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Home My WebLink About2015-02-03; City Council; AgendasTHE CARLSBAD CITY COUNCIL CITY COUNCIL GOAL SETTING WORKSHOP FEBRUARY 3, 2015 WORKSHOP AGENDA ENCINA WASTEWATER AUTHORITY, 6200 AVENIDA ENCINAS, CARLSBAD, CA 92011 8:30 A.M. CITY COUNCIL CALL TO ORDER: ROLL CALL PUBLIC COMMENT: In conformance with the Brown Act, no Council action can occur on items presented during Public Comment. , Speakers are limited to three (3) minutes each. If you desire to speak during Public Comment, fill out a SPEAKER CARD and submit to the City Clerk. When you are called to speak, please come forward and state vour name and address. 1. City Council Goal Setting and Prioritization: Discussion and prioritization of city-wide goals and objectives, alignment and communications, including direction to staff. a. Presentation on the Community Vision, operationalizing the vision and data-driven decision making: i. Small town feel, beach community character and connectedness ii. Open space and the natural environment iii. Access to recreation and the natural environment iv. The local economy, business diversity and tourism V. Walking, biking, public transportation and connectivity vi. Sustainabiiity vii. History, the arts and cultural resources viii. High quality education and community services ix. Neighborhood revitalization, community design and livability b. Presentation on defining world class and performance measurement reporting c. Presentation on public opinion survey challenges and opportunities d. City-wide goal setting and prioritization e. Council alignment and communications ADJOURNMENT. CERTIFICATE OF POSTING I do hereby certif tl»t a ca^jr of the foisgoing was posted at the entrance to the Coundl Chambers at to'If A ai»> on ^^Vf^y I OaSe Signature A. CERTIFICATE OF POSTING I (to hereby certify Jbst a cajjy of Ihe foregoing was ^ed at yie entrance to fhe Council Chambers City of Carlsbad I Council Goal-setting Workshop 3 February 2015 Meet & Greet-Refreshments: 8:20AM I Session: 8:30AM-3:00PM (or until conclusion of business) Location: Encina Waste Water Facility, 6200 Avenida Encinas, Carlsbad 92011 Contact: Morgen Fry 760.434.2821 Objectives and Agenda Facilitator: Steve Alexander . Participants: See Separate List Session Focus: The City Council, in order to advance the goals of the city of Carlsbad and on behalf of the citizens this body represents, is conducting this goal-setting workshop to help fulfill the city's mission and drive toward its vision . Goal-setting also focuses the Council, staff and organization on the priorities and actions integral to the mission and vision. The focus of the workshop is to: 1) confirm and build on past mission, vision, values and goal-setting exercises and outcomes; 2) establish clear, prioritized goals to guide the Council, staff and organization; 3) build the discipline in planning to focus on the goals to achieve policy, program and operational efficiencies/effectiveness; 4) adopt direction for staff to create the city's strategic. plan with measurable objectives, programs, tactics, key milestones and measu res for achieving the Council's goals; 5) confirm roles, relationships and responsibilities among the council, its committees and staff to maximize successful outcomes from this goal-setting effort; and, 6) adopt protocols for communication and collaboration to ensure alignment and effective council and staff interaction for goal- setting and planning success. Objectives: 1. To confirm the city mission, vision and values that will guide the goal-setting effort and their role in guiding overall city direction, goal-setting, programs and policymaking 2. To discuss and adopt preliminary prioritized goals for 2015 and beyond (approximately a 1-3 year planning horizon) that represent the consensus of the Council and guide the staff on what the Council wants to achieve under the exiting Community Vision 3. To provide clear direction to staff for its work on completing a strategic plan for the city (approximately a 1-3 year planning horizon), including measureable objectives, programs, timelines, milestones and measurements 4. To provide direction to staff for a reporting process to keep the Council apprised of progress, necessary changes and other issues related to the goals 5. To provide direction to staff on resources needed to achieve the goals 6. To identify issues that contribute to effective council planning, decision-making and gov~rnance , council and staff relations and other best practices and principles that will help the Council and staff work collaboratively and collectively to achieve success with the outcomes from the planning effort 7. To adopt any key areas of consensus from workshop discussions and id~ntify areas for further action and tangible outcomes for Council and staff implementation 8. To conduct the workshop in an open, truthful, collaborative, bi-lateral, collegial manner that ensures full participation of the participants in a dialogue that: a) honors the views, values and perspectives of the participants, b) achieves ownership by each participant of the outcomes, and c) facil itates energy, enthusiasm and momentum from the workshop City of Carlsbad Council Goal-setting Workshop Agenda-Final 3 February 2015 Page 1 of 2 No materials for this section No materials for this section the steve alexa nder group "strategic th1nking ... creative minds'' FACILITATION GUIDELINES 1. Everyone participates; no one dominates; all are at the table with equal value 2. One speaker at a time to facilitate note -. taking 3. Watch your 'buts ... ' 4. Avoid right/wrong and either/or debates facilitation and strategic communications in public affairs 1375 taminito arriata · Ia jolla. california · 92037 · 858.539.000 1.tel · 858.539.00 I !.fax • alexanderpa.com th e steve alexander group "strategic thinking ... creative minds" LEVELS OF CONSENSUS Consensus is achieved if all participants indicate that they are at Levels 1 through 4 (not Levels 5 or 6). The Levels of Consensus are: 1. I can say an unqualified 'yes' to the decision. I am satisfied that the decision is an expression of wisdom of the group. 2. I find the decision perfectly acceptable. It is the best of the real options we have available to us. 3. I can live with the decision. I'm not especially enthusiastic about it. 4. I do not fully agree with the decis.ion and need to register my view about it. I do not choose to block the decision and will stand aside. I am willing to support the decision because I trust the wisdom of the group. 5. I do not agree with the decision and feel the need to block the decision being accepted as consensus. 6. I feel that we have no clear sense of unity in the group. We need to do more work before consensus can be achieved. - facilitation and strategic communication s in public affa irs 1375 caminito arriata · Ia jolla. california · 92037 · 858.539.000 !.tel · 858.539.00 I J.fax · alexanderpa.com No materials for this section the steve alexan der group "strategic thinking ... creative minds" Strategic Planning Terms and Process • Vision-what the organization should look like, feel like, be doing and be like at a point in the future • Mission-the societal need the organization meets; answers the question, "why?" • Values-the guiding principles, core beliefs and behaviors that govern how an organization works; these can be internal, external or both • Goals-general statements of the direction in which the organization wants to move; they are the "what" statements; they flow from the vision and are validated by the mission • Strategies-key statements about the ways to enact goals from a broad, "best way to accomplish this" perspective • Objectives-measurable; who will do what when ; they are "how" statements and are derived from and support the goals; objectives are also "SMART" (Specific, Measurable, Attainable/Actionable, Results-oriented , and Time-determinate) • Action Plans-support certain objectives; include tactics; last piece of plan to be developed; done only after a final budget and reviews have been completed • Timeline-reflects the objectives and action plan on a calendar and/or milestones ch·art facilitation ctlld strategic cornrn unications in public nmli rs 1.37:1 e<1 111inil.o aiTi<JI <I ·I;, jolla, califim1ia · lJ:W:I7 · S!iR !1:19.1Hlll l.lel · R58.:'i:nOOI"fJ<~x · al('xundNp:l.com Template 8.5 Glossary of Verbs The right verbs reflect your intentions about what you want to accomplish through your goals. Search through the following glossary and select the most appropriate verb for what you have in mind. Change of Direction Verbs Alleviate Decrease Expedite Lessen Reduce Augment Diminish Expand Lower Strengthen Accelerate Direct Extend Optimize Shorten Adjust Enlarge Ignite Prevent Upgrade Change Eliminate Improve Raise Maintenance Verbs Confirm Keep Monitor Retain Sustain Continue Maintain Preserve Reinforce Stabilize Emphasize Manage Protect Support Validate Other Action Verbs Advertise Deliver Enlist Investigate Produce Analyze Develop Emphasize Identify Resurrect Arrange Define Facilitate Introduce Recalibrate Access Distribute Finalize Implement Review Benchmark Direct Forecast Incorporate Stimulate Coordinate Determine Formulate Interpret Schedule Calculate Design Foster Mobilize Train Consult Draft Harness Measure Update Conduct Enable Invite Organize Create Enhance Inform Prepare Collaborate Establish Influence Promote Reference: Workshop Management: Method to Magic-A Resource for Facilitators, by Dorothy Strachan and Marian Fitters. Ottawa: ST Press, June 2003, pp 235,236. stpress@cy berus .ca (1-800-572 -1564) Vision and Mission Statements WhyUselt Vision and mission statements guide peqple in making critical decisions that effect the direction of their company, organization or personally. A vision statement looks into the future at least five years and defines a desired future state, one that may not even seem possible today. A mission statement defines what a company, organization or person currently does. How to Use It 1. If they exist, list the current mission and vision statements. Look at them and determine how they might be different in the future. 2. If no statements exist, write them using the trigger questions and template on the next page. 3. Write a mission statement first and then the vision. In general, this is better because the mission is grounded in current reality and helps in articulating a realistic vision. Mission Statement Current Future (What is different from current) Vision 'Statement Current Future (What is different from current) May be used with permission from Dennis Heindl <dj@nthdegreesoft.com> Writing a Vision Statement A vision statement pmtrays the desired future of your business or organization. It should provide a powerful mental image that captures minds and heruts, giving people a higher purpose for their actions. For exrunple, Walt Disney's vision statement is: "To create quality, engaging entertainment for the whole family." Answer the following questions to develop your vision statement. Vision Statement Questions Answers Pretend you are five years in the future. What will thlngs look like? If you could create anythlng you wanted in five years, what would it be? What are the right things to do in the future? How will we different from our competitors in the future? What are the key business drives? Customer Satisfaction? Employee Satisfaction? Profit? Will our client or customer base change? Will our products and services need to expand? What contributions will we make to society? How will our people be working together? What do we really want to create? What reputation do we want to have in five years? What values will we embody? ·Write Vision Statement (Note: Write the vision statement in the present tense. Say 'We Are' rather than 'We Will'. This helps promote actions toward the future.) May be used with permission from Dennis Heindl <dj@nthdegreesoft.com> Materials to be provided at the Meeting Materials to be provided at the Meeting maximizing resources, staffing levels have remained relatively static during growth periods in the city. Safety services will continually monitor performance measures to ensure a high quality of service. 2014 saw record response levels for the Police and Fire departments. The impact of Carlsbad's rich cultural history is diminished through the distributed nature of its presentation. A history center showcasing and honoring the many important chapters of Carlsbad's history could serve as the heart of a new world-class community gathering space and information commons, replacing the 48-year-old Cole Library at the end of its useful life. City of Carlsbad Council Protocols-Adopted at 3 June 2014 Retreat In order to fulfill the vision of creating a World Class City, followi(lg are key protocols for consideration by the council that will enhance and sustain its commitment to a 'best practices' governance process reflective of a world-class municipality. Council Member Interactions 1. When contacted outside council chambers by another council member, ask, "Have you talked to anyone else about this matter?" If yes, decline to communicate in order to uphold proper practices and compliance with the Brown Act. 2. When contacted by someone (other than a council member) about a city matter that involves a request for services, etc., use the phrase, "Let me talk to the city manager and get back to you." This ensures the manager is consulted and in the loop, the proper city resources are applied depending on the issue, and that, if a response/action requires a decision of the full city council , the issue is properly docketed and supported by a staff recommendation . (Ask yourself, "Has staff seen and analyzed this issue?" in order to ensure the council has the input from the professional staff.) 3. Adopt a practice of having the chair of the meeting (mayor, mayor protem when applicable) remind council members to disclose ex parte contacts to facilitate transparency and full disclosure to the council, city manager and the public about any outside meetings to ensure the council is, and is perceived as, open and transparent about how the city conducts its business with outside interested parties. Council members contacted by only one applicant or citizen group involved in a matter should contact the city manager to invite any other stakeholder points of view. This is a reminder that, as an elected official, business is being conducted on behalf of the citizens of the city. 4. If any council member identifies information, articles, resources, etc. that might be of interest to other council members, distribute those items through the city manager to ensure everyone, including the manager, has access to that information. Apply the rule, "If it's of interest to me, it's of interest to everyone." 5. Apply MRI -Most Respectful Interpretation among council colleagues, the city manager and city attorney. Don 't assume the motivation of another. When in doubt, check it out. City of Carlsbad I City Council Protocols July 2014 - Page 1 of 3 City Attorney 15. Encourage and support the city attorney's role with regards to the Brown Act, conflicts of interest and other legal and ethical codes that guide the behaviors of council members. 16. The city attorney should act quickly and clearly when there appears to be any potential violation of the Brown Act, ethics codes, etc. The council expects this professional assistance and the city attorney should be proactive in exercising her role. City of Carlsbad I City Council Protocols July 2014 Page 3 of3 the steve alexander group "strategic thinking ... creative minds" Ten Rules for High Performance Teamwork From Pulling Together by John Murphy "Cooperation is the thorough conviction that nobody can get there unless everybody gets there." -Virginia Burden 1. Put the Team First 2. Communicate Openly and Candidly 3. Be Part of the Solution, Not the Problem 4. Respect Diversity 5. Ask and Encourage the Right Questions 6. Use a Rational Problem-Solving Process 7. Build Trust With Integrity and Example 8. Commit to Excellence 9. Promote Independent Thinking 10. Pull the Weeds facilitation and strategic communications in public affairs 1375 caminito arriata ·Ia jolla, california· 92037 · 858.539.000l.tel · 858.539.00 ll.fax · alexanderpa.com tl1e steve alexander group "strategic thinking ... creative minds'' MRI-Most Respectful Interpretation MRI -Most Respectful Interpretation. Teams need to have MRI. And where does one learn MRI? Most definitely it is the leader who models this way of communication and encourages their team to communicate the same way. Here are my strategies for leaders to create MRI: .~ When interacting with others use positive language. An easy way to do this is to use the word "and" instead of the word "but." It also shows that you lead with inclusion. ~ Avoid blame and instead try to cultivate ways to find a mutual solution. It is so easy to accuse a team member of doing the wrong thing. By reframing you could find out what caused the mistake and how together it can be fixed . .J-Take the time to praise those around you. To say: "I am impressed how you handled that difficult situation" goes a far way. People want to feel valued and given the appropriate credit for a job well done. -i Use "I" messages in your statements so that you take full responsibility for what comes out of your mouth. Instead of saying, "Your idea is not good", you might say, "I think we are moving in a different direction so let's see how we might explore your suggestjon in that way." ·~ Be sincere in the way you lead. People can. spot a "fake" agenda very quickly. *-Be honest when you make a mistake. When the team sees that a leader can admit to failure, vulnerability is created which in turn leads to an environment of trust. It is up to you to create your dream culture of transparency and clear, honest and direct communication. It is in your hands, leaders, so give it a try! What would your dream culture look like? How would you go about achieving it? What are the most important elements to making your team work together well? -Terri Klass Consulting fac ilitation and strategic communications in public affairs 1375 cam.in ito arriata · la jolla, california · 92037 · 858.539.000 !.tel · 858.539.00 I !.fax · alexanderpa.com the steve alexander group "strategic tllinking ... creative mi11ds" Handbook for New Chairs July 2013 Following is a compilation of tips and tools for incoming chairs. These are intended to offer insights, lessons learned and perspectives to help with leadership and benefit the entire agency as an organization and the public it serves. The will be added to as each chair completes his/her term in the hopes that successor chairs will be able to use what they find valuable and helpful during their term. . 1. Get to know new commissioners/board members whom you do not kho~, and pay·_extra attention to them as they become oriented to their new role. -. - 2. When staff have earned your trust, give them trust in return. -. __ - 3. Let fellow commissioners/board members and_ staff know What's impor_tant to you, what impacts your schedule, what other priorities you have, ek. -, 4. Talk to commissioners/board members about their goals for the·· year, what matters to them, and consult with the president!CEO/gen~ral manag-er, as he/she will often know what's ·on commissioners'/board members' r;ninds.' -•. 5. Spend informal time with the executiv~ leadership gro}.lp/executive team as a team and individuals; get to know them, who th_!}Yare-and.what 'matters to them. 6. Use the president/CEO as the prlniary pol_nt of contact. 7. Operate with the 'no surprises\. rule>_.with commissioners/board members, the president/CEO, leadership teani,~~atrneetings, etc.; keep others in the information loop. 8. Work with the president/CEO to identify· a few key people in the community with whom it's important for you tp nave C!~ ongpihg relationship. - 9. Set a standard' .to read all·_ materials prior to board meetings, and encourage board members tQ do the same; contact the president/CEO prior to meetings with questions that can be cl~rified before the meeting; this helps with the 'no surprises' rule 10. The chair :is -the _ primary link from the board to the staff; if the chair is aware a commissioner has a particular area of interest, pass that along to staff as they issue comes ._ forward; that allows staff to appropriately work with and keep that commissioner informed ·as the issue comes up at the meeting. -11. Wh-en conducting board meetings, the leadership role of the chair is very important: ,-.~-_::Establish the ground rules about how you want to conduct the meetings, especially at your first meeting. );> Set a standard for commissioner behavior-creating a scene or hogging the mic hurts everyone and the ability to effectively conduct the board and organization's business, and feedback should be given privately peer-to-peer; similarly, when someone does great and performs up to and beyond the standards of decorum and effective commissioner behavior, call it out and recognize the 'value-add' publicly. );> Start fast and get the important business done first. facilitation and strategic communications in public affairs 1375 caminito arriata · Ia jolla, california · 92037 · 858.539.000Uel-858.539.00ll.fax · alexanderpa.com