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Home My WebLink About01/10/2004 Adjourned Meeting .1:01 ADJOURNED MEETING JANUARY 10, 2004 - 8:00 A.M. YAKIMA CONVENTION CENTER - SUITE 400 1. Roll Call Present: Council: Mayor Mary Place, presiding, Council Members Ron Bonlender, Dave Edler, Paul George, Neil McClure, Bernard Sims, and Susan Whitman Staff: Dick Zais, City Manager; Glenn Rice, Assistant City Manager; and City Clerk Roberts Also: Martin Howell, facilitator, LeMasters & Daniels 2. Council Strategic Planning Workshop • Introductory Work Mr. Howell briefed the Council on his credentials. He reflected on what it means to operate as a group and asked Council members to share a memory of working with a group that worked well together and a group that didn't. What were the qualities in the group that worked well together? Mr. Howell then asked Council what is the recipe when two or three groups become one. He stated that today's theme is we can get more done together than alone. Mr. Howell referenced the history vignettes in the meeting packet and asked what impact the previous Council's vision made on the direction they chose to go. He asked them to imagine what would be going on four years from now if there were no obstacles. What are your dreams? • Outcomes /Vision The Council members broke into small groups and wrote their visions down individually on sheets of paper. The responses were then grouped into common categories. Mayor George and Council Members Edler and Place agreed to work together to draft a new "priorities list" for the City. Mr. Zais commented that staff uses the priorities list and vision statement of the Council to provide guidance in their work goals. Council members Edler, Place and Whitman volunteered to refine the rough draft mission statement that was developed, "Responsive government with leadership that is committed to: enhancing the quality of life, continually improving services, and embracing the diversity of our community ". 1 1 +.'• 2 JANUARY 10, 2004 — ADJOURNED MEETING • Current Reality In the next exercise, Mr. Howell asked Council members what is, or has the potential of, getting in the way of achieving these outcomes? • Strategic Direction Mr. Howell asked Council to respond to the next question, 'What action arenas, areas of concern, do we need to address to unblock us and move us toward proactive outcomes "? • • Role of Council and Management Mr. Howell led the Council in a discussion of a book he had suggested be read before this session, Boards that Make a Difference by John Carver. Key issues identified by Council were: > Define role of the board > Elector wants change > Stay away from minutia and micromanagement > Be proactive > Decide Basic Policy > Don't limit people by telling them what you want them to do; tell them what not to do > Govern as one voice > Debate the issue > Accountable only for what is under your control > Manager as coach ➢ Role of the Mayor Council discussed the role of the mayor. By City Charter, the mayor is selected by the council. The mayor's position is chiefly ceremonial and presides over the council meetings. The mayor's role has expanded over the years into the political arena, representing the City in meetings with state and federal legislators or testifying on behalf of the city. At 12:08 p.m., Council members recessed for lunch for approximately one -half hour and resumed the meeting at 12:30 p.m. The Council discussed if.they wanted to change the council meeting schedule. Points to consider are: ➢ Accessibility to the public ➢ Public perception >' Availability of staff > Length of the meeting ➢ Utilizing a speaker's Tight to limit speaking time > When to hold study sessions and executive sessions > Hold "hot topic" public hearings in the evening 2 103 JANUARY 10, 2004 — ADJOURNED MEETING Mayor George and Council Members Bonlender and Sims volunteered to work together to develop alternatives for Council consideration. • Current Reality Harkening back to the Council's responses to the question asking what is, or has the potential of, getting in the way of achieving Council's outcomes, Mr. Howell asked Council to think about what could derail Council from achieving its goals. Council members were asked to list ten doable actions that can be done within 18 months. • A Proactive Look at the City Budget/Contingency Planning A brief discussion ensued about the impact the new Initiative proposed by Tim Eyman would have on the City's budget. Mr. Zais noted that staff has looked at adding another cost reduction level to the current Contingency Reduction Plan. He said that the community would need to be educated on the reduction of programs and services this Initiative would possibly require. Council will hold a more in -depth discussion at a later time. • Parliamentary Procedures — Modus Operandi Mayor George and Council Member Place related a few things they learned at a parliamentary procedures class that would bring order to the meetings. They shared that if you make a motion, you have to vote for it; however, if you second a motion, you can vote against it. After a motion is made, there should be discussion and then a vote. Council agreed that debate of an issue is necessary and the issue may have to be discussed in a meeting prior to it appearing on the agenda for action. The responses to the questions asked by Martin Howell are attached as Exhibit A and incorporated into these minutes. 3 , 1'04 JANUARY 10, 2004 — ADJOURNED MEETING 3. Adjournment Mr. Howell acknowledged Council's efforts and thanked them for their time today. The meeting adjourned at 3:02 p.m. • READ AND CERTIFIED ACCURATE BY Ai ■�� — 3 — 0i - COUMEMBER DATE CO NCIL MEMBE Z A E ATTEST: K CLA-ft-1"- 0_-&-e4A ' a aeS 3 /,e ' CITY CLERK PAUL GEORGE, MAY Minutes prepared by Karen S. Roberts. An audio and. video tape of this meeting are available in the City Clerk's Office 1 4 1 0 5. JANUARY 10, 2004 — ADJOURNED MEETING WORKING DRAFT PROVIDED BY MARTIN HOWELL INTRODUCTORY WORK QUALITIES Leadership Follow through - Determination Coach Working together — one voice Deflecting criticism — keep moving Vision Accountability RECIPE Common goals /vision Crisis Coalition Passion Commitment Leverage Keep your cool Let go of power Willingness to help Do more together than alone Communication Selfless VISION/PRIORITIES BCDG Community pride Responsive government Focus on economic improvements Transportation action plan Embracing our diversity Connections build trust Modern regional government Public programs /facilities /parks 5 100 JANUARY 10, 2004 - ADJOURNED MEETING STRATEGIC PLANNING RESULTS SUMMARY I. OUTCOMESIVISION Modern Regional Government Connections Build Trust Public Programs, Facilities, and Parks Embracing our Diversity Transportation Action Plan Focus on Economic Improvement Building Community Pride Responsive Government II. CURRENT REALITY — What is getting in our way or has the potential of getting in our way of achieving these outcomes? Mad Cow Fear of Change Ineffective Communication Council Conflict Leadership Breakdown Reactive Government III. STRATEGIC DIRECTION - What action arenas, areas of concern do we need to address to unblock us and move us toward proactive outcomes? Increasing Community Clarification of Council — City Lead by Example Involvement Manager Roles Raising Council Standards Catalyst for Economic Proclaim the Plan Improvement Reinventing — Reinvigorating Image Building (Clean -Up) Listening to All Voices Government STRATEGIC PLANNING RESULTS (ALL BRAINSTORMING) I. OUTCOMES Modern Regional Government Connections Build Trust Public Programs, Facilities, and Parks Consolidation of government Improve public understanding of Healthy community centers, (Yakima, Moxee, and Union costs and benefits of NE, SE, West, and more Gap) government services Help lead the dialogue on Public process is clear and Aquatic center consolidation and regionalization defined of public services 6 107 JANUARY 10, 2004 — ADJOURNED MEETING Library partnership schools — Communication between To partner with civil and college, city — county Council and citizens religious organizations to develop youth programs for under 18 age groups for community service Metro districts: water, sewer, Improve trust, confidence, Preserving our parks fire, police, parks, etc. respect in City government system Independent metro district Improve our parks Regionally focused Three open approach to services - community centers Embracing our Diversity Transportation Action Plan Focus on Economic Improvement Better relationship with 1 -82 Corridor developed Major military impact Yakama Nation including loop road Improving trust 1 -82 improved Downtown renewal in connections and progress partnerships with our ethnic communities Hispanic representation on Airport expansion Major industries Council discover Yakima Approve airport master Boise Cascade plan becomes industrial park Improve community Four year college understanding of our future transportation needs and costs Start of the Yakima Congdon Beltway Development on up swing Regional transit services Fostering stronger diverse economic base Black Rock near reality Building Community Pride Responsive Government City where people want to A council that governs — live and invest their time one voice and money To be known as a clean, Write effective ordinances progressive, desirable city that reflect our vision to live and do business 7 108 JANUARY 10, 2004 — ADJOURNED MEETING Building pride and positive Goal of doing more with image Tess tax revenue Families are better off Adaptive government Elimination of Ron's blighted properties Safest community in the state To be known as the medical, legal, financial, and recreation center of Central Washington To have Yakima known as the model for a vibrant downtown, livable neighborhood, and quality schools II. CURRENT REALITY — What is getting in our way or has the potential of getting in our way of achieving these outcomes? Mad Cow Fear of Change Ineffective Communication Another expensive Lack of public will Lack of government mandate communication Expansion of "mad cow" Not improving our process Lack of malady or something like it communication amongst council members State court decisions Not willing to bend Uncertain funding Not willing to change Economic recession — Strong division of persistent, depressed governments — U.G., economy County, etc. The latest Eyeman Not willing to look at both initiative (all) sides of an issue Changing markets out of our control Council Conflict Leadership Breakdown Reactive Government Lack of unity A council with no back Negativity of some bone activities A council that is not unified No committed visions and Focus on complaints after the decision is made leadership Lack of cooperation Breakdown of community amongst council members goal setting 8 10.9 JANUARY 10, 2004 — ADJOURNED MEETING A fractious, dysfunctional Failure to keep planning for council future contingencies Not speaking with one voice Personal animosity III. STRATEGIC DIRECTION - What action arenas, areas of concern do we need to address to unblock us and move us toward proactive outcomes? Increasing Community Clarification of Council — Lead by Example Involvement City Manager Roles Establish effective How "not to" for CEO Work as a team communication avenues /outreach to the public Encourage community Encourage and empower Working to build an relations through the work force to meet the effective council committee new direction of public management service and perform in a team/working challenging environment relationship Survey our citizens on Love what we do service deliveries and governance Increased participation in civic organization by council member to focus their effects Raising Council Standards Catalyst for Economic Proclaim the Plan Improvement Improve communications Focus on effective use of Update mission with council staff and business incentives statement citizens Increased communication Communicate with Define and revise with council members businesses and industries mission, vision, goals, to develop action plans to public process, accomplish mutual goals outcomes Evaluate our work — quality We can revitalize control downtown Critique ourselves Enhance responsiveness to business development opportunities Establish effective council communication system 9 110 JANUARY 10, 2004 — ADJOURNED MEETING Encourage positive tone amongst council Reinventing — Image Building (Clean -Up) Listening to All Voices Reinvigorating Government Improve City /County We can clean up the City, Cross the bridge to relationship have higher standards, i.e., diversity code enforcement, curbside recycling, smoke free public building, zero tolerance graffiti, pave streets and alleys Continue process for Clean up the City — graffiti, We can improve race regionalize alleys, 1 -82, gangs, homes relations and achieve services /government boarded racial harmony Wide ranging review of Be inclusive community regulations and standards 10