and Councils it is an easy issue that can be handled quickly that becomes a major crisis because of over-analysis and over-concern. • Wrap Up Mentality Winners become challenged by the mentality that all we need to do is sustain our effort for the next season. For cities it means all we need to do is to complete our projects and wrap up our reports. The wrap up mentality shortens the horizons from focusing on the future to focusing on today. The focus of the goals becomes lost as we wrap up the issues. Life becomes boring because of no future challenges. We get impatient in our desire to wrap up issues in a timely manner. As a result, little problems can become major impediments to future success. • Personal Prominence With the success of being a winner, individuals gain prominence. Winners let the prominence, at times, go to their heads and forget the team effort that was needed to produce that winning season. Individuals get a glorified sense of their own importance. For Mayors and Councils it is the media focusing on individual contributions and accomplishments, rather than successes of the city. We forget that there is no "I" in "Team." Our focus is on ourselves individually, rather than our city's future. For some Mayors and Councils, personal prominence is perceived as being important for future political success. Individuals begin to claim credit for the policy or action and are less likely to share credit with the team. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 48 • Getting Away from the Game Plan Winners feel they have got a successful game plan. The game plan worked for the last season. We need to communicate less and spend less time talking with each other. We need to spend less time with the process because the process is embraced. There is no need to fine-tune our game plan. There is no need to understand each other. I already know where they are coming from. In cities, Mayors and Councils take less time in work sessions and in their formal meetings. There is less discussion of individual ideas and perspective on issues. There is less discussion of future horizons. There is growing impatience with drawn out processes and at times with each other. Individuals may self-censor their comments, figuring that others are not interested or think they have heard that once before. These are the pitfalls that challenge winners and the response to these challenges distinguishes "Winners"from "True Champions." Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 49 E Effective Mayor and City Council Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 50 12 Points of an Effective Mayor and City Council 1. Focus on and Use Vision, Goals and Priority • Define the city's preferred future • Establish outcome-based goals • Think about value to the community • Use to allocate resources, to develop plans and policies, to invest in the future 2. Make Timely and Courageous Decisions • Use vision, goals and priorities to use decisions • Seek and use input from community and city staff • Evaluate options through committees and work sessions • Decide on what is "best for the city" 3 Provide Clear Direction and Expectations • Obtain clear closure • Define outcomes,measures of success and time frames • Delegate assignments to Boards and Councils, and to city staff • Make sure to summarize and test closure to make sure that everyone has the same understanding 4. Negotiate • Know your own bottom line • Look for common ground and areas of agreement first • Use work session and committees to negotiate • Win with grace, lose with grace 5. Treat Others with Respect • Be courteous, polite and trustworthy—avoid personal attacks • Deliver on your commitments • Act within your defined roles • Value the contributions of others 6. Have Open Communications • Communicate using direct, open messages • Keep everyone informed and avoid surprises or hidden agendas • Listen and understand before judging • Use simple and focused messages that people can remember Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 51 7. Monitor Performance • Obtain regular progress updates/status reports • Meet quarterly to review and refine direction • Evaluate the outcome and actions, and make modifications • Take responsibility for the actions and be accountable for the results. 8. Have a Community Presence • Be accessible to the citizens and community • Go into the community beyond your political supporters • Take time to develop effective working relationships with community partners • Be a positive advocate for the city 9. Act as a Board of Directors • Know your community—view it as the "market place" • Focus on providing policy direction • Delegate clear responsibility to the city manager as the C.E.O. • Avoid micromanaging and the daily operations 10. Think Strategically • Institutionalize the goal setting process • Identify key partners who can bring resources to the table • Define alternative routes and steps to destination—the vision • Keep the "big"picture in mind 11. Align the City Organization • Appoint individuals to Boards and Councils who share your passion for the city and the vision for the future • Define the core values to guide "how the city should operate and be managed" • Employ the "right" city manager for your city • Hold other accountable for their behaviors, actions and the results 12. Share Success and Celebrate • Communicate "Our City Success" in terms that the average citizen will understand • Use celebrations that create a positive memory—value that the city has added to people's lives • Recognize others who have contributed to the city's success • Remember people want to be associated with "winners" Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 52 SECTION 3 BUILDING OUR MAYOR - CITY COUNCIL TEAM: UNDERSTANDING OUR TEAM AND TEAM MEMBERS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 A Problem Solving and Decision Making In order to govern or manage a team and deal with policy issues, it is critical that managers have effective problem solving and decision making skills. A common assumption is made that individuals have these skills when they assume a position on the team. However, the context of municipal problem solving and decision-making is unique in terms of the forces and pressures, which affect the process. Each person has a unique style in problem solving and decision-making. To gain a perspective on each individual's style, the session participants completed Kolb's Learning Styles Inventory. The purpose of this inventory was to assess the individual styles,their implications for effective problem solving and teamwork, and the strengths and weaknesses associated with each style. It is assumed that there is no one best style, but rather each person has a unique set of strengths and weaknesses. There are four primary elements in problem solving: • Concrete Experiences: We tend to rely heavily on our concrete experiences until there is a failure. We then recognize that a problem exists. We continue to experience that problem until it reaches a critical level. We may utilize our past experiences to try to alleviate the situation. • Reflective Observations: Once a problem has been identified, we may observe others who have experienced similar problems. The purpose is to learn from others' experiences in handling similar, if not identical, problems. We may also reflect on past experiences or the experiences of others. • Abstract Conceptualization: We may study the problem area through the exploration of alternatives and the identification of which alternative is most likely to solve the problem with minimal risk. Abstract conceptualization involves detailed analysis of the problem, including examination of alternative approaches to problem solving. • Active Experimentation: We experiment with different alternatives to identify the most workable solution. This process involves willingness to adjust to the situation as the alternative is implemented. In addition, securing feedback is necessary to ensure the problem is effectively addressed. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 Problem Solving and Decision Making EXPERIENCE • Rely on Experiences • Rely on Intuition • Influenced by Citizens • Feeling of Situation • Brief Reports • Unusual Ideas • Quick Discussion • Big Dreams for Future • Act Quickly, then Adjust • Watch Others 0 B A S C E T R V O A N T I 0 N • Define Problem • Analyze Problems • Staff Analysis and Policy • Options and Consequences Reports • Risk Assessment • Strategy and Action Plan • Models/Plans Developed • Take Timely Action • Cautious to Act • Act, Evaluate, Adjust ANALYSIS Adaptedfrom: Learning Style Inventory-David Kolb Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 3 Problem Solving and Decision Making ► EXPERIENCE O A C R V A O N I • O ANALYSIS 4 Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 4 Problem Solving and Decision Making ► Characteristics ► Keys to Success Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 5 B Conflict Resolution and Negotiations Conflict is an inherent part of being a policy leader or manager within a team. Conflict can be defined as any time one person wants something different from another person. As part of the activities during the session, the participants completed the Thomas-Kilmann Conflict Mode Instrument. This instrument is designed to assess an individual's behavior in conflict situations. Conflict situations are those in which the concerns of two or more people appear to be incompatible. In such situations, we can describe a person's behavior along two basic dimensions: 1. Assertiveness— • The extent to which individuals attempt to satisfy their own concerns. 2. Cooperativeness— • The extent to which individuals attempt to satisfy other people's concerns The two dimensions are best illustrated below: CONFLICT STYLES A Competing Collaborating S S E R T Compromising I • V E N E S S Avoiding Accommodating COOPERATIVENESS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 6 The two basic dimensions (assertiveness and cooperativeness) can be used to define specific methods of dealing with conflict situations. The five "conflict-handling modes" are explained below. COMPETING is assertive and uncooperative. Individuals pursue their own concerns at other people's expense. This is a power-oriented mode in which one uses whatever power seems appropriate to win an argument. Competing might mean standing up for rights, defending a position, or simply trying to win. ACCOMMODATING is unassertive and cooperative, the opposite of competing. Individuals who accommodate neglect their own concerns to satisfy the concerns of others. There is an element of self- sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when one would prefer not to, or yielding to another's point of view. AVOIDING is unassertive and uncooperative. The individual does not immediately pursue personal concerns or those of others —the conflict is not addressed. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation. COLLABORATING is both assertive and cooperative, the opposite of avoiding. Collaboration involves working with others to identify the underlying concerns of an issue and finding an alternative, which is acceptable to all. Collaboration might take the form of exploring a disagreement to learn from each other's insights. The result of the disagreement might be to confront and try to find a creative solution to an interpersonal problem. It might also be to resolve some condition, which would otherwise result in competition for resources. COMPROMISING is an intermediary behavior and can be both assertive and cooperative. The objective in compromising is to find an expedient, mutually acceptable solution, which partially satisfies both parties. It falls in a middle ground between competing and accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 7 Conflict Resolution and Negotiations CONFLICT STYLES Compete Collaborate High ASSERT Compromise Low Low High Avoid Accommodate COOPERATE Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 8 Conflict Resolution and Negotiations NEGOTIATIONS Compete Collaborate Compromise Avoid Accommodate Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 9 Conflict Resolution and Negotiations ► Characteristics ► Keys to Success Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 10 Conflict A Process to be Managed Consider These Assumptions: • Conflict is an inevitable and important human process. • Conflicts are likely to increase in times of change. • Conflicts can lead to creative or destructive results. • Those who understand the processes and dynamics of conflict are better able to manage this important process, increasing the chances of creative outcomes and minimizing destructive results. In recent years, these considerations have led a growing number of managers and scholars, leaders, and social scientists to study conflict more carefully. The cost of un-managed conflict can be high but the gains from using differences effectively can also be great. The purpose of this "basic idea" essay is to help you think about conflict in a systematic way to —unpack this important process so its component parts can be better understood. A Definition "Conflict" is one of those words that can be used in different ways. We have found the following definition helpful: Conflict occurs when two or more parties believe that what each wants is incompatible with what the other wants. The "parties" can be individuals, groups, organizations, or nations. Their wants may range from having an idea accepted to gaining control of a limited resource. The definition specifies that conflict is a condition that exists when these seemingly incompatible concerns or drives exist. It may be very temporary or of long duration. It may be a condition that results in vigorous activity or an internal ferment that reveals itself only indirectly. Fighting is only one way of dealing with conflict. There are often more productive ways. (Material in this essay is copyrighted by Xicom,Incorporated, 1974 and 1977. All rights reserved by Xicom,Incorporated) Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 11 The Positive and Negative Potential of Conflict Like any other important human process, conflict can produce both desirable and undesirable results. When we asked groups of managers and leaders of organizations to reflect on recent conflicts they had observed and to identify the results, the following common themes emerged: A Partial List of Positive Results of Conflict: • People were forced to search for new approaches • Long-standing problems surfaced and were dealt with • People were forced to clarify points of view • The tension of conflict stimulated interest and activity • People had a chance to test their capabilities • Better ideas were produced Properly managed, conflict can help to maintain an organization of vigorous, resilient, and creative people. A Partial List of Negative Results of Conflict: • Some people may feel defeated, demeaned • The distance between people may be increased • A climate of distrust, anxiety and suspicion may develop • Turbulence may cause some good people to leave their jobs • People or departments that ought to cooperate may become concerned only with their narrow interests • Various kinds of active or passive resistance may develop where teamwork is needed The goal of understanding and managing conflict is to reduce the likelihood that such negatives will occur or become excessive. Unpacking the Conflict Process Obviously, the positive or negative consequences of a conflict depend upon how well the conflict is managed. In turn, the ability to manage a conflict requires that one understand what goes on during a conflict. Conflict occurs in episodes. Within any episode there tends to be a common sequence of events, as diagramed on the following page: Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 12 Frustration Conceptual- Behavior Outcomes Frustration ization • Other's Response Conflict Episode#1 Conflict Episode#2 Looking at these events: Frustration: Occurs when a person or group feels blocked from satisfying a goal-directed activity or concern. The concern may be clear or only vaguely defined; it may be of casual or critical importance. However, there is a clear feeling that someone or some group is getting in the way of movement toward a desired objective. Examples: • You may frustrate me when you do not agree with my ideas • You may frustrate me when you prevent me from getting the information,the money or the time I need to accomplish something I want to do • You may frustrate me when you undermine my power or influence with someone else Conceptualize: Involves answering the questions, "What's going on here?" — "Is it good or bad?" — "What's the problem?" — What issues are at stake?" — "What are the causes?" This conceptualization may be almost instantaneous, or it may develop from considerable thought; it may be very sharp and clear, or fairly fuzzy. Regardless of its accuracy or clarity, however, the conceptualization forms the basis of one's reaction to frustration. • You may conceptualize a disagreement with another person as being the result of"ignorance" (on his part, of course) or "willful deceit" or you can stereotype: "that kind of person always takes that stand." • A labor dispute with management can be conceptualized as "deciding who is really going to run this plant" or "showing workers who can do the most for them" or simply "determining what a fair share of profits is for the workers." Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 13 • A dispute between a marketing department and a production department can be conceptualized as determining whether "customers are more important than a production schedule," or whether"sales people should be expected to adhere to realistic company policies." Obviously, the way the parties define the problem has a great deal of influence over the chances for a constructive outcome and the kinds of feelings that will be mobilized during the confrontation. Behaviors: Behaviors and intentions flow out of conceptualization and strategizing and set in motion a pattern of interaction between the parties involved. During this process of action-reaction-reaction, the way each party conceptualizes the conflict may change or may become further entrenched. The longer the pattern continues, of course, the actions of the participants themselves may create new frustrations, reasons for hostility, and continued resistance. Outcome: Outcome is defined as the state of affairs that exists at the end of the episode, including decisions or actions taken and the feelings of the parties involved. Residual frustration from conflict episodes can start new conflict episodes. Some people have found it helpful to assess the outcome of a conflict episode along three dimensions: 1. The quality of decision or action that results. (How creative, realistic and practical?) 2. The condition of the conflicting parties at the end of the conflict. (How psychologically and physically healthy; how good do the parties feel about themselves?) 3. The quality of the relationship between the conflicting parties. (How much mutual respect, understanding, willingness to work together versus hostility, determination to hurt, etc.?) Some Guidelines for Diagnosing a Conflict The manner in which a conflict is conceptualized is often the key to a group's ability to manage conflict constructively, i.e., to arrive at positive outcomes. The parties are not likely to reach an outcome which truly resolves the conflict and leaves them satisfied unless they have a clear understanding of the differences between the concerns of the two parties and the sources of those differences. Thus, before responding to a frustrating situation, it is useful to pause and ask two questions: 1. What is the nature of the differences between us? 2. What might be the reasons for our differences? The Nature of the Differences People may differ on the following four aspects of an issue: • We may differ over FACTS (the present situation, the present problem, etc.) • We may differ over GOALS (how things ought to be,future conditions we want) Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 14 • We may differ over METHODS to reach goals (the best, the easiest, the most economical, and the most ethical route to follow) • We may differ over VALUES (the long-range beliefs about the priorities which should be observed in choosing goals and methods) Differences over facts are usually easier to manage than differences over values, which are the most difficult. The latter come much closer to the fundamental beliefs of the parties and are thus much more threatening. Disagreements that begin over facts sometimes persist until they appear to be conflicts over goals or values and become almost impossible to reconcile. The implication is that it pays to identify the area of disagreement as quickly as possible. The chances for managing conflict effectively increase if you can say something like: "We seem to agree on what the problem is and what we'd like to achieve, but we disagree over the best way to reach that goals." The Reasons for the Differences As part of the conceptualizing process, it is useful not only to identify the nature of the difference, but to seek the reasons for it as well. Among the most common reasons are these: Informational — The two parties have been exposed to different information — and thus have arrived at a different understanding of what the problem or issue is and what course of action makes the most sense. Perceptual — Sometimes people have been exposed to the same data but their past experience causes them to interpret in different ways. Two witnesses may view the same event, but experience it in two different ways, since the past of each causes them to attend to different aspects of the same situation or to arrive at different meaning. Role — Sometimes the different roles (e.g., boss, mother, volunteer) of people cause them to take different positions. The representatives of labor are expected to look at things differently, advocating different positions and priorities than the representatives of management. The roles of each cause them to attend to different data and to perceive it differently, as well as to advocate different goals and values. Practical Values of This Analysis What is the practical value of going through this kind of diagnostic process? Like solving any problem, the conflict problem-solver is likely to do a more effective job if he knows the parameters of the situation with which he is dealing. A key process in conflict is that of influence —the effort of each party to get the other to understand, appreciate, and accept the validity of its own particular points of view or sets of objectives. If parties want to influence each other, obviously it helps if they have a clear picture of where they stand and how they got there. • If the two parties realize that they have probably been exposed to different data, they may view the job to be done as one of mutual education, rather than conflict. The task is to increase the pool of information to which both are privy. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 15 • If the parties determine that their informational base is very similar but they have just perceived it differently because of differing past experiences, these perceptions need to be reexamined. Then the question becomes: "Why is it that we view the same information in such different ways?" • If the parties suspect that the principle reason for different views grows out of their different roles, they can often take a less personalized view of the conflict. If each can say, "If I were in his place, I would probably be advocating the same point of view," they will deal with the other party in a somewhat different and more understanding way. The task then takes on an added dimension, e.g., "How can I help a person in that role better understand and appreciate my concern and what does he need from me?" By recognizing the constraints within which the other party must operate, you can be more realistic in knowing what to expect and what posture makes the most sense. As soon as you are finished, reflect on the key issues, which seem important to you and be prepared to discuss them with the group Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 16 SECTION 4 MAYOR AND CITY COUNCIL: CRITICAL FOR JUDGING SUCCESS AND DESIRED IMAGE IN THE COMMUNITY Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 Mayor and City Council Success and Image ► Mayor and City Council Success means . . ► Mayor and City Council Image means . . . Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 SECTION 5 HOUSE RULES: CODE OF CONDUCT AND CIVILITY Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 House Rules Our Code of Conduct Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 HOUSE RULES: CODE OF CONDUCT 1. Respect other. 2. Listen with an open mind. 3. Keep the vision, goals,mission and "big picture" in mind. 4. Focus on the issues -avoid personal attacks or accusations 5. Agree to disagree, move on to the next issue. 6. Represent the Mayor-Council and City in a positive manner. 7. Communicate - avoid surprises. 8. Act in a fair manner. 9. Work together as a team, respect each team member 10. Leave as friends. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 3 SECTION 6 MAYOR - CITY COUNCIL - CITY MANAGER PROTOCOLS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 Mayor and City Council Protocol Operating Guidelines Protocol 1 Simple Information Requests 1. Contact the City Manager- email or phone. 2. If the City Manager is unavailable, contact the Assistant City Manager. 3. Share your request and the method of response - memo, report, and phone call. 4. Define your sense of"urgency" or time frame. Protocol 2 1 Research on a Topic 1. Contact the City Manager. 2. Discuss with the City Manager the nature of your request and level of analysis or research. 3. If the City Manager sees that the request will require a significant amount of time, the request may be taken to the Mayor-Council for discussion and direction. 4. Bring the request up during "Council Reports" for Mayor-Council direction to the City Manager. 5. Individual Councilmembers may conduct their own research especially exploring other points of view. 6. Councilmembers may share the information with Mayor-Council through emails or through the City Attorney - other Councilmembers and the Mayor should NOT reply or discuss with other Councilmembers or the Mayor. Protocol 3 Citizen Service Request A. First Contact B. Unsatisfactory Experience 1. Refer the individual to the 1. Contact the City Manager. appropriate City department. 2. Go to the City website and complete 2. Share information from the citizen the service request. contact. 3. Contact the City Manager and share 3. Share your expectations for the nature of the requests, your information and follow up. expectations on follow up information and time frame. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 Protocol 3 Citizen Service Request (Continued) 4. City Standard: The City Department will call back acknowledging the request and outlining the actions with a general time frame. 5. Use "Let me check into the matter and I will get back to you". Protocol 4 Council Agenda A. Placing an Item on the Agenda B. Question on Item 1. The Mayor sets the final Council 1. Contact the City Manager. agenda. 2. Contact the City Clerk or Mayor. 2. If a clarifying question or a desire for an explanation, contact the Department Manager. 3. Bring up the request during "Council Reports"for a future agenda. Protocol 5 Communications A. Mayor-City Council B. Council-City Management/Staff 1. Avoid deliberation and "Rely All". 1. General Rule: All communication from the City Manager and staff will go to all - Mayor and City Council at the same time. 2. Share information without discussion 2. Small group meetings will be used to or reply. share information and to ask questions. 3. On some specific, minor information 3. Confidential information should be requests, the information may go only kept CONFIDENTIAL. to the individual making the request. 4. If you have a personal issue with another Councilmember, go to the other Councilmember directly and first. 5. Closed Session information is CONFIDENTIAL; the sessions are recorded and may be released under a "Public Information" request. Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 3 Protocol 6 City Employee Contact A. Employee Initiated B. Mayor-Council Initiated 1. Refer the employee to the City 1. Should be avoided. Manager or Personnel Manager. 2. If information is about the City 2. Keep the interaction social. Manager, City Attorney or City Clerk, contact the Mayor and discuss the issue and direction. 3. Avoid discussion or indicating 3. If you are a member of a work team, agreement. participate as a member of the team. Protocol 7 Email 1. Share information. 2. Avoid reply or "Reply All". 3. REMEMBER: All emails regarding City business are public. 4. Write the email, let it sit for 24 hours, and then send or DELETE. Protocol 8 Representative/Liaison 1. Represent the City position. 2. Report on major issues, directions, discussion points and activities. 3. Share City information to the other body. 4. Bring back key issues for Mayor-Council discussion and direction. Protocol 6 Communications: Council and Staff Protocol 7 Employee Contact A. Employee initiated B. Council initiated Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 4 Protocol 8 Email Protocol 9 Representative/Liaison Protocol 10 Work/Study Sessions Protocol 11 Protocol 12 Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 5 Protocol 13 Protocol 14 Protocol 15 Protocol 16 Protocol 17 Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 6 Protocol 18 Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 7 Work Session — Typology .± WORK SESSION WORK SESSION WORK SESSION TYPE I TYPE II TYPE III PRE-REPORT DRAFT REPORTS BRIEFING Provide direction and Refine proposed reports and Brief Mayor and City Council guidance on major issues recommendations prior to on major issues, upcoming before staff analysis and opportunities and operational formal presentation and action report preparation matters TOPICS: TOPICS: TOPICS: 1. Define the Problems 1. Present Background 1. Present Background Information 2. Identify Issues 2. Review and Highlights of 2. Discuss Topics Analysis and Options 3. Establish Parameters and 3. Review and Refine 3. Explore City's Role or Guidelines Recommendations Need for Action 4. Focus on Possible 4. Finalize Desired Goals 4. Focus on Overall Policy Outcomes and Outcomes Direction and Guidelines 5. Outline Process and 5. Outline Next Steps Possible Next Steps 6. Decide Whether or Not Worth Pursuing Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 8 SECTION 7 ROLES, RESPONSIBILITIES, EXPECTATIONS AND SUGGESTED ACTIONS Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 Expectations and Actions A Mayor ► Expectations ► Actions Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 B Expectations and Actions City Council ► Expectations ► Actions Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 3 Expectations and Actions City Manager ► Expectations ► Actions Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 4 Expectations and Actions City Attorney ► Expectations ► Actions Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 5 Expectations and Actions City CtyC1rke ► Expectations ► Actions Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 6 SECTION 8 GOVERNANCE REFINEMENTS: MAYOR AND CITY COUNCIL IN ACTION Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 A Governance Topics 1. Boards/Commission Input into Strategic Planning Process 2. Budget Transparency: Understanding and Citizen Guide 3. Time for Informal/Personal Discussion 4. Public Input: More Opportunities/Open "Mic" 5. Performance Evaluations: City Manager, City Attorney and City Clerk 6. Looking for Common Ground 7. Keeping Confidential Confidential 8. Direct Communications with Department and City Staff Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 9. Meeting Times: Adjusting the Governance Process to this Mayor and City Council 10. Personal Attacks and Accusations 11. Opportunities for Mayor-City Council Social Interaction 12. Use of Social Media: Groundrules/Guidelines 13. Robert's Rules of Order 14. Representative/Liaison: Selection Process 15. Staff Presentation and Reports: Guidelines 16. Security for Mayor and City Council Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 3 B Discussion and Direction Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 4 SECTION 9 STRATEGIC PLANNING FOR THE CITY OF DUBUQUE Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 1 A Model for the City of Dubuque Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 2 STRATEGIC PLANNING MODEL Value-based principles that describe the preferred future VISIONDestination in 15 years "You Have Arrived" Strategic goals that focus outcome-based objectives PLANMan and potential actions for "The Right Route" 5 years ISI Focus for one year—a work program: policy agenda for Mayor and City Council EXECUTIONItinerary Annual Action Plan, "The Right Direction" management agenda for staff; major projects Principles that define the responsibility of City government and frame the MISSIONVehicle primary services—core "The Right Bus" service businesses Personal values that define Fuel performance standards and CORE BELIEFS "The Right People" expectations for employees Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 3 B Plan 2017 - 2023 Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 4 Dubuque Vision 2032 DUBUQUE DUBUQUE 2032 is a SUSTAINABLE AND RESILIENT CITY(A), and an INCL USI VE AND EQUITABLE COMMUNITY (B), DUBUQUE 2032 has preserved our MASTERPIECE ON THE MISSISSIPPI(C), has a STRONG DIVERSE ECONOMY(D)and EXPANDING CONNECTIVITY(E). DUBUQUE 2032 — Our residents EXPERIENCE HEAL THY LIVING AND A CTI VE LIFE STYLE (F), have a choice of QUALITY LIVABLE NEIGHBORHOODS (G) and have an ABUNDANCE OF FUN THINGS TO DO (H) and are ENGAGED IN THE COMMUNITY(I). Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 5 City of Dubuque Goals 2022 ROBUST LOCAL ECONOMY: DIVERSE BUSINESSES AND JOBS WITH ECONOMIC PROSPERITY VIBRANT COMMUNITY: HEALTHY AND SAFE LIVABLE NEIGHBORHOODS AND HOUSING: GREAT PLACE TO LIVE FINANCIALLY RESPONSIBLE, HIGH PERFORMANCE CITY ORGANIZATION: SUSTAINABLE, EQUITABLE AND EFFECTIVE SERVICE DELIVERY SUSTAINABLE ENVIRONMENT: PRESERVING AND ENHANCING NATURAL RESOURCES PARTNERSHIP FOR A BETTER DUBUQUE: BUILDING OUR COMMUNITY THAT IS VIABLE, LIVABLE AND EQUITABLE DIVERSE ARTS, CULTURE, PARKS AND RECREATION EXPERIENCES AND ACTIVITIES CONNECTED COMMUNITY: EQUITABLE TRANSPORTATION, TECHNOLOGY INFRASTRUCTURE, AND MOBILITY Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 6 City of Dubuque 2017 — 2019 Policy Agenda TOP PRIORITY Master Plan for Chaplain Schmitt Island South Port Redevelopment Master Plan Central Avenue Corridor Revitalization: Streetscape and Business Development Comprehensive Plan: Adoption Communitywide Solar Strategy Citywide Flower Planting Program Splash Pad East-West Corridor Study: Implementation HIGH PRIORITY Kerper Boulevard Revitalization Inclusive Dubuque Action Plan Crime Prevention Program Dilapidated Buildings/Structures Five Flags Center Study Multicultural Family Center: Colt Building River Cruise Docking Facilities Roosevelt Street Water Tower Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 7 City of Dubuque 2017 — 2019 Management Agenda TOP PRIORITY GDDC Downtown Transformation Traffic Signal Synchronization Citywide Westside Water System: Implementation Crescent Community Health Center Development Agreement CHANGE Program: Implementation Residential Housing Upgrade/Flood Protection Program Comiskey Park Rehabilitation HIGH PRIORITY Cartegraph Partnership Expansion Parking Ramp Maintenance: Direction and Funding Affirmatively Furthering Fair Housing Action Plan: Development ICMA Fellowship Program Teen, Young Professionals and Senior Programming: Jackson Park Pilot Program Leisure Services Department Assessment Water & Resource Recovery Center: Nutrient Trading City Performance Measurements/Open Data Catalog/Data-Driven Governance Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 8 City of Dubuque Management in Progress 2017 — 2019 ► Management in Progress 2017—2019 1. Steeple Square Campus: Affordable Housing Open, Event Center Open 2. Transit Service Expansion: Night Service 3. Riverfront Lease Gavilon Sites (2): Marketing, RFP and Lease, Real Estate Firm Contract 4. Workforce Market-rate Housing: Rent to Homeownership: Plan Development 5. Industrial Park Development: Site Certification 6. Brownfield Area-wide Planning($200,000 Grant for Blum Project) • Agreement • Clean Up 7. Economic Impact of Historic Preservation—Marketing Plan: Budget '19 Funding 8. Phased Historic Architectural Survey: Report, Actions and Budget '19 Funding 9. Marketing Dubuque Jet Center Services: Funding 10. Art on the River Winter Edition: Feasibility Study 11. City Magazine on Economic Development 12. Art on the River Exhibit: Budget FY '19 13. America's River III: Fundraising Launch 14. Sale of Art on the River Sculptures: Marketing 15. Air Service Expansion: Contact Air Carriers, Incentives for Routes —Funding 16. Dubuque Industrial Center South: Marketing and Sales 17. Opportunity Dubuque Job Training Programs 18. Leadership Enrichment After School Program (LEAP): Direction and Funding 19. Text to 9-1-1 20. Radio System Upgrade to P25: • Design • Construction 21. Neighbor2Neighbor Pilot Initiative: Direction, Expansion 22. Fats-Oils-Grease (FOG) Program Inspections and Enforcement: Progress Report 23. Dispatcher Training: Direction and Funding 24. Communication National Quality Assurance: Funding 25. CAD Connection to City Camera Network: Funding Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 9 ► Management in Progress 2017— 2018 26. "Smart 9-1-1" Building Profiles: Funding 27. Ambulance Replacement 28. ADA Audit: • Phase 1 • Phase 2: Study • Phase 1: Implementation 29. Community Solutions Action Plan: Grade Level Reading 30. Source of Income Implementation of Recommendations: Rebranding Voucher Program 31. Non-Emergency Mobile/Portable Units Replacement 32. Water and Resource Recovery Center: Certification of Environmental Laboratory— Expansion of Service 33. Fire Pumper Replacement 34. 2018 Community Health Needs Assessment/Health Improvement Plan: Direction and Funding 35. Automatic Fire Station Alerting Project: Phase 3 Completion 36. Fire Accreditation: Completion 37. Housing Grants for Homeowner Rehabilitation 38. HUD Voluntary Compliance Agreement: Report and Training 39. FDA Voluntary Retail Food Regulatory Standards: Implementation 40. Police Officer Recruitment and Retention 41. 214 Century Policing: Action Plan: Implementation 42. Healthcare Coverage for Residents from the Marshall Islands: Advocacy 43. Diverse Police Hiring: Actions, Results 44. Equity Report: City Actions 45. Code Enforcement Accela Program: Budget FY '19 Funding, Implementation 46. Flood Wall/Levee Breech Study and Action Plan M/CC Decision 47. Housing Department Equity Plan: M/CC Presentation 48. Abandoned/Vacant Buildings Report 49. Plans for City Expo 2018 50. Direct Time Entry and Employee Access Center: Implementation 51. DBQIQ Portal Software Implementation 52. InVision Software for ADA Improvements: Implementation 53. Autolink of Finance Community Plus and Laserfiche 54. SRF 2017 Debt Issuances (Kerper Project) 55. Grant Management Software: Contract and Implementation • RFP • Onboard Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 10 ► Management in Progress 2017— 2019 56. Debt Reduction Plan Implementation: Report 57. Mobile Asset Management Software: Budget FY '19 Funding 58. Labor Negotiations and Contract: Police 59. Water Source Initial Plan and Distribution Hydraulic Model Master Plan: Development 60. I-Net Future: Strategy and Actions: Remove Site—Water Plant 61. City Website Audit 62. Code of Ordinances: Review and Update 63. Water Department Mailings for Barrington Lakes and CIWA Customers 64. Emerald Ash Borer Program Implementation: Direction and Funding a. Strategy b. Policy c. Funding 65. CNG Truck Purchase (3): Direction and Funding 66. Bee Branch Community Orchard 67. Community Climate Action and Resiliency Plan: Adoption 68. Iowa Economic Development Authority Community Energy Management Program: Installation of Improvements, Approval of Municipal Facilities Revolving Fund 69. Path Forward (Air Quality) Plan: Update Report 69. Recycling Program: Cart Expansion Direction and Funding: FY '19 71. Four Mounds Foundation/HEART Program: Report; M/CC MOU Agreement 72. Sister Cities Program: Direction and Next Steps 73. My Brother's Keeper • Develop Action Steps in Pipeline • Apply Equity Lens to Data • Develop Support and Resource Sharing Among Partners • Improve Outcomes for Academic Performance and Engagement 74. Purchase of Service: Data Collection, Incorporation of Equity for Purchase of Service Providers, Reporting Mechanism 75. Airport Sanitary Lagoon Removal: Direction and Funding 76. Evening Service Implementation 77. Smart Transportation Program: Update Bus Routes Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 11 City of Dubuque Major Projects 2017 — 2019 ► Major Projects 2017— 2019 1. Fire Headquarters and Stations ADA Compliance Upgrades 2. Fire Station HVAC and Lighting Improvement Projects 3. 17th Street/West Locust Reconstructions Project [HUD Resiliency Project]: Phase 1 4. Thomas Place Retaining Wall Repair 5. Lowell Street Retaining Wall Repair 6. Cummins Court Wall Repair/Water Main Replacement 7 22nd Street/Kaufman Avenue Reconstruction Project [HUD Resiliency Project]: Plan and Bid 8. HVAC Upgrades a. City Hall b. Historic Federal Building 9. Municipal Services Center Improvements a. Security Cameras 10. Water Main Extension Projects a. JFK b. North Cascade Rd 11. West 3rd Street Reservoir Back Up Generator: Purchase 12. Alliant Solar Projects (2) 13. Liquid Deicer Blending System Upgrade Project 14. Cell Phase III Landfill Expansion 15. Washington Street 30"Force Main: Phase 1 and Phase 2 16. Pipelines Inspection Equipment Upgrade Project 17. Well Maintenance: Well 6 and Well 4 18. Bee Branch Project(Garfield to Comiskey and Under Railroad) 19. Municipal Separate Storm Sewer System (MS4)Permit Compliance Program/Projects 20. Energy Efficient Street Lights 21. Water Tank Inspection and Maintenance: Schedule 22. H & W Building Project: Development Agreement 23. Flexsteel Project 24. Southwest Arterial Project [IDOT] Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 12 ► Major Projects 2017— 2019 25. Historic Millwork District Public Projects 26. Five Flag Theater and Ham House Building Improvements 27. Grand River Center: Upgrade Projects 28. Creekwood Park: Open 29. Bus Storage Facility Project 30. East-West Roundabouts a. Grandview/University b. University/Pennsylvania c. University/Asbury d. University/Loras 31. Traffic Signal Upgrade (1) 32. Upper Bee Branch CP Railroad Crossing 33. North Cascade Reconstruction Project(to Timber Hyrst Subdivision) 34. Washington Street Improvement Project(7th to 9th) 35. Menards Frontage Road Project 36. Military Road Reconstruction Project 37. Chavenelle Road Rehabilitation Project 38. Chavenelle Road Hike/Bike Trail Project 39. Southwest Arterial Project: English Mill Road 40. ADA Curb Ramp Projects 41. University and Grandview Project Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 13 C Strategic Plan — Topics 1. Lean Process: Report and Direction 2. Source of Income Ordinance: Development and Direction 3. Affordable Housing: Study and Direction 4. Dogs in Park: Report with Options and Policy Direction 5. Food Desert/Fresh Food Market in Northside: Direction and City Actions 6. Fair Housing: Evaluation Report and Policy Direction 7. Air Quality: Report and Direction Copyright©2018: Lyle Sumek Associates,Inc. Project 180206 14