HomeMy WebLinkAbout06.08.09 Work Session Packet
City of Farmington
430 Third Street
Farmington, MN 55024
Mission Statement
Through teamwork and cooperation.
the City of Farmington provides quality
services that preserve our proud past and
foster a promisingfuture.
AGENDA
CITY COUNCIL WORKSHOP
JUNE 8, 2009
6:30 P.M.
CITY COUNCIL CHAMBERS
1. CALL TO ORDER
2. APPROVE AGENDA
3. 2010 BUDGET DISCUSSION
4. STRATEGIC PLANNING SESSION
- June 26, 27, or 29
5. ADJOURN
PUBLIC INFORMATION STATEMENT
Council workshops are conducted as an informal work session, all discussions shall be consideredfact-finding, hypothetical and unofficial critical thinking exercises,
which do not reflect an official public position.
Council work session outcomes should not be construed by the attending public and/or reporting media as the articulation of aformal City policy position. Only
official Council action normally taken at a regularly scheduled Council meeting should be considered as aformal expression of the City's position on any given matter.
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 . Fax 651.280.6899
www.ci.farmington.mn.us
TO: Mayor and Councilmembers
FROM: Peter J. Herlofsky, Jr.
City Administrator
SUBJECT: 2010 Budget Workshop Meeting
DATE: June 8, 2009
INTRODUCTION
The main purpose for the workshop scheduled for Monday, June 8,2009, is to establish some
guidelines as we proceed with the budget preparation. I have attached for your review the
following items:
1. Budget Worksheet with Options
This is the budget worksheet presented early in 2009 when the budget was amended due
to the reduction in Market Value Homestead Credit (MVHC). The reason for providing
this document is to review some of the objectives and solutions that were presented in
this effort.
2. Resolution Approving Budget Amendments for 2009.
This document is provided as a quick reminder of what adjustments were made in 2009
following staff recommendations.
3. 2010 Budget Preparation Worksheet Part 1
This information is provided to outline the items which staff feels were pre-approved by
City Council noting state mandates we will be dealing with over the next three years and
some objectives that we would like to propose to the Council. What we are also trying to
note, is that we are looking at providing guidelines not just for 2010, but laying out a
spreadsheet that will show the budget for the next three years. This is our attempt to try
to address the concerns in a positive way and not have to agonize over them each of the
budget years.
4. 2010 Budget Preparation Worksheet Part 2
In this part of the worksheet, we would like to note that a lot of the items in reference to
employee benefits would be best served to be handled very carefully and to limit
discussion. We will be working on this through our labor relations efforts, but for serious
consideration this would require a closed session to go over those strategies. The two
Cmuller/Herlofsky/Council Memos/2DID Budget Workshop
items on this worksheet that are most important are that the budgets have been reviewed
by departments for 2009, and we have determined that all of the non-labor budget parts of
the expenditures can be held constant over the next three years. This leaves us with
considerable discussion what to do in the labor portion during this same time. That is
where further work will take place.
The next item on this sheet relates to two revenue enhancements that were brought to the
Council previously - the streetlight utility and the franchise fee for gas and electric. Staff
is still recommending that a street light utility fee be instituted as part of our utility billing
and we feel this will generate $200,000 per year. Regarding the franchise fee for gas and
electric, with all the other issues going on, we would like to recommend that this be used
as a seal coat revenue source. We would like to change the whole process of seal coating
where it would still be done on a seven-year basis, but that the revenues associated with it
would come from a franchise fee, which are the same agencies that use our right-of-way.
The money from this franchise fee would be used to cover seal coating costs. Anyone
having a seal coat in 2009 would have to pay the assessment.
5. Spreadsheet Showing 2010,2011,2012
This is a summary sheet showing the objectives and how to accomplish it from a
monetary standpoint for the next three years. Weare looking for Council discussion and
assistance in recognizing our assumptions and allowing us to proceed in this manner.
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City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 . Fax 651.280.6899
www.ci.farmington.mn.us
TO:
Mayor, Councilmembers and City Administrator
FROM:
Robin Roland, Finance Director
SUBJECT:
2009 Budget Amendment - Finance
DATE:
April 6, 2009
INTRODUCTION
The 2009 budgeted revenues and expenditures require revision as discussed with Council at the
March 2,2009 meeting and March 9,2009 workshop. .
DISCUSSION & BUDGET IMPACT
As discussed, the Council has already approved by motion the following expenditure reductions
which total $212,600:
. reducing the ALF contribution by $12,400
. eliminating the contribution to the fIre relief association by $70,200
. reducing seasonal staff by $30,000
. reducing employee salaries, PERA and FICA by $100,000
From the workshop on March 9th, the following adjustments were recommended by Council:
. increasing MSA maintenance revenue by $20,000 (to actual amount received)
. reducing police overtime by $22,400
. charging engineering staffmg costs to City projects (reduction of $20,000)
Two additional adjustments are proposed:
. increasing Township Fire Contract revenue by $50,000 to more closely reflect the
activity level and the actual amount received
. decreasing training budgets by $25,000 to reflect elimination of out of state
training expenses for 2009
The net effect of all these adjustments offsets the potential loss of $350,000 in Market Value
Homestead Credit (MVHC) which is proposed in the Governor's budget.
19-2
The following chart reflects the changes outlined in this memo.
REVENUES
General Property Taxes
Licenses & permits
Fines & Forfeitures
Interest
Intergovem mental
Charges for services
Miscellaneous
Total Operating Revenue
Transfers in:
Total Transfers In
Total Revenue
EXPENDITURES
Administration
Human Resources/Information Tech
Finance
Community Development
Police
Fire
Engineering
Municipal Services
Parks & recreation
Total Expenditures
Transfers out:
Recreation operating
Total transfers out
Total Expenditures
Increase (decrease) in fund balance
Fund Balance beginning of year
Fund Balance end of year
ACTION REOUESTED
change
2008 2009 approved changes 2009
Actual Adopted 3/212009 4/6/2009 As Revised
$ 6,630,695 7,122,799 (350,000) 6,772,799
360,068 306,450 306,450
75,522 109,000 109,000
218,602 293,000 293,000
596,056 397,100 20,000 417,100
565,065 550,200 50,000 600,200
77,256 30,208 30,208
8,523,264 8,808,757 (350,000) 70,000 8,528,757
353,007 320,000 320,000
8,876,271 9,128,757 (350,000) 70,000 8,848,757
764,376 947,896 (23,617) (4,350) 919,929
243,522 259,590 (4,470) (3,000) 252,120
501,009 514,300 (8,528) (1,400) 504,372
369,675 414,567 (7,676) 406,891
3,437,186 3,569,229 (8,126) (37,400) 3,523,703
734,639 702,819 (79,891) 622,928
676,943 679,168 (13,053) (20,000) 646,115
945,223 952,647 (33,633) 919,014
1,203,256 963,541 (33,606) (1,250) 928,685
8,875,829 9,003,757 (212.600) (67,400) 8,723,757
100,000 125,000 125,000
100,000 125,000 125,000
8,975,829 9,128,757 (212,600) (67,400) 8,848,757
(99,558) (137,400) 137,400
2,139,686 2,040,128 2,040,128
2,040,128 2,040,128 2,040,128
Adopt the attached budget amendment resolution.
Respectfully submitted,
e1ffP
Finance Director
19-3
RESOLUTION NO. R16-09
RESOLUTION AMENDING GENERAL FUND BUDGET FOR YEAR ENDED
DECEMBER 31, 2009
Pursuant to due call and notice thereof, a regular meeting of the City Council of the City of
Farmington, Minnesota was held in the Council Chambers of said City on the 6th day of April
2009 at 7:00 p.m.
Members present:
Members absent:
Larson, Donnelly, Fogarty, May, Wilson
None
Member Donnelly introduced and Member Larson seconded the following resolution:
WHEREAS, the City Code provides for the increase of the amounts in the budget only if, and to
the extent that actual receipts exceed the estimated revenues, and;
WHEREAS, the City Council may at any time reduce the sums appropriated for any purpose in
the original budget resolution, and;
WHEREAS, the City Council adopted the 2009 budget on Resolution R80-08 on December IS,
2008.
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Farmington,
Minnesota that the following revisions to the general fund budget for the year ended December
31, 2009 are authorized:
Adopted per
R80-08
Revised per this
resolution
General Fund
Revenues:
Taxes
Licenses & Permits
Intergovernmental
Charges for Services
Fines & Forfeitures
Other Revenues
Transfers In
Total
$7,122,799
306,450
397,100
550,200
109,000
323,208
320.000
9.128.757
$6,772,799
306,450
417,100
600,000
109,000
323,208
320.000
8.848.757
Expenditures:
Administration
Human Resources/Information Tech
Finance
Community Development
Police
Fire
Engineering
Municipal Services
Parks & Recreation
Transfers Out
Total
947,896
259,590
514,300
414,567
3,569,229
702,819
679,168
952,647
963,541
125.000
9.128.757
919,929
252,120
504,372
406,891
3,523,703
622,928
646,115
919,014
928,685
125.000
8.848.757
This resolution adopted by recorded vote of the Farmington City Council in open session on the
6th day of April 2009.
a-1 Jl
Attested to the 0
day of April, 2009.
SEAL
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Mayor
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2009 Adopted Tax Levy $ 9,313,415
Less: MVHC unallotment (350,000)
8,963,415
Add: Senior Ctr Debt 20,000
Senior Ctr Operations 50,000
School Resource Officer 30,000
Police Officer (backfill) 65,000
PERA rate increase 30,000
Elections (2010) 25,000
9,183,415
Add: MVHC recovery 350,000
Minimum proposed 2010 levy $ 9,533,415
Revised Estimated Estimated Estimated
General Fund Expenditures (non-personnel) 2009 2010 2011 2012
Supplies 552,140 576,000 573,000 568,000
Charges & Services 2,068,581 2,168,000 2,146,000 2,166,000
Capital Outlay 54,000 55,000 55,000 55,000
subtotal 2,674,721 2,799,000 2,774,000 2,789,000
Transfer for Senior Ctr 125,000 195,000 195,000 195,000
total 2,799,721 2,994,000 2,969,000 2,984,000
Estimated effect of proposed levy on City taxes paid
Property A
Property B
Property C
Property D
Property E
2009 value 2009 city tax 2010 value 2010 city tax
$ 168,000 $ 742 $ 141,500 $ 695
186,600 824 180,000 883
244,900 1,082 221,000 1,085
298,200 1,317 265,900 1,306
378,400 1,671 336,400 1,652
6/4/2009
2010 budget options
James J. Lynn, Ed.D. LP
Lynn & Associates
5435 Wedgewood Dr.
Shorewood, MN 55331
952.474.2193
cell 612.751.6000
Attachments:
./ About Lynn & Associates
./ Working With Clients
./ Products and Services
./ A Partial Client List
./ Pre- Work For the Strategy Session
./ City of Farmington Strategy Session June - 2009
ABOUT LYNN & ASSOCIATES
Lynn & Associates was founded in 1981 by Dr. James J. Lynn for the purpose of providing
comprehensive consulting services that help create organizations to which people want to belong.
Collectively, the Lynn & Associates' team has extensive experience in the areas of: Strategic
Thinking and Management Action Planning to link strategy to operations. In addition the team
focuses on Leadership Development and Organizational Development, Quality and Customer
Satisfaction; Training and Development; and Employee Involvement. Performance Improvement
and high performing cultures are the general outcomes of this work.
James J. Lynn, Ed.D. LP
As president of Lynn & Associates, Dr. Lynn consults with senior executives to assess organizational
needs, develop strategic plans and install quality systems that improve performance. Dr. Lynn
developed a broad based understanding of business functions from twenty five years of increasingly
responsible experience in both public and private organizations. Dr. Lynn has been an examiner for
the Minnesota Council for Quality, which administers a state version of the national Malcolm
Baldrige Quality Award, and he has been certified as an ISO 9000 Examiner. Dr. Lynn focuses on
Leadership Development and helping to produce high performing cultures in organizations.
Dr. Lynn was a senior consultant for Hay & Associates and Tarkenton & Company before
establishing his own consulting firm. He has also authored numerous training programs and
workbooks, including The SMART Manager, Making Decisions Work and_People, Pay and Performance,
The Quality Hour Series, Consultative Selling Skills, and The Leadership Development Program.
Dr. Lynn earned his doctorate in Educational and Counseling Psychology from the University of the
Pacific, a master's degree in Cybernetic Systems from San Jose State University, and a bachelor's
degree in Psychology from Columbia University in the City of New York. Dr. Lynn is a Licensed
Psychologist and Neuro-Linguistic Programming (NLP) Trainer and Developer.
Lisa Lynn, MA, LP
Lisa M. Lynn, MA, LP, is a consultant with Lynn & Associates, a management development and
consulting company. For over 15 years, she has performed consulting in the areas of perception and
communication, personal and professional style, hiring, focusing on success, customer service, team
building, career development, supervisory training, stress management, performance feedback
systems, coaching, sexual harassment, strategic planning, and customized employee surveys. In
addition, she has co-authored training articles with Dr. Lynn published in The Inside Line
Newspaper. More recent assignments have focused on such issues as team development, process
management and improvement, performance feedback systems, and 3600 feedback initiatives. The
principal focus of these consulting activities center on performance improvement through the
introduction of systematic behavior management principles.
Ms. Lynn earned a Bachelor of Arts Degree in Elementary Education from St. Catherine's College in
St. Paul, MN, and a Master of Arts Degree in Counseling Psychology from St. Mary's University in
Minneapolis, MN. She is a Licensed Psychologist in the State of Minnesota.
5435 Wedgewood Dr. / Shorewood, Minnesota 55331 / (952) 474-2193
WORKING WITH CLIENTS
Our goal is to significantly improve the performance of the organizations we consult with. We do this
by building productive partnership relationships with all of our clients. We promise to deliver results.
To achieve this goal, we use the following four step process.
I. Assessment
Our first step is to listen to our clients. We clearly identify and evaluate current issues, challenges,
problems and concerns which affect business growth, quality and customer satisfaction. Assessment
methods include: focus groups, sensing interviews, situational analysis, climate surveys, and customer
surveys. Specific performance issues are identified in the assessment phase.
II. Set Specific Performance Goals
The second step is to collaboratively define goals and objectives; clarify expectations and set priorities
for what needs to be accomplished. Specific elements considered include: employees, systems,
processes and work group managers. During this planning stage, roles and responsibilities are set for
Lynn & Associates and the client. Results include: strategic goals, specific business needs goals, and
tactical action plans.
III. Implementation
The third step is to implement the strategies and action plans through installing the appropriate
management systems including: strategic direction, quality / customer satisfaction; training and
development; leadership development; performance appraisals; employee involvement and
productivity improvement. Meeting the pre-established performance goals is the aim of this third step.
IV. Follow-Up
The fourth step is to periodically consult with management to measure and evaluate results and to
recommend appropriate follow-up actions or revisions to strategic and tactical plans. The bottom line,
making performance matter by helping our clients achieve their desired business results.
5435 Wedgewood Dr. / Shorewood, Minnesota 55331/ (952) 474-2193
PRODUCTS AND SERVICES
Strategy and Customer Satisfaction
· Strategic Quality Planning
· Clarifying Roles and Responsibilities
· Climate Surveys/Customer Surveys
· Employee Involvement Programs
· Quality Training Initiatives
· Measuring Customer Satisfaction
· Process Identification and
Improvement
· Management Action Planning
· High Performance Work Teams
Training
· Management/Supervisory Skills
· Custom Sales Training/Sales Skills
· Custom Product Training
· Process Improvement
· Quality Journals
· Needs Assessments
· Communication Skills
· Train- The-Trainer Programs
· Instructional Design
· Multi-Media Programs
· Programmed Instruction
Recruiting/Staffing
· Creating Success Profiles
· Recruiting Key Personnel
· Interviewing Candidates
· Conducting Reference Checks
· Conducting Psychological Evaluations
· Assisting In The Selection Process
· Strategic Human Resource Staffing
· Developing Orientation Packages
Performance Management
· Why People Do What They Do
· Developing Objectives
· SMART Training
· Conducting Appraisals
· Coaching Strategies
· Performance Management Style
Training
· Pay Performance Linkage
· Productivity Improvement Programs
· Focusing On Success Performance
Feedback System
Leadership Development
· Position Descriptions
· Leadership Orientation
· 3600 Assessment
· Individual Development Planning
· Compensation Administration
· Leadership Coaching
· Management Succession Planning
· Career Development
· Leadership Development
General Human Resource
· Creating Strategic Profiles
· Creating High Performance Teams
· Annual Employee Surveys
· Psychological Assessments
· "At Risk" Employee Intervention
5435 Wedgewood Dr. / Shorewood, Minnesota 55331/ (952) 474-2193
A PARTIAL CLIENT LIST
. Century College . United Properties
. SmithKline Beecham Inc. . Daktronics
. Blackburn . Hypro
. Landscape Structures, Inc. . Z&S
. Midwest Importers . Minnesota Vikings Food Service
. In Home Health, Inc. . MGI Pharma
. Cytrol . United Penn Bank
. Wells Fargo Bank . Green Masters
. Deluxe Check Printers . City of Richfield
. AIR-vend . Center for Diagnostic Imaging
. Gelco Corporation . Dunhill Healthcare
. Fairview Community Hospitals . US West Cellular
. ADC Telecommunications . The May Corporation
. Lifetouch Portrait Studios . NSP
. Clinicom . Honeywell - Aerospace & Defense
. Benson Optical Company . Total Renal Research, Inc
. Sirny Companies . City of Plymouth
. City of Minneapolis . United MicroLabs
. The Shelard Group . Enhanced Telemanagement, Inc.
. Pako, Inc. . City of Minnetonka
. The Stuart Companies . Minneapolis Community College
. One Call Telecom . Manor Health Care
. City of New Brighton . Seniors Residential
. Koll Management . Laser Devices
. Belmont Village . Century Bank
. Artic Cat . Recyclights
. Compass, International . Kennedy & Graven
. City of Coon Rapids . United Properties
. Association of Metropolitan Municipalities . City of Blaine
. City of Falcon Heights . League of Minnesota Cities
. City of Victoria . ProGressive Growth Corporation
. City of Saint Anthony . Admiral Merchants
. Integra Telecom . Dakota County
. American Academy of Neurology . Grubb & Ellis
5435 Wedgewood Dr. / Shorewood, Minnesota 55331/ (952) 474-2193
PRE-WORK FOR THE STRATEGY SESSION - CITY OF FARMINGTON
Directions: Read over the SWOT prompts found on pages 2 and 3. If you think any additional prompts
should be added, please do so. Then, make notes about how the prompts are strengths, weaknesses,
opportunities and/or threats for the City of Farmington. Bring your notes to the Goal Setting Session in
April.
Purpose: To help establish and prioritize goals for the city. The basic SWOT steps include.
1. Internal identification of our key Strengths and Weaknesses.
2. External identification of our key Opportunities and Threats.
3. Identify strengths that link with opportunities as Offensive Goals that help make good things
happen.
4. Identify weaknesses that link with threats as Defensive Goals to help keep something bad from
happening.
5. Check these offensive and defensive goals against a "Balanced Scorecard." That is, do we have:
A Financial Goal?
A Customer/Citizen Goal?
An Operations (Process) Goal about our programs/services?
An Employee (Innovation/learning) Goal?
6. Use our SWOT Analysis to come up with three to five Goals or Strategic Initiatives. Goals to help
close the gap between current and desired states and frequently have a 12 to 18 month time
frame.
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SWOT ANALYSIS: Internal Strengths and Weaknesses
COMPONENT/FACTOR STRENGTH WEAKNESS
1. Market Strategy
Our setting in Twin Cities
Residential Development
Commercial/residential development
Redevelopment
Rate of development
Culture/feel of the city
Communicating with citizens
Condition of homes/ businesses
Lifecycle housing stock
Political climate
Other sources of development
2. Production Strategy/ Technology
Quality of programs/services
Infrastructure
Work Processes i.e. Permit process/sewer
systems/public works
Technology - Web site - communication with
citizens
Internal Systems - phone systems
How plans are developed/revised
3. Research & Development/Finance
Financial five year plan
Use ofTlF
Budgeting process
Reserves
Other
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4. Organization & Management Strategy
Training & Development
Council development
Council ethics -guidelines
Council/staff/relationships
Personnel polices
Job Descriptions/Appraisals
Wages/compensation and benefits
CultureNalues
Recruiting/hiring a City Administrator
City Charter issues - getting projects thru
5. Overall Summary Statement of key
strengths to exploit and weaknesses to
address/minimize.
SWOT ANALYSIS: External Opportunities and Threats
COMPONENT/FACTOR OPPORTUNITIES THREATS
1. Market Developments
Natural amenities
Housing stock
The park that divides the City
Met Council
Crime - perception of safety
Transitional housing
Commercial/residential development
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2. Economic Developments
Current economic climate
Village completion
Fee rrax Pressure
TIF
Revenue Enhancement
3. Technological Developments
Sourcing of services
Wireless internet
Security systems/alarm monitoring
Video monitoring/crime prevention
4. Legislative/ Regulatory Developments
Stimulus packages
Interest Rates
Unfunded mandates
State budget/revenue shortfalls
Intergovernmental relationships
LGA
5. Major Competition
Other cities
Others... why live, work, do business, and
recreate in Farmington?
6. Other
@ 2009, ICMA Consulting Services for the City of Farmington
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I
I KEY ISSUES - ACTION STEPS
Team Exercise:
Based on the recently completed SWOT Analysis, and your knowledge of the current and future
challenges that face Farmington, come up with what your team considers to be the three to six Strategic
issues that need to be focused on in the future.
Notes: List key issues/action items
@ 2009, ICMA Consulting Services for the City of Farmington
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I STRATEGIC OBJECTIVES
I
Develop strategic objectives based on the key offensive and defensive goals previously identified from
the Summary SWOT Analysis. Later we will work on supporting goals for 2009 addressing the
objectives.
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City of Farmington
Strategy Session
June - 2009
@ 2009, ICMA Consulting Services for the City of Farmington 1
City of Farmington
STRATEGIC PLANNING - AGENDA
Time and place to be determined
Developing Goals for the City
8:15 - 8:30
Convene -
Review Agenda and Clarify Expectations
How we Communicate - Our Style
8:30 - 10:00
10:00 - 10:15 Break
10: 15 - 11 :00
Understanding Culture and Value Proposition
Are you a Control Culture, Collaborative Culture, Competence
Culture or Cultivation Culture?
How do you relate to your customers? Are you more like: Wal-
Mart (low-cost), Apple I-Store (product leader), or Nordstrom
(customer intimate)?
Aligning your culture and value proposition as the basis for
developing your goals for 2009
11 :00
1:30
Strengths, Weaknesses, Opportunities, and Threats
(SWOT) Analysis to generate Goals for 2009
1 :30
2:00
Summary -
A Draft Set of Goals that are aligned with
the organization's culture and value proposition
@ 2009, ICMA Consulting Services for the City of Farmington
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The Council as a Team
The Council sets overall policy for the City and as such does need to function and work
together as a leadership group. Before we start working on strategy and goals for the
year it is always a good idea to spend a few minutes just talking about how you are doing
as a team, how effectively are you communicating and getting work done?
Some key observations beliefs about Council's:
. Effective Council's not only get the job done, the tasks accomplished, but they do it
in a respectful and courtesy manner as they interact with each other and residents
. The map is not the territory. Your perception of things is not reality, only your
perception. Problems can arise when you think your map is the territory!
. If you have a point to make, make it. Repeating it louder and faster does not make
it any more compelling. "Swinging after the bell" does not improve the odds that
others will come around to your point of view.
. Just as we don't need one or two people dominating the conversation, we also
don't want anyone to "hide" and not say anything. Everyone needs to participate in
an open and engaged manner. As consultants we will help facilitate the meeting to
keep everyone engaged and actively participating.
Discussion questions:
1. Are we ready to have a good discussion of strategy, the key issues facing the City,
and come up with a vision, values, mission, and some strategic objectives for the
City?
2. Are there any reservations or concerns that we need to surface right now before
we begin?
@ 2009, ICMA Consulting Services for the City of Farmington
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I
I CITY CUL lURE
The Four Core Cultures
The core cultures are a mixture of two dimensions. One dimension deals with
organization content and ideas. Some organizations deal with specific, concrete facts and
prefer to deal with details in the present (here and now). Other organizations prefer to
focus on the big picture, on possibilities and the future. Some organizations are logical
and fair, others are based on core values and doing the right things. These two dimension
parallels Jung's concepts of how we perceive the world (sensing and intuiting) and the
judgments we make about our perceptions (feeling and thinking).
The Four Core Organizational Cultures
S (Sensing)
Collaborative
Control
F (Feeling)
T (Thinking)
Cultivation
Competence
N (intuition)
Figure 1 - The Four Basic Core Cultures*
Adapted from, W.E. Schneider, "The Reengineering Alternative", Irwin, 1994
@ 2009, ICMA Consulting Services for the City of Farmington
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I
I THE CONTROL CULTURE
Most organizations probably fall into this military based command and control model -
control cultures. Power is important in this culture and it comes with your job title. The
Senior Vice President has more authority and more square feet in his office than the Vice
President. This is the old-school culture - custodial in nature.
STRENGTHS WEAKNESSES
~ Great at planning... well oiled machine ~ Overemphasizes control and
when it works. domination.
~ When successful, provides good short- ~ Prone to foster compliance and reject
and long-term security. creative innovation.
~ Emphasizes 'strength'. ~ Difficult to show disagreement with
authoritarian leaders.
~ Systematic and predictable.
~ Is inflexible and rigid.
~ Emphasizes what works vs. what
doesn't work. ~ Information flow can be restricted.
~ Conservative, complete decision ~ Employees and external customers
making processes. may feel manipulated and ignored.
~ Clear expectations of others are stated. ~ Impersonal - little amounts of 'team
feeling' .
~ Follow through comes naturally.
~ Innovation and change is difficult.
~ Duty, doing the right things.
~ Penny-pinchers - find it difficult to
~ People are comfortable, no surprises. compete - think commodity.
~ Checklists are a good thing. ~ Citizens have to adjust to their way of
doing business (lip service to customer
~ Things run like the British Royal Navy service).
~ May make decisions arbitrarily, making
certain customer groups feel left out.
Cities I Departments that are control cultures:
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I
I THE COLLABORATION CULTURE
This is the family culture. Teamwork is the key in the collaboration culture. Even
customers and suppliers get drawn into long term partnerships with these kinds of
organizations. Teams are the thing, "the nail that sticks up gets hammered down." This
culture is like a beehive, very fast and entrepreneurial in nature.
STRENGTHS WEAKNESSES
~ Naturally effective in building in and ~ May de-emphasize planning, especially
managing diversity and conflict. long-term.
~ Building, developing and utilizing ~ Can be drawn towards group think.
teams are important.
~ Can take a long time to make
~ People treat each other with respect. decisions.
~ Tasks and functions are well ~ Without a central focus, can become
integrated. over-committed and try to concentrate
on too many directions at once.
~ Fosters individual talents... but talents
are used to support the team. ~ Focuses on the short-term, quick
results.
~ Conflict and differences are fostered
and well managed. ~ Highly talented individuals may
withdraw due to group think
~ Versatile and adaptive to most atmosphere.
situations.
~ Seen as a "private club" to outsiders.
~ Good at forming alliances with other
organizations. ~ Over-compromising towards
everyone's needs.
~ Innovation - coming up with new
services to meet citizen's needs. ~ Imposed order - they will quit (or lie) if
pressed to conform
~ Employees feel empowered to act.
~ May take a long time to make a
~ Decision making and entrepreneurship decision because of all the
flourishes involvementld iscussion.
Cities / Departments that are collaboration cultures:
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I
I THE COMPETENCE CULTURE
This university based culture prizes skills and knowledge. The smart person who gets
results gets ahead in this culture. This is Tom Peter's company in "Search of Excellence."
Competence cultures demand a lot from their employees. GE used to cut the bottom ten
per cent of their workforce each year - get rid of the slackers. Fast pace of work - quick
responses. This is the "best and the brightest" culture.
STRENGTHS WEAKNESSES
~ Sets and reaches high performance ~ Advises against collaboration and team
standards. approach.
~ Goal and results oriented. ~ Can lose sight of the human element,
especially when those individual are
~ Time is used efficiently. performing at a "good" level and have
less education than others.
~ Training and education are deemed
important tools for growth. ~ Values are typically ignored.
~ Good at adaptation and change. ~ Over planning and over analyzing may
occur.
~ Reward/incentive oriented.
~ Employees seen as under-performing
~ Talented individuals flourish. most of the time.
~ Decision making is systematic and ~ Management is 'tough'.
thorough.
~ Employees may feel pressures, over
~ Great programs and services get worked and under valued.
developed.
~ Less effective communicators are
~ Institutional wisdom and knowledge ignored.
management is important
~ Administrative delays - detours.
~ Likes to use high performance models
to continuously improve. ~ May make the best "technical" decision
but alienate other groups in the
process.
Cities / Departments that are competence cultures:
@ 2009, ICMA Consulting Services for the City of Farmington
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I
I lHE CUL llV A liON CUL lURE
This culture is like a church. People in cultivation cultures are on a mission.
Organizations that want to transform society (or the world) are cultivation cultures.
Charismatic leaders that encourage continuous growth and development typify this least
frequently observed culture. Feels like a family/clan and often have this flavor to them
and then may change as they get bigger and need more speed and control.
STRENGTHS WEAKNESSES
~ Employees are allowed to make ~ Lacks focus and direction.
mistakes.
~ Procrastination arises as there is a
~ Adaptation and change come feeling of "there is always tomorrow to
smoothly. finish."
~ Values creativity. ~ Seen as overly judgmental and
moralistic.
~ Naturally inclined to be socially
responsible. ~ Job burnout is not uncommon.
~ Fosters diversity and differences in ~ Both internal and external employees
thoughts, beliefs and feelings. may view problems as 'swept under
the rug' and not dealt with, especially
~ Training and education are deemed problems or issues between people.
important.
~ Oriented against control, even when
~ Offers opportunities for growth and control is needed.
development.
~ Focus may go in many directions at
~ Encourages self-expression, even one time, expending its' energies.
when diverse or eccentric.
~ Details, especially everyday ones are
~ Slow - consensus building. overlooked.
~ May run like the Pirates of the ~ May make the decision that goes along
Caribbean with their particular beliefs and values.
Cities / Departments that are cultivation cultures:
@ 2009, ICMA Consulting Services for the City of Farmington
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I CULTURE STRENGTHS &
WEAKNESSES
All four cultures have both strengths and weaknesses.
Let the key strengths and weaknesses of the cultures below.
Collaborative
Command & Control
Stren ths
Weaknesses
Stren ths
Weaknesses
Cultivation
Competence
Stren ths
Weaknesses
Stren ths
Weaknesses
What do you think the City's culture is?
What do you think our culture should be?
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I
I CORE VALUE PROPOSITION
Why so many organizations fail without even trying.
The new world of competition... and economic downturn
~ can't just raise prices
~ can't assume good government service is good enough
The road to failure...
~ our competitors are stupid
~ the current rules have worked so far
~ we don't make products, we don't have customers, and we don't have profits
Rule #1 :
Provide the best offering in the marketplace by excelling in a specific
dimension of value.
Rule #2:
Maintain threshold standards on the other dimension of values.
Producing unsurpassed, ever-improving value requires a superior dedicated operating
model.
There are basically three core value propositions or ways you relate to your citizens: you
offer the lowest cost services, you offer the best products and services, or you provide the
best customer service. All organizations do all three, the question is, which one is your
driver... your focus?
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SUMMARY - CORE VALUE PROPOSITIONS
VALUE
PROPOSITION
OPERATIONAL
MODEL
KEY
PROCESSES
TOUGH
CHALLENGES
EMPLOYEES
CORE
CUL TURE
APPROACH TO
CUSTOMERS
SOME
EXAMPLES
OPERATIONAL
EXCELLENCE
PRODUCT
LEADERSHIP
CUSTOMER
INTIMACY
Deliver quality, price The best The best total solution!
and ease of purchase product/service... (acts as a partner with
that no one else can period! you)
match!
Reduce variability. Loosely knit. Relationship driven.
Lower costs. Adhoc. Deliver a broad range
Rules - only one right Ever changing - results of services.
way. driven.
Integrating core Prod uct/service Results management.
processes - highly development and Customer selection -
disciplined. promotion - speed. Customer retention.
Assets turn to Not seeing the next Staying smart -
liabilities. technology knowledge turns to
(the market chanaes). ianorance.
Fit in the box type Bright/creative people - People who can live in
people who fit into the project teams - the customer's shoes.
pre-imposed system entrepreneurs. Empowered to deliver
(not free spirit types). solutions.
Command and Control Competence Collaborative
They adjust to us. They 'ooh' and 'ah' We get to know them
over our products and and we satisfy their
services. needs.
Wal-Mart Apple I Store Nordstrom
Fed-Ex Walt Disney Ritz-Carlton
Southwest Airlines Motorola Home Depot
Hertz Intel IBM (1960'sI70's)
Taco Bell 3M Airborn Express
Dell Computer Harley-Davidson A. G. Edwards
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LINKING CULTURE AND VALUE PROPOSITION
FACTS
FEELING
IDEAS
Three Core Value Propositions
· Operational Excellence - Low Cost
· Product Leadership
· Customer Intimacy
The Linkage
· Operational Excellence and
· Product Leadership and
· Customer Intimacy and
City of Farmington - Current:
City of Farmington - Desired
@ 2009, ICMA Consulting Services for the City of Farmington
THINKING
12
I
I DISCUSSION
1. What is our level of agreement about our current and desired Culture and Core Value
Proposition?
2. What do you think our customers implicit understanding of our Core Value Proposition
is?
a. Low Cost/Best Value
b. Product/Service Leader
c. Great Service/Total Solution
d. Nordstrom Service at Wal-Mart prices
e. Wal-Mart Service at Nordstrom Prices
f. Muddled and confused
3. What's the relationship between our core value proposition and:
a. our approach in dealing with the budget shortfalls?
b. our strategic goals?
c. our staffs response to special or custom requests from customers?
d. are all departments on the same page?
e. our staffs response to custom requests from citizens?
4. How can I apply these models (culture and value proposition) in day to day behavior?
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STEPS IN OUR BRIEF SWOT ANALYSIS
Review this form and bring in with you to the workshop. We will complete it at the
workshop. A situational analysis or strengths, weaknesses, opportunities and threats
(SWOT) Analysis is a tool to help identify and create goals for the organization to address.
The basic SWOT steps include:
1. Internal identification of our key Strengths and Weaknesses.
2. External identification of our key Opportunities and Threats.
3. Identify strengths that link with opportunities as offensive goals that help make good
things happen.
4. Identify weaknesses that link with threats as defensive goals to help keep something
bad from happening.
5. Check these offensive and defensive goals against a "Balanced Scorecard." That is,
do we have at least one goal from each of the following perspectives:
A Financial Goal?
A Customer/Citizen Goal?
An Operations (Process) Goal?
An Employee (Innovation) Goal?
6. Use our SWOT Analysis to come up with six to eight goals or Key Action Areas. Key
Action Areas are dimensions of change management, to help create the Strategic
Goals to help close the gap between current and desired states.
@ 2009, ICMA Consulting Services for the City of Farmington
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SWOT ANALYSIS: Internal Strengths and Weaknesses
COMPONENT/FACTOR STRENGTH WEAKNESS
1. Market Strategy
Our setting in Twin Cities
Residential Development
Commercial/residential development
Redevelopment
Rate of development
Culture/feel of the city
Communicating with citizens
Condition of homes/ businesses
Lifecycle housing stock
Political climate
Other sources of development
2. Production Strategy/ Technology
Quality of programs/services
Infrastructure
Work Processes i.e. Permit process/sewer
systems/public works
Technology - Web site - communication with
citizens
Internal Systems - phone systems
How plans are developed/revised
3. Research & Development/Finance
Financial five year plan
Use of TIF
Budgeting process
Reserves
Other
@ 2009, ICMA Consulting Services for the City of Farmington
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4. Organization & Management Strategy
Training & Development
Council development
Council ethics -guidelines
Council/staff/relationships
Personnel polices
Job Descriptions/Appraisals
Wages/compensation and benefits
CultureNalues
Recruiting/hiring
City Charter issues - getting projects thru
5. Overall Summary Statement of key
strengths to exploit and weaknesses to
address/minimize.
SWOT ANALYSIS: External Opportunities and Threats
COMPONENT/FACTOR OPPORTUNITIES THREATS
1. Market Developments
Natural amenities
Housing stock
Met Council
Crime - perception of safety
Transitional housing
Commercial/residential development
@ 2009, ICMA Consulting Services for the City of Farmington
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2. Economic Developments
Current economic climate
Construction completion
Fee /Tax Pressure
TIF
Revenue Enhancement
3. Technological Developments
Sourcing of services
Wireless internet
Security systems/alarm monitoring
Video monitoring/crime prevention
4. Legislativel Regulatory Developments
Stimulus packages
Interest Rates
Unfunded mandates
State budget/revenue shortfalls
Intergovernmental relationships
LGA
5. Major Competition
Other cities
Others... why live, work, do business, and
recreate in Farmington?
6. Other
@ 2009, ICMA Consulting Services for the City of Farmington
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I KEY ISSUES
Team Exercise:
Based on the recently completed SWOT Analysis, and your knowledge of customer
outcomes and the current and future challenges that face Farmington, come up with what
your team considers to be the three to six goals (key action items) issues that need to be
focused on in the future. Think about the four perspectives: finance, citizens, work
processes, and employees.
Notes: List key issues/action items
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GOALS
Develop a set of goals based on the key action items previously identified from the
Summary SWOT Analysis.
@ 2009, ICMA Consulting Services for the City of Farmington
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I
I SUMMARY AND NEXT STEPS
Implementation of Goals
You have now accomplished a lot. Council has a better understanding of culture and
value proposition and how they influence the kind of goals you create.
You completed an environmental scan, SWOT analysis, and developed a set of goals for
the city. The next step is to turn these goals over to staff to begin working on them. Staff
will create Supporting Objectives with Action Plans and timelines for accomplishing
specific work for each Goal.
Some organizations use these work plans for 90 day cycles to get real specific and
concrete about short term accomplishments. This way work plans connect to the Goals
set by the council. A recommendation is to have staff report on progress toward objective
accomplishment at quarterly Council work sessions.
In short, this system of working on 90 day work plans that relate to the overall Goals
allows staff to stay focused on what is important to the Council, and improves line of sight
so that staff understands how their work relates to the overall strategic goals of the city.
Council sets the overall direction and staff is responsible for implementation.
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