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09-27-10 CC WS MinCITY OF SHOREWOOD CITY COUNCIL WORK SESSION MONDAY, SEPTEMBER 27, 2010 MINUTES 1. CONVENE CITY COUNCIL WORK SESSION 5755 COUNTRY CLUB ROAD COUNCIL CHAMBERS 6:00 P.M. Mayor Liz6e called the meeting to order at 6:00 P.M. A. Roll Call Present, Mayor L,iz6e; Councilmembers Bailey, Turgeon, Woodruff and Zerby; Attorney Tietjen (arrived at 6:52 P.M.); City Administrator Heck; Finance Director De7ong; Planning Director Nielsen; Director of Public Works Brown; and Engineer Landini Absent: None B. Review Agenda Turgeon moved, Woodruff seconded, approving the agenda as presented. Motion passed 5/0. 2. MEASURABLE MANAGEMENT Mayor Liz6e stated Molly McDonald is present this evening to provide Council with an overview of a program titled Measurable Management. Administrator Heck stated he has been meeting with Ms. McDonald over the last 1.5 years about this program. This program includes working with all levels of staff to identify ways to improve operational effectiveness and efficiency, to identify hard and soft savings, to implement selected changes, and evaluate their effectiveness. Ms. McDonald is one of the facilitators for this program. Ms. McDonald explained the program was started in the United Kingdom and it has been used in the United States since 2005. She has been responsible for introducing this program in Minnesota. The City of Waconia was the first to use the program in the State. That effort was started in 2009 and was completed in March 2010. Waconia had great success with the program. Ms. McDonald stated she works for a company called Fritz Partners located in Milwaukee, Wisconsin, and has been with them for about 1.5 years. She has 20 plus years of sales experience. The company is a licensee of Measurable Management. The company is owned by Wendy Fritz Mader and was formed in 2004. Rebecca Heidepriem is the top facilitator for the company and she frequently works with her. Ms. Heiderpriem created the Leadership Academy (a management development institute) while managing Xerox's International Training Division. Mr. Heidepriem and Ms. McDonald are both former teachers. Robin Burn, from England, started the program about 15 years ago; it is practiced on four continents. Ms. McDonald explained Measurable Management is organizational improvement through change leadership. The program provides a vehicle for translating the strategies identified by the City Council for the City through the City staff and out to the City's customers. Front line staff identify areas for improvement, they identify how to make the improvements and they implement the changes. Fritz CITY OF SHOREWOOD WORK SESSION MEETING MINUTES September 27, 2010 Page 2 of 4 Partners' philosophy is the best consultants an organization has are the individuals who work in the organization. They know where most of the problems are and most often know how the operation could improve if provided the opportunity. If front line staff does not know how to execute the strategies for the City, they're not achieved. There are hundreds of companies who are skilled at helping organizations develop and enhance policies and strategies. What differentiates the Measurable Management program is it heavily involves the front line staff. It provides them with the leadership qualities needed to get the people working together as well as the technical knowledge needed to execute the strategies. Ms. McDonald highlighted four key issues Administrator Heck had preliminarily identified for the City. They are: 1) improve and further develop relationships between partnering cities (share resources); 2) increase the efficiency of processes and procedures; 3) stabilize /decrease City expenditures; and, 4) develop a plan to finance the City's roadway improvement program. The 3 — 4 key issues identified and agreed upon by Council and Staff will become the success criteria for the program. Everything the participants work on in the program should help address one of the issues. Ms. McDonald then explained the program works on three platforms: 1) leadership and team building; 2) process management; 3) action. The Measurable Management program teaches participants to enhance both their soft skills and their technical skills. The first three sessions in the program focus on "pull style" leadership. Instead of a "my way or the highway" approach to leadership it teaches leaders to work together in a more inclusive way. It promotes involving various people when solving problems. The skills learned in the first three weeks are used in the second platform. During the first two platforms, program participants focus on identifying improvement opportunities in the areas of resources, relationships, and processes. They are encouraged to look for areas of disconnect in not only their job but also the organization as a whole. By the end of the second platform, participants should have developed a lengthy list of ideas to explore. The first two platforms will take about three months. At the conclusion, participants will meet with the mentor of the Measurable Management program. They will each choose three ideas to implement. During the third platform, the participants will select an idea and implement the idea. At the end, the participants will review with Council the idea/problem they selected to work on, the effect it was having on the organization, what changes were made to improve the situation, how they measured results of the change, the return on the investment, and how the improvement is linked to one of the key issues identified. Ms. McDonald cited one improvement made at the City of Waconia. The improvement involved using Carver County sentence -to -serve to clean Waeonia's public service facility. The improvements saved Waconia $6,719 annually. Ms. McDonald reviewed the financial costs for the program. A $3,500 fee is charged for each of the ten participants. If the Measurable Management program doesn't facilitate $35,000 in revenues or savings for the City, Fritz Partners will return the difference between the program cost and the benefits realized. Ms. McDonald recapped that the Measurable Management program equips staff to execute the City's strategies and to deliver results to the bottom line. It helps people overcome resistance to change. It helps develop teamwork and leadership. And, Fritz Partners guarantees the City's return -on- investment. Councilmember Woodruff asked how Fritz Partners engages with the ten participants. Ms. McDonald explained that she and Ms. Heiderpriem will facilitate and meet with the participants once every two weeks for the first three months of the program. CITY OF SHOREWOOD WORK SESSION MEETING MINUTES September 27, 2010 Page 3 of 4 Councilmember Turgeon stated she had participated in a Six Sigma initiative and she thought it worked. She also had participated in a Wilson Learning initiative which including dealing with behavioral and cultural attitudes. She asked where those items come in to play with the Measurable Management program. Ms. McDonald explained those items are part of the first platform. She commented that the Measurable Management program is similar to Six Sigma approach with a leadership component added to it. Councilmember Turgeon stated based on her experience programs such as this work well for about twelve months and then are forgotten. She asked if Fritz Partners offers some type of follow -up program. Ms. McDonald stated not at this time. Councilmember Bailey asked what Mr. Burn's role is. Ms. McDonald stated he has met with Administrator Heck, but he will not be coming to the City's sessions. Bailey then asked who the mentor is. Ms. McDonald stated the participants have a mentor they meet with once or twice during the program. Councilmember Bailey recommended Administrator Heck play a key role in this type of initiative because he is responsible for the behavioral and cultural operation of the staff. Ms. McDonald stated Heck will be one of the participants in the program. Councilmember Bailey asked for clarification on how the return -on- investment is measured over the course of one year. Ms. McDonald explained when participants identify the anticipated annual ROI for each of the proposed changes Council and Administrator Heck are asked to assess the reality of the projected ROIs. The ROIs have to be agreed upon. Bailey stated that some of the issues are non- financial in nature. Ms. McDonald stated Fritz Partners suggests at least one idea for each participant is financial. Hours saved does result in a savings even if the hours will be reallocated to something else. She commented that over the years the program has been in existence the average per - participant return has been $44,000. She noted a check has never been written back to an organization. Councilmember Zerby asked Administrator Heck if he went looking for this type of program or if Fritz Partners sought the City out. Heck stated Fritz Partners came to the City. Heck stated he practices going to front line staff and asking them how to do things more efficiently. He then stated when Ms. McDonald was first describing the Measurable Management program to him he began describing the program to her because it's something he has practiced throughout his entire career. Heck commented that most government organizations struggle with how to measure what it does and how to measure success. Administrator Heck stated he has spoken with the City Manager for Excelsior about this program. He has not yet spoken with the Chief of the South Lake Minnetonka Police Department or the Chief of the Excelsior Fire Department about the program. Mayor Lizee stated this type of program would provide an excellent opportunity for people to work together. She suggested Council discuss this program further. Administrator Heck stated Council will discuss this during its next budget discussion. Councilmember Turgeon stated she would like staff to provide their input about such as program. 3. TOBACCO ORDINANCE Administrator Heck explained that the State Legislature passed changes to the State law regarding the sale of tobacco products. The changes focused on updating the definitions of tobacco, tobacco products and tobacco related devices. He has asked Attorney Tietjen to review the City's Tobacco Ordinance and CITY OF SHOREWOOD WORK SESSION MEETING MINUTES September 27, 2010 Page 4 of 4 recommend changes. The meeting packet contains a draft amendment to the Ordinance. He noted a 30- day notice of the meeting during which Council will consider adopting the amendment must be provided to each of the three tobacco licensees. Councilmember Turgeon stated she will review the typographical mistakes in the amendment later with Administrator Heck. Councilmember Woodruff suggested 301.13 Penalties Subd. 3. be modified. It includes a statement ",,, shall be subject to enrollment and evidence of successful completion of a tobacco education course provided by Independent School District (Minnetonka) 276 or Independent School District 277 (Westonka) for the first offense ... ". He asked "provided by Independent School District (Minnetonka) 276 or Independent School District 277 (Westonka)" be deleted and to change it to reflect that violators may be required to take a class. Councilmember Zerby asked if the changes address incense type tobacco products. Attorney Tietjen explained the K2 or Spice product was not addressed in this amendment. There are a couple of cities that have passed ordinances relating to that. There is a lot of controversy about one of the city's ordinances. She recommended addressing K -2 or Spice at a future date. 4. ADJOURN Woodruff moved, Turgeon seconded, Adjourning the City Council Work Session of September 27, 2010, at 6:59 P.M. Motion passed 5/0. RESPECTFULLY SUBMITTED Christine Freeman, Recorder Christine Lizee, Mayor ATTEST Administrator /Clerk