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HomeMy WebLinkAbout2003.0107.TCSM.PacketNOTICE OF OFF -SITE MEETING p OF THE ate,;4° FOUNTAIN HILLS TOWN COUNCIL that is WHEN: TUESDAY AND WEDNESDAY, JANUARY 7 & 89 2003 TIME: 8:00 A.M. WHERE: CITY OF SCOTTSDALE HUMAN RESOURCE CENTER 7575 EAST MAIN — PINNACLE ROOM Tuesday — January 7, 2002 8:00 am Welcome and Introduction • Discussion of off -site goals. • Outline and explain the agenda for the day. • Set ground rules and guidelines for participation in the off -site meeting. • Introduction of Four Primary Learning Frames for Organizational Effectiveness. • Explanation of the Keys To Effective Leadership. • Overview on the process to achieve changes required for effective leadership. 9:15 am Short Break 9:30 am Special Session On Council Relationships • Discussion of team development processes between Council Members. • Discussion of interactive feedback process. • Discussion of norms and standards of constructive interactive communications. 12:00 pm Lunch 1:00 pm Special Session on Council Roles & Responsibilities 3:00 pm Short Break 3:15 pm Special Session on the Council's Vision, Mission and Core Values 5:00 pm Summary & Close Wednesday, January 8, 2003 8:00 am Welcome and Introduction • Outline goals for the day. • Recap ground rules and guidelines established in the first session. • Identify and review lessons learned in the first session. • Provide overview of action research data obtained from Council Members and staff. • Introduction of department directors. • Interactive feedback and dialogue session on town government, relationships and primary staff initiatives. 9:30 am Short Break 9:45 am Interactive Feedback and Dialogue Session Continued. 12:00 pm Lunch 1:00 pm Special Session to Align the Council's Vision/Mission With Long Term Strategic Initiatives Including but not Limited to Fiscal Stability, Business Development, and Downtown Development with possible direction to staff. 3:00 pm Short Break 3:15 pm Special Vision — Long Term Strategic Alignment Session Continued 4:30 pm Off -site Summary • Review of lessons learned during the off -site meeting. • Identify the next steps necessary to implement goals identified during the off -site. • Close. E:WGENDAS\RETREAnOff-Site Agenda 1-7.8-03.doc Page 1 of 1 Last printed 1/6/2003 7:57 AM An Information and Training Co Report The Town of Fountain Hills TOWN OF FOUNTAIN HILLS TOWN COUNCIL TEAM DEVELOPMENT & STRATEGIC PLANNING OFF -SITE REPORT January 2003 Proprietary Information An Information & Training Company Program The Information & Training Company • 15745 E. Ocotillo Dr. • Fountain Hills, AZ 85268 • (480) 837-5756 littp://www.InforniationandTraining.Com -infocol@aol.com 1 An Information and Training Co Report The Town of Fountain Hills Table of Contents Part 1: Executive Summary Part 2: Recommendations Summary Part 3: Council/Town Manager Agreements Part 4. Roles & Responsibilities Part 5. Additional Off -Site Notes Part 6: Program Description Part 7: Team Development Concepts Part 8: Action Research Data Part 9: Bibliography 2 4 20 24 25 26 27 30 41 74 An Information and Training Co Report The Town: of Fountain Hills "The greatest challenges to the well -bring of local, state and national governments do not come from outside conditions, the vagaries of the economy or even the divergent political philosophies held by their constituents. They come from limiting beliefs, false assumption, poor communication and the habitual patterns that issue from these things. " George Cappanneiii 3 An Information and Training Co Report The Town of Fountain Hills PART 1 - EXECUTIVE SUMMARY Introduc on FWA On January 7 and 8, 2003, the Mayor, Town Council Members, Town Manager and Town Attorney from The Town of Fountain Hills participated in a multiple day, strategic planning and team development off -site designed to enhance town government and improve the ability of this team to govern the town more effectively, productively and harmoniously. This report is a summary of that off -site, the action research and design phase that preceded it and the recommendations offered by The Information and Training Company consulting team for sustaining the momentum, integrating the learning and keeping agreements made during this process. At various times during the Town Council off -site, the primary participants were joined by the Department Heads responsible for the day-to-day operations of town government and by various citizens. The entire strategic planning and team development process was supported by the administrative assistant to the Town Manager, the Mayor and the Town Council. These Complex Times Few among us dispute the fact that we are living in very complex times. Digital technologies, new sciences and information systems and, of course, the web, all contribute to changing the way stakeholders at every level of government operate. Of equal importance, these dizzying innovations combined with the trend toward globalization, the instability brought about by terrorist threats and the dramatic downturn in our national and local economies are also changing the needs and the expectations of citizens and the ability of various governments to perform their functions. Indeed, governments of all sizes are being asked to deal with extraordinary challenges with fewer people and significantly reduced resources. 18 An Information and Training Co Report The Town of Fountain Hills To compound matters, in this age when citizens have access to the same information as their governments; when the business of government is performed in a more and more transparent, public environment; when public trust in government is at an all time low, government officials — those who are elected, appointed and hired - must be prepared to go the extra mile to: provide excellent service; demonstrate improved skills and competencies; demonstrate outstanding leadership; better understand the unique needs of the citizens; and find innovative solutions to a broad range of challenges. In short, the government official of today needs to perform significantly better and more effectively than their predecessors. Two Additional Issues Present In Fountain Hills As if these conditions were not already enough to challenge even the best government official or staff member, there are some specific factors present in the Town of Fountain Hills that add enormously to the complexity of delivering effective government. • First and foremost is the presence of a set of particularly thorny and complex issues that have arisen primarily as a result of the town's rapid growth. These issues include the delivery of fire protection and emergency services and police protection. Under normal conditions, dealing with these challenges would be difficult, but when one considers the dramatic downturn in the economic climate and decline of public revenue to pay for these services, the situation becomes particularly complicated. • The second factor present in The Town of Fountain Hills is long standing atmosphere of very contentious politics. While different opinions and passion are the hallmark of democracy, especially as practiced in town politics, these differences and passions have morphed into a level of public behavior that is especially dysfunctional and disruptive to the well-being of this community. To compound matters, this atmosphere has been both tolerated and even 5 An Information and Training Co Report The Town of Fountain Hills encouraged for too many years by members of various town governments anri by the public at large As a result, many of the serious issues the town faces are obscured by a mean spirited focus on disruption than on solution, on character attacks and personalities than on the issues themselves. Aware of both the global challenges of our time and the unique problems facing The Town of Fountain Hills, The Town Council asked The Information and Training Company to design and execute a multiple part organizational development and strategic planning program. This "whole systems" intervention has four primary components: 1. An Action Research Phase 2. A Team Development & Strategic Planning Off -Site 3. A Summary Report 4. Additional Follow -On Work (As needed) Program Obiectives To design and execute a strategic planning and organizational development program for the Town of Fountain Hills that will allow the Mayor, Members of the Town Council and the members of various town departments to work together to: • Create and refine a well -articulated, clear and empowering vision, mission and set of guiding principles for The Town of Fountain Hills. • Utilize this foundation as the basis for creating a clear strategic operating plan that will include well defined goals, clear lines of responsibility, timelines, aligned policies and procedures, clear decision making guidelines, and communications protocols that support effective government and the successful execution of the strategic operating plan. • Build a strong teaming environment at all levels of town government so that trust, effective communications, collaboration, resource and information sharing and networking become the norms and standards of interaction. X An Information and Training Co Report The Town of Fountain Hills • Create an atmosphere of open communication and effective problem solving where waste and barriers to effective performance can be identified, clarified and reduced or eliminated. • Locate decision -making, problem solving and problem mediation responsibilities as close to the relevant information resources and areas of accountability as possible. • Create an atmosphere of continuous improvement and learning for all members of town government that ensures an atmosphere of service, builds a strong collaboration with the citizens of the town and results in excellent customer/constituent service. • Implement a clear system for measuring the effectiveness of all members of town government while increasing accountability and ownership of the town's goals and objectives at all levels. The Phases Phase One. The action research phase preceded the Council off -site. This phase involved one-on-one interviews with the Mayor, the members of the Town Council and the Town Manager. A focus group was conducted with randomly selected members of the town staff and a paper survey was executed with the Department Heads of the various town departments. In addition, data collected over the course of several months from a volunteer committee of approximately 50 citizens representing different town constituencies interested in articulating a vision of the Town was included as part of the action research process. This action research assisted this consulting team in gaining valuable insight into the overall performance of the council and the town government, identifying a number of critical issues & obstacles to the town's success as well as surfacing a wide range of constructive recommendations for improving performance. The raw data from this action research can be found in a separate section of this report. ►A An Information and Training Co Report The Town of Fountain Hills Phase Two of this "whole systems" intervention involved the design and execution of a two-day team development and strategic planning off -site. This off -site involved the members of the Town Council, the Town Manager, Town Attorney and at various times, the Department Heads and various citizens. During this off -site the participants had the opportunity to experience some of the unique team development and relationship exercises developed by The Information *& Training Company. Traditionally, these experiential activities when combined with strategic dialogues produce maximum results in the shortest possible time frame. In this instance, all of the participants did some excellent work. Indeed, they are to be commended for their courage, their willingness to look at some very challenging individual and collective issues and to participate in dialogues on critical issues that can make a significant difference in the well-being of the town. Lists of agreements made by the participants as well as recommendations made by the consulting team that appear elsewhere in this report will provide document some of the work accomplished and offer opportunities for the participants to continue to do more of the in-depth team development and strategic work that can ensure the success of this initiative. Phase Three of this "whole systems" intervention involves the preparation of this report which captures the work done in Phase One and Two, sets forward recommendations regarding ways the Council and town staff can ensure that the foundational work they have done at this first off -site is communicated to and integrated and practiced at all levels of the town government. This work is designed as a valuable support to ensure maximum alignment of the town's vision, mission and strategic objectives. Phase Four of this intervention will involve additional follow-on work that will be determined by the Town Council. P An Information and Training Co Report The Town of Fountain Hills Before sending the reader on to other sections of this summary report, it is important to stress that during both the action research and off -site phases of the work, the level of participation and commitment by the elected, appointed and staff participants as well as by members of the public was, for the most part, very constructive, positive and optimistic. In addition, it is the opinion of this consulting team that members of the Town Council and their supporting staff strongly agree on the goal of creating an atmosphere of greater trust, cooperation and effectiveness both within and between the various officials, between departments of the government and between the government and the citizens. They also demonstrated a willingness to identify areas in which systems, processes, policies and behaviors are not working and develop ways to fix them. Having the opportunity to work with a wide range of public officials, staffs of government agencies as well as executives in the private sector around the world, we can say without equivocation that the Town Council and Town Staff is comprised of a group of committed, talented and dedicated people who can accomplish whatever objectives they set their mind to. The Program Design The information gathered during the action research phase was used to guide the design and execution of the off -site, which included both team development and strategic planning sessions. While the team development elements had to be significantly abbreviated due to the time constraints discussed above, those elements executed by the team were effective and included both team building and team learning exercises. The strategic planning sessions involved a look at a variety of topics. Among the primary topics discussed: 9 An Information and Training Co Report The Town of Fountain Hills 1. Roles & Responsibilities of Mayor, Town Council & Town Manager 2. Creating A Strong Vision/Mission/Core Values For The Town of Fountain Hills 3. Strategic Objectives Going Forward 4. Next Steps As a result of these sessions a number of new team -based competencies and skills were explored and a number of very specific process improvement recommendations and action plans developed. A full review of the team building tools employed during the off -site can be found in Part 4 of this report and Part 5 contains material discussed during the breakout sessions. Some Specific Cautions While substantial progress was made by the participar.-- during the off -site in building a stronger foundation of trust -based teaming as weii as in identifying and reducing areas of current and future conflict, it would be a mistake to assume that the members of the Town Council do not have a significant amount of work remaining to insure the establishment of a collaborative, vision driven, trust based, effective government of Fountain Hills. Our experience with a number of government agencies and with hundreds of companies and executive teams in a wide range of industries, as well as information generated by various government and industry studies indicate that failure to take the work of "team development", "relationship building" and "process improvement" seriously enough not only impedes the effectiveness of the organization in sustaining a program of "cultural change", but often exacerbates many of the pre-existing conditions by further diminishing trust and hope in the possibility of real change. This, in turn, leads to a laundry list of ills ranging from reduced productivity to loss of accountability and ownership of mission objectives, from increased attrition to lack of creativity and willingness to risk. When viewed in light of many of the important initiatives and decisions that must be made over the next 12 to 24 months if the Town of Fountain Hills is meet its many challenges, the following issues warrant close attention: 10 An Information and Training Co Report The Town of Fountain Hills L Or_ganizationalIntegration While substantial progress was made at the off -site in regard to pledges of greater cooperation, focus on issues rather than personalities, greater respect, better public decorum and solution -oriented thinking, both the action research and the off - site itself surfaced some "philosophical" differences within and between some of the members of the Council. While the time allotted for the off -site allowed the participants to identify and explore some of these differences, it is clear that these issues are complex and require continued commitment, focus and attention. In fact, left unattended these "differences" can, over time, have a significant negative impact on both short and long-term performance. In the opinion of this consulting team it would be naive, therefore, for the participants to assume that these differences can be resolved by traditional discussion processes alone that focus primarily on task and process issues. It would also be naive for the participants to assume that a positive and constructive vision for this community can come to full maturation without the ongoing exploration and resolution of these personal as well as philosophical differences. Some of the differences in philosophy and procedure result from dynamics that are inherent in the political process. Yet in the assessment of this consulting team, it is clearly in the best interest of the Town of Fountain Hills for all Council members as well as the Town Manager and Town Attorney to do all that they can to create a more respectful public dialogue process; to develop a common and standardized way of conducting meetings; o keep their agreements on the way they will interface with the public and the media; to focus on issues rather than personalities and to apply clear, effective research and honest inquiry to the decision making process. Of particular important, it is the opinion of this consulting team that it is critical for this Town Council to focus its substantial energy and attention on solution oriented thinking and performance. 11 An Information and Training Co Report The Town of Fountain Hills In our experience "philosophical and procedural differences" often constitute more than just surface disagreements. Indeed, we find that left unresolved, these underlying differences act as a kind of virus that can spread throughout a community and contribute eventually to greater conflict in policies and procedures, misalignment in objectives, misuse and waste of resources, stove -piping, unproductive competition, eroded levels of trust, attrition among key personnel and appreciable reductions in performance and profitability. II. Effective Follow -Through Work begun on critical issues during the off -site must continue to serve as the basis for additional and timely dialogues and planning sessions that not only insure implementation of various agreements, but provide for much needed practice and integration of new team based skills and behaviors. This follow-through should be the first priority of the member c the Town Council and the Town Manager. Where possible it should also include flow -down and follow-through with Department Heads, staff members, various committees and constituent groups. Indeed, the ongoing effectiveness of the fine work accomplished by the participants in finding new levels of alignment will dissipate if the members of the Town Council do not continue to focus their attention in a timely manner. lll. Flow Down - The Tail Of The Dracton In addition to the work of follow-through, it is particularly important for the members of the Town Council and the Town Manager to implement an effective, staff wide program to practice the foundational principles of trust -based teaming and vision -driven management. Indeed, one of the primary reasons many organizational development and cultural change efforts fail is that the investment of time, energy 12 An Information and Training Co Report The Town of Fountain Hills and effort made at the senior levels is not duplicated at other levels of the organization. To this end, the participants are strongly encouraged to insure that information, joint team development training, vision -mission -core values dialogues and other forms of organizational development work occurs at every level of the Town of Fountain Hills government. (See recommendations section for additional details.) IV. Entreprenerism From the vantage point of this consulting team, it is also very important for the Town Council and Town Manager to find ways to clearly model desired behavior shifts with shifts in its own behavior and to promote and support an atmosphere of greater risk taking, collaboration, resource sharing, trust based teaming, people focus, attention to technology and "entrepreneurism". In fact, in its effort to create even greater excellence in the performance of its current mission, the Town Council is encouraged to look for ways to identify and where possible reduce and eliminate what unnecessary bureaucracy, formality, and process encumbrance. This state of mind appears to permeate all government organizations and, while particularly dangerous to them, presents special dangers to public service. As we are sure it is abundantly clear to the participants, this "contentment with what is" tends to promote slowness in response to change, cumbersome decision making, internal competition for resources, reduced risk taking, lower levels of innovation and creativity, fear based motivational strategies and lack of trust. 13 An Information and Training Co Report The Town of Fountain Hills V. Trust Based Teaming As the off -site participants experienced, in addition to a clear and strong focus on both the task and process sides of organizational effectiveness, there must be an equally strong focus on relationship building and trust -based teaming. This is especially true in municipal governments, in which there is a substantial workload and performance pressures resulting from having to maintain high standards of excellence with somewhat limited manpower. In our opinion, it is critical, therefore for the Town Council and Town Manager to do all that it can to support and implement steps that lead to greater trust, collaboration, resource and information sharing, networking and creativity at all levels of the town government. The effort should begin with the Council itself modeling trust based teaming principles and a strong focus on relationship. In this way it will give a clear and invaluable signal to all other members of the team that this is not business as usual. To this end, it is important that concerns as well as recommendations voiced by the various parties should be respected and addressed as soon as possible. In those instances where corrective action is possible it should be taken with all possible speed. In instances where no corrective action is possible or deemed appropriate, feedback should be given as soon as possible. In keeping with this attitude it is also essential that progress on additional changes and solutions be reported to all off -site participants as well to members of the town staff and to the citizens. Vl. Constructive Motivation The participants are also encouraged and advised to identify and then reduce and eliminate any instance in which anything but constructive motivation appears — whether within its own sessions or anywhere in the town government or its interaction 14 An Information and Training Co Report The Town of Fountain Hills with the town's constituents. While disciplined systems must be maintained and high standards of performance insured, it is simply no longer possible or acceptable in this age and climate to attempt to build strong, long standing and effective relationships in an atmosphere where criticism, judgment, or favoritism are utilized to stimulate or manipulate performance. Encouragement, openness, support, training, mutual accountability, respect, inquiry and mutual trust must be present. In this way individuals mature, systems and policies become self -policing and, of greatest importance, problems and difficulties are brought to the surface early thereby avoiding the often challenging and always costly games of hindsight and catch-up. Vll. Morale (The "w" Factor) The Town Council and Town Manager are strongly encouraged to do all that they can to rebuild staff morale and to keep it at a high level. While everyone involved in the business of municipal government knows that morale is important, the complexity of these times and the ever present challenge of balancing performance against cost has forced organizations to pay special attention to what in "Game Theory" is known as the "w" Factor —the measurement of trust within an organization or system. Indeed, experience shows that while change and cost consciousness are indeed necessary for any government's survival, in this complex marketplace, too obsessive a focus on financials can significantly and detrimentally impact many of the key foundational elements upon which a municipal government needs to be based: guiding vision, core values, operating philosophy and structure, norms of behavior and employee loyalty. In fact, in numerous studies, it has been found that unless trust is renewed and reinforced after changes, municipal governments, like all organizations, have difficulty recovering and maintaining their balance and effectiveness. This loss of 15 An Information and Training Co Report The Town of Fountain Hills trust is directly equated to a loss of loyalty and is accompanied by substantially reduced levels of profitability and performance. Other indicators are significantly lower levels of employee engagement, limited risk taking, loss of innovation, reduced levels of honesty and willingness to identify and communicate essential concerns and problems. Loss of trust also results in appreciably reduced levels of ownership in the organization's vision and objectives and significantly increased attrition among key personnel. In short, after periods of major restructuring people tend to feel that it is no longer "their" organization and they cease to believe in or trust the leadership or the future. While sometimes dismissed as one of those "difficult to measure" quantifiers, we find that the "w" Factor is one of the most dependable and accurate indicators of an organization's stability and survivability. For trust is a form of reserve capital that provides the organization with confidence to meet its objectives and a wide range of investment options that stem from its ability to call upon or borrow against those reserves. These reserves are what allow employees to reach deep when asked to deal with significant challenges. A description that certainly matches the situation facing the Town of Fountain Hills at this time. A high trust factor, therefore, is not only desirable, but essential while a low "w" factor is always a clear sign that an organization has spent down its reserves and is on a path toward insolvency. In fact, in every instance studied where a company has a very low "w" Factor, log of market dominance, erosion of public trust, significant failure of key products or services, and in some cases, actual bankruptcy has occurred. In addition, a low "w" Factor, traditionally results in what we call a "vision gap" — that condition in which the distance between the objectives defined by the leadership and those supported and executed b the staff is too great to allow for the successful accomplishment of the objectives. This gap is found even in instances when the leadership has taken a great deal of time developing a new vision or strategy. It is found even though the leadership may have taken time to carefully think through 16 An Information and Training Co Report The Town of Fountain Hills implications and costs of this new vision or strategy. It is found because too often the same leadership that has taken such great pains in developing a new vision or strategy fails to provide sufficient time and opportunity to allow the staff to go through the same process they went through in reaching the new vision. In short, the staff should not be expected to just "get it" and "do it". In fact, in the opinion of this consulting team, if the Town of Fountain Hills is to meet its current as well as future performance goals it must bite the bullet and invest more time, energy and resources to rebuild trust and belief in the government's ability to accomplish its goals. In depth work of aligning the staff with the new norms of government created by the Town Council and the opportunity for the staff to participate in the review of values, roles and responsibilities, internal operating procedures and norms of behavior with the town's vision, mission and its strategic goals at all levels is absolutely essential. This type of work will continue to insure the appropriate levels of energy, skills and —above all —"trust" within the team culture so that it can operate as a productive, efficient, innovative and effective whole system. Vlll. The Acknowledgment Factor While the participants made significant progress during the off -site in increasing both the spirit and practice of acknowledgment, it is clear that the town government culture lacks practice in giving and receiving acknowledgment. Acknowledgment is one of the critical ingredients in the building of a team environment and establishment of a platform of trust, therefore it is our opinion that members of the senior team should make acknowledgment one of their highest priorities in their new model of a trust based, team environment. IX. A Cultural Change Proqram The relationship between the efforts of the Council to create improved performance and its ability to create a vision -driven, trust based culture is so 17 An Information and Training Co Report The Town of Fountain Hills interdependent that we thought it would be valuable to repeat a few suggestions on cultural change. Cultural Change Succeeds Best: 1. When it is not about just about finding a new or better structure, but recognizes that a new structure is one of the results of new beliefs, attitudes, and competencies introduced and practiced at all levels. 2. When organizations utilize the change process as an opportunity to create a true learning organization that seeks to align all aspects of the current organization - vision, mission, values and strategic goals - and then puts a plan in place to insure that the fundamental "product" or "service" of the organization is learning. 3. When the effort is seen as an opportunity to revitalize, renew and refresh all aspects of the current operation while exploring the fertile ground of new possibilities. 4. When it is organic. This means the cultural change program needs to include as many people from across the organization as possible. It should also be bottoms up as well as top down and each step of this process should be artfully constructed and patiently and carefully executed to ensure that it stimulates input, encourages participation, quiets fears, introduces and models new skills and above all, orchestrates buy -in. 5. When it is viewed as an opportunity to prepare the gr�-ind and assist the culture in becoming a fluid, receptive, creative learning environment. One that promotes and rewards continuous improvement, innovation, flexibility, creativity, ingenuity and collaboration. An environment in which risk and change are viewed as exciting opportunities rather than as something to be avoided. This new culture then becomes one that attracts highly skilled new talent that can survive and prosper in the face of change, deal with ambiguity and thrive in creating new opportunity. 6. When it provides an environment that is not so overly, defined that it precludes new and talented people from re -thinking and inventing their own processes for the best and highest good of the organization. 7. When it provides equal balance between task, process and relationship issues simultaneously at each step along the way. The traditional tendency to execute a reorganization by evaluating task and process in a cognitive, theoretical exercise often results in the rapid development of a new plan but a very slow, tedious and ultimately unsuccessful roll -out. 0 An Information and Training Co Report The Town of Fountain Hills 8. When it begins with a strong focus on uncovering and identifying root causes at all levels of the organization. 9. When it actively seeks creative input as early in the process as possible from all relevant outside as well as inside stakeholder groups and when this process is utilized as an excellent opportunity for building stronger teaming and collaboration as well as for the identification of issues and recommendations. 10. When it includes a team development and training initiative that parallels the planning and strategy process and allows the organization to create a new cadre of change champions at all levels of the organization. This cadre is best achieved through a combination of experiential and cognitive skills training and team development session. 11. When it includes sufficient time, patience, investment of energy and funding, courage and perseverance. Expecting a culture to integrate and demonstrate a new vision, guiding principles and strategic objectives in less than two to three years and without the execution of some of the steps mentioned above is unrealistic. And expecting this to occur without a substantial investment of energy and effort at all levels of the organization is even more so. Additional Tips On Cultural Chance & Organizational Development Programs ❑ Change is always complicated and takes time. ❑ Change always involves some uncertainty. ❑ No matter how thorough the plan, things never happen the way one wants them to happen or at the time one hopes they'll happen. ❑ Rigid change models rarely work. ❑ Real change in real organizations is both very personal and enormously political because it is about people. ❑ Change is primarily about perceptions, expectations, feelings and the performance of people. That's why lasting change is cultural and not structural or procedural. ❑ People have to find ways to keep doing what they are doing with excellence and focus while learning new skills, new ways of looking at and doing things in the future. ❑ Effective organizational development and change is often about power —who runs what and why. Forgetting this often undermines effective organizational change programs. 19 An Information and Training Co Report The Town of Fountain Hills PART 2— RECOMMENDATIONS AND NEXT STEPS Great towns and great organizational teams are not accidents of nature. They are created through excellent leadership, persistence, patience and continual training and practice. To capitalize on the momentum gained during the off -site and to assist the Town Council and Town Manager in keeping this team development and strategic planning process alive, we make the following recommendations: Specific Recommendations 1. Above all else insure that the primary obstacles and issues identified at the off -site and through the action research are explored and that solutions are executed. In addition, it is critical that the agreements made by the participants at the off -site are implemented and practiced in a way that clearly signals positive change. 2. Issue a joint statement from the Town Council and Town Manager to the town staff and to the community as a whole as soon as possible that identifies the objectives of the off -site and the gains achieved. Pay special attention to identifying new levels of trust and cooperation and to the clarification of roles and responsibilities. Also indicate that this is the first in a multiple part program that will extend to other levels of the team. 3. Design and execute an one day off -site for the staff which allows them to also eliminate some of the toxins that are keeping morale low, develop a better working relationship with the Town Manager, build better teaming and have the opportunity to better understand and align with a new vision, core values, operating strategies and norms of behavior. 4. Complete the work begun by the participants in defining roles and responsibilities of the Mayor, Town Council and Town Manager. 5. Schedule a one -day follow-up session for members Town Council, Town Manager and Town Attorney at least once each quarter. 6. Implement a town -wide vision/mission/core values process as soon as possible. 7. Assign individuals to review the results of the action research found in this report and to identify other primary obstacles and issues that warrant the attention of the Town Council and the staff. 8. Utilize this report and the work done at the off -site as well as the current process in place to write an annual strategic operating plan for the Town of 20 An Information and Training Co Report The Town of Fountain Hills Fountain Hills. Once completed ask each town department to draft an operating plan that aligns with the overall town plan. 9. Design and execute one -day team development and strategy sessions at least once each six months between the Council and the department heads. 10. Where possible, create informal opportunities, public forums and work-study sessions that include citizens in active dialogue with members of the council and staff. 11. Establish an ongoing process to identify "hot topics" and "obstacles" as early in their cycle as possible. This process can take the form of a periodic paper query followed by meetings to review the issues raised and brainstorm solutions. 12. Implement effective training in productivity and performance, communication and other critical skills and competencies for all departments and all members of the staff. 13. Ensure that the new rules for public debate are well articulated and enforced at all public gatherings by all members of the council. 14. Ensure that the new media relations policy is adhered to by all members of the council. General Recommendations 1. Make every effort to foster, encourage and reward risk and open communications. Include brainstorming/accumulating in staff meetings; encourage the free -form communication of "unfinished" ideas. Create an "open door" policy for specific times each week when people are encouraged to come in and talk about issues and concerns. Develop a better "Leadership By Walking Around" practice. Publicly acknowledge and celebrate people who contribute ideas that are worthy of attention and consideration even if they are not implemented. 2. Make acknowledgment and celebration "along the way" as well as "at the end" of a project or job an important and critical part of the Town of Fountain Hills culture. This practice cannot be stressed strongly enough. Making work hard and serious does not promote greater effectiveness and in the end only makes things "hard". 3. Publish and encourage the practice of the team -wide communications strategy. Using the guidelines and communications norms agreed upon by the senior team at the off -site, create a team -wide policy, publish it in a handy, easy to use form and insure that these guidelines and ground rules are practiced in every team meeting, review and presentation. This Town of `, Fountain Hills Communications Guide can include: the town's core purpose 21 An Information and Training Co Report The Town of Fountain Hills and guiding principals, goals, guidelines, effective dialogue skills, procedures for meetings, appropriate decision making processes and operating procedures. This information can take the form of a small booklet given to each staff member. The protocol can also be published on posters that can be placed in conference rooms and workspaces. Use of this communications protocol can be initiated at an all hands meeting in which there is a chance to go over the elements and get team wide buy -in. This will then serve as the "baseline" against which all team members can evaluate their performance. It will also assist each team member in becoming accountable and responsible for the team standard. 4. Insure the ongoing practice and integration of new guidelines and behaviors. Some recommended ways to do this include: • Remind people to take time in each interaction —whether it is a short one-on-one conversation or a large group meeting —to relate to the people present on a personal basis. Beginning conversations or meetings by immediately getting to discussions about task prevents this from happening. • Include brief "experiential" processes in meetings —envisioning of goals, opportunities to share, and things that get people's attention focused on process and relationship prior to task. • Nominate a "process observer" in each meeting. Their job is to remind the group when they are off-track and then to lead a short debrief with the group at the end of the meeting in regard to how well the group did in practicing its guidelines and principles. This debrief can also serve as an excellent time to discuss suggestions and improvements the team might make in its next meeting. This "process observer" function should rotate so that eventually each team member is fluent in the new process and observations skills and the new communications and team building skills are fully integrated into the Town of Fountain Hills culture. 5. Develop an effective procedure for introducing new council and staff members into the new Town Government environment. This can include preparation of a introductory book that contains a description of the town's history, its vision and goals, guidelines, decision making and operating procedures and its organizational structure. 22 An Information and Training Co Report The Town of Fountain Hills 6. Create a mentoring program which calls upon each Town Council member to take turns in assisting new members in getting to know people on the team, becoming familiar with procedures and better understanding their roles and responsibilities. 7. Now that new levels of trust and collaboration are being established, the Council Members should watch for the tendency to avoid conflict and instead look for constructive ways to continue to challenge status quo. Teams often experience a reticence to return to some of the "uncomfortable topics". This tendency —like the tendency of a sports team leading in a game to play not to lose instead of playing to win —should be avoided at all costs. It can be the death knell to open, honest disagreement that, in turn, is essential to the creation of great teams and outstanding long-term visions. 8. Since it is clear that true change takes time and attention, it should also be clear that a two day off -site could not completely remove all levels of distrust between various individuals and elements of the team. While significant progress was made, some of the concerns are deep seeded and every effort should be made to continue identifying and exploring them. 9. "Chauvinism" in the sense of continuing allegiance or identification by some members of the Council and staff with their individual constituency group or department limits the effectiveness of the overall team. This can be a particularly entrenched and debilitating problem and every effort should be made to identify and eliminate the "them and us" mindset and to promote a seamless team in name as well as in practice. 10. Above all, remember this quote by John Ruskin. "Where love and skill combine, expect a masterpiece." 23 An Information and Training Co Report The Town of Fountain Hills A SON ITEMS 1. Establish standing : ouncil work study sessions on the last Thursday of each month. Goal - to improve communication and trust with Town Manager and staff. 2. Mayor and Town Manager are primary media contacts. Mayor represents legislative related issues and Tim would represent Town's operational and administrative positions. Council members to ask nature of the story and direct reports to town for official comments and comment on individual opinions, not about the Town as a whole. (Ask media what type of story will be written.) Goal - eliminate inaccurate and negative reporting. 3. Establish policy that when citizens call Council members with questions, Council members will provide citizens with staff contact person directly for the answer. Goal - eliminate the Councilperson as "middle man" by going directly to staff. 4. Begin public awareness campaign (Rick M. and Susan R.) Goal - ensure that our residents are aware of real issues by communicating better with the general public in a truthful manner. 5. Council will work together as a team, supporting each other. They will not be defensive in their speaking to each other, realizing that there will be disagreements over issues, not personalities. Goal - unify Council members. 6. Negative remar - -om citizens or personal attacks will not be tolerated at future council rr; ,Zgs. Before each meeting, Mayor will read a statement to the public on proper and acceptable behavior. Goal - Concentration on issues at public meetings, not personal agendas. 7. Enforce three -minute rule at meetings using timer and beep, and utilize comment cards, and adopt council meeting procedures. Goal - Orderly and controlled public meetings. 9 24 An Information and Training Co Report The Town of Fountain Hills 8. Council will hold a debriefing after each council meeting to review what they felt they did right, wrong, and make suggestions to improve future meeting protocol. Goal - Council members will self -assess and make improvements for better communication and efficient meetings. 9. Begin advertising for a volunteer public information officer. Human Resources Dept. will create a job description for the non -paid position. Goal - Create town liaison with media and community for better communications PART 4 — ROLES & RESPONSIBILITIES Prepared for .Tannary 7nnz von MAYOR & MAYOR TOWN MANAGER COUNCIL (Legislative Leader (Operations Mgr.) Setting long and short term Presiding over Council Preparing meeting agendas goals & objectives for meetings, setting specific with input from Council & community via public time limits & meeting compiling information meetings or other forums closing time packet Individual exploration and Representing Town at Orientation for new Council analysis of issues special functions members Voting on legislation Main contact for media on Main contact for media on legislative issues Town policy/operations Seeking community input Main contact with Attorney Making appointments to Delivering Manager's Handling complaints volunteer committees evaluation verbally & in writing Evaluating Manager & Leader of Council and has Managing day to day setting Manager's goals closer contact with Manager operations of Town than Council members Establishing effective two- Representing Town on Preparing & submitting way communication with MAG Regional Council Town budget, overseeing constituents Committee finances & purchases Funnel primary citizen Duties as specified by Town Hiring, disciplining, and requests through the Town Code firing of all non -Council Manager appointed employees Approving annual budget Supporting Council Reviewing & establishing Representing Town on olic , municipal depts. MAG Mana ement Comm. Hiring Judge, Attorney, Direct approval, review, Manager, Prosecutor. consideration of proposed Discipline/fire Attorney, ro'ects from developers 25 An Information and Training Co Report The Town of Fountain Hills Manager, Prosecutor Working on municipal Showing appreciation for League committees & jobs well done meeting with State reps Showing appreciation for sense of humor jobs well done Maintaining sense of humor TMaintainin:, not "bad-mouthing" ontract administration & not "bad-mouthing' Pointing media to Mana er Alerting manager/staff of agenda concerns prior to meeting Approving major contracts PART 5. ADDITIONAL OFF -SITE NOTES Additional Action Items: 30 DAYS - Begin public awareness campaign - Channel 11 (Rick and Susan) 60 DAYS - Implement plan to obtain community feedback (Jon, John, Tim) WITHIN 1 YEAR - Work study sessions on downtown development WITHIN 1 YEAR - Set vision goals/strategic plan Goals: Understand roles Prioritize goals Develop trust Increase comfort level Feeling of commitment Better focus Improved communication at meetings Better data driven communication/ decisions Better communication Leadership direction 26 P] An Information and Training Co Report The Town of Fountain Hills Mission statement Decrease discord Benefit community Benefit personal life Better understanding and appreciation of others Work better with staff Purpose of Standing Committees: Liaison with staff and community Research, discuss proposed agenda topics 6 standing committees: Public Works, Public Safety, Administration, Parks & Recreation, Planning, Preservation PART 6. PROGRAM DESCRIPTION At the heart of this team development and strategic planning program executed by the Town Council lies a strong foundation of "organizational change theory" which rests on the belief that truly effective and innovative change must begin with a primary focus on the people who make up the team; on their relationships to each other and on their ability to fulfill their responsibilities to their customers, and to other stakeholders. This work also rests on the belief that enhanced productivity; performance, job satisfaction and profitability are directly dependent upon the willingness of the team to do in-depth work in 10 essential categories. In addition to a focus on cognitive and behavioral learning, these essential categories of work must provide the team with the opportunity to establish systems and values that improve team processes and put in place a strong support structure and internal operating architecture that will assist the team in implementing its strategic priorities. Essential Categories of Program Work ❑ Articulation of vision for the region ❑ Identification of core values and principles ❑ Practice with and alignment of core competencies and skills ❑ Identification of clear strategic goals ❑ Definition of operating and decision making procedures ❑ Clarification of roles and responsibilities ❑ Identification and practice of an effective communications protocol ❑ Ongoing identification of barriers, obstacles and solutions to team success ❑ Development of an ongoing plan of action 27 An Information and Training Co Report The Town of Fountain Hills ❑ Commitment to a plan for implementation, continuous improvement and follow-through Core Competencies and Skills Core competencies that were focused on as part of this program include: ❑ Developing A Whole Systems Perspective ❑ Increasing Effective Interpersonal Skills ❑ Enhancing Rigs- 3rain Capacities (Insight, intuition, etc.) ❑ Improving Problem Solving Abilities ❑ Identifying and Deploying Resources ❑ Valuing and Utilizing Strategic Tools Primary skills that were focused on as part of this program include: ❑ Trust • Commitment ❑ Willingness to Learn • Cooperation/Collaboration ❑ Openness . Vision ❑ Integrity • Creativity in The Face Of Change ❑ Flexibility • Service to Others ❑ Willingness to Risk • Quality Improvement Interactive format which models desired outcome The work done by the off -site participants was designed to maximize integration of these core competencies and skills through hands-on application to the task of creating a team vision, values and principles, operating procedures and a communications protocol. In addition, this program design was created to allow the team to take its initial steps in addressing some of the primary obstacles, barriers and threats to the region's success —barriers that had been identified in advance by the participants through Action Research. It is important to note that this hands-on practice was designed to greatly accelerate the Council's ability to put these elements in place. In fact, as the material in this report will demonstrate, greater progress was made in this regard during these sessions using a blend of cognitive and experiential consulting and training strategies than could have been achieved in weeks of work on site using traditional methods. It is also important to note that the work done during the off -site assisted the Council in laying a foundation and stimulating preliminary thinking on the topic areas that the 28 An Information and Training Co Report The Town of Fountain Hills Council, Department Heads, Staff and some citizens had identified in advance. B During the off -site this raw material was surfaced and some real progress was made. The participants were also introduced to strategies and processes that they can now apply on an ongoing basis to the task of refining and completing work on these issues back in the workplace. During this hands-on practice, the participants were encouraged to practice operating according to principles that supported each individual in choosing the amount and depth of their participation while practicing new levels of personal accountability, confidentiality and mutual respect. Commitment and On -Site Follow Through During the off -site session the participants were also reminded that building an effective, productive and profitable organization requires a deep commitment to a continuing process. Indeed, the kind of commitment demonstrated by the participant's willingness to participate in this session is perhaps the first and most critical element to forming the kind of partnership that is desired. At the same time, commitment alone is not enough. The Council and Town Manager became aware that it also takes disciplined, on -site follow-through by to finish the work on vision and on its internal operating procedures that are understood, endorsed and practiced by all of the members of the Fountain Hills Team. The Council also recognized that effective teaming requires an ongoing commitment to support programs that insure the daily practice of the new competencies and skills and a schedule of regular meetings where the team can continue to build strong interpersonal relationships while identifying and, where possible, eliminating barriers and obstacles to its purpose. In fact, consistency, repetition and frequency are essential ingredients. As is a balance between the use of cognitive and experiential modalities, between the use of inquiry as well as advocacy and a clear focus on process (the "how") and relationship (the "who") as well as task (the "what"). 29 An Information and Training Co Report The Town of Fountain Hills PART 7 - TEAM DEVELOPMENT CONCEPTS The Learning Organization Model The concept of the "learning organization" presents the Council and Town Staff with a stable model that can assist it in insuring a management structure that promotes greater long-term effectiveness, productivity, profitability, spontaneity in the face of change, team empowerment and proactive whole team participation. For this reason it was introduced to the Council and Town Manager with the hope that it can serve as an ongoing premise to guide the team's evolution. This "learning organization" model, used by many of the country's most successful organizations, assists them in meeting the challenges they face in today's complex and highly competitive environment. These organizations have discovered that "learning" (attention to process) is: ❑ The primary and "enduring" source of competitive advantage. ❑ An essential factor in managing complex change and increasing their capacity to shape their own future. ❑ The most effective means by which they can look outside boundaries at the competition and the market and inside at their strengths, weaknesses, resources and capabilities. ❑ The primary way by which they make the process of creating and developing ideas as important as the proposal, design, manufacturing or selling processes. These organizations and teams are also discovering that they succeed best when they move away from: ❑ A vision generated solely by top management and toward a vision created through working, real-time collaboration between top management and the entire organization; ❑ Thinking at the top and acting at local levels to thinking and acting merged at all levels; ❑ Short term, segmented thinking to long term, whole systems thinking; ❑ The political mediation of conflict by management to processes that empower individuals at all levels to use dialogue and skillful discussion to create shared views by each office in the region, Colliers International Senior Management, your customers, and all other stakeholders in the success of the San Diego Region. 30 An Information and Training Co Report The Town of Fountain Hills Building The Town of Fountain Hills' Team As part of this off -site team development / strategic planning program, the members of The Town Council and Town Manager and Town Attorney participated in a few experiential based team building activities. These activities combine cognitive and experiential tools to give teams real time, hands on practice in the new skills and core competencies needed to achieve new levels of effectiveness and productivity. This innovative team development and leadership program assists the team in better understanding the fundamental values of the "learning organization" model while practicing and integrating the new core competencies and guidelines. The elements of this program are reproduced as part of this report in the hope that future efforts by the team — whether on -site or off -site — will use these elements as metrics by which they can evaluate the effectiveness of the designed intervention. Some key elements of this Information & Training Companv Model include ❑ An off -site environment away from the distractions, interruptions and pressures of the workplace. Experience indicates that this type of setting greatly advances the quality, speed and value of the work. ❑ A set of unfamiliar but common activities that provide a strong contextual framework for the examination of real-time, work related content. These activities, high in relevancy and low in perceived work -related risk, allow team members to identify and explore personal and corporate cultural patterns that both advance and retard team and project effectiveness. In doing so, the team has the opportunity to experience new tools and strategies in a safe and supportive environment. ❑ Activities that allow team members to experience individual, partnership and group dynamics in an atmosphere designed to promote collaboration, effective communication and dialogue skills, and experimentation. ❑ Activities that stimulate feeling based expression and stress the value of right brain skills such as creativity, insight and intuition. ❑ Activities that provide the opportunity to identify core values and competencies, agree on primary strategies, practice double loop learning and create an atmosphere of effectiveness against a background of health, vitality and fun. ❑ A strong focus on creating a balance between task, process and relationship, advocacy and inquiry, action and reflection, the urgent vs. the important. ❑ A training model that utilizes a three-part process that includes introduction, execution and de -briefs of each task. 31 An Information and Training Co Report The Town of Fountain Hills ❑ A collaborative, diverse facilitation staff that encourages a team environment and demonstrates the value that authentic involvem �t brings to the field of leadership and team development. ❑ Sufficient opportunity to review "process" from the standpoint of the team's ability to demonstrate its principles and work within its guidelines and operating procedures; and to de -brief the lessons learned from specific individuals as well as from the team. This type of personal de -brief and sharing — although a little foreign to some team members — is based on the specific recognition of certain individuals who demonstrated or exemplified the lesson learned. This form of de -brief helps to foster an environment of open acknowledgment and appreciation which in turn reduces competition and enhances collaboration and cooperation. Four Primary Themes The off -site participants were also introduced to four concepts that can significantly improve organizational effectiveness: • Advocacy vs. Inquiry • Urgent vs. Important • The Task —Process —Relationship Triangle • The Empov,,erment Triangle (Catalyst - Coach/mentor - Competent) Advocacy vs lng� We live and are educated in a world in which advocacy has become more than a way of life. It has become a principle mode of communication. Wherever we look we find examples of people telling each other and selling prepackaged and predetermined points of view and beliefs. Although ours is called the Information Age, to a large degree most of us accumulate and use the information and data we collect more as a means of convincing than of understanding. Consequently we recommend that team members remember to balance advocacy with inquiry. To ask, to wonder, to consider and to clarify before embarking on the task of convincing, debating and advocating a point of view or perspective. Does this theme suggest that "advocacy" is wrong? No! It is an important and vital communications tool. It assists us in communicating what we believe and value and in getting others to experience ou, perspective. However, when it is used alone without its complimentary and essential partner - inquiry - it obscures, divides and defeats our purpose. 32 An Information and Training Co Report The Town of Fountain Hills So balance advocacy with inquiry - seek to understand and then to communicate. It may not appear to be as effective a method of "selling", but you may well find that it is indeed the very best method for arriving at truth and ultimately moving a lot more people as well as products. BALANCE ADVOCACY WITH INQUIRY High Advocacy Low Urgent vs. Important Telling Skillful Discussion • Forthright Balances advocacy and • Tells more than asks inquiry • Assertively states own Genuinely interested and point of view curious • Attempts to influence Discusses and converses others through Makes reasoning explicit persuasion Asks others about their • Frequently doesn't explain assumptions without reasoning behind Position being critical or accusin Observing Asking • Listening and attending to • Asks more than tells what others are saying • Explores others' point of • Doesn't say much view • May make comments which • Makes few direct neither expresses a point statements of view nor elicits from • Asks questions of others others • Can be seen as playing • May appear defensive "close to the vest" —non through withdrawal disclosing "'y-"y High As is clear from even the most cursory review of the accompanying matrix, most of us spend a substantial amount of time in our lives dealing with things that fall within Quadrant One — "Urgent" and "Important". These are the crisis, the must -do's, the have-to-have-it-now's, etc. These things keep us occupied putting out fires and dealing with all of the tasks that are driven by enormous pressures and demands. Because of this "fire fighting" mode, when we are not pushing the river in Quadrant One, many of us spend whatever time is left in Quadrant Four. This is the mindless, tuning out quadrant. The television, zoning out on computer games, avoiding anything that requires thinking or decision making quadrant. It is, in short and quite naturally, where most of us go - out of desperation - when we are not in the overwhelm and stress of Quadrant One. How do we break this cycle? Well first and foremost we have to find time to devote to Quadrant Two. This is the thinking and planning ahead quadrant, the taking time 33 An Information and Training Co Report The Town of Fountain Hills to get back in balance quadrant, the doing things that make a real difference quadrant. This, indeed, is the place to be — the land of "Important" and "Not Urgent". URGENT VS. IMPORTANT Quadrant 1 Quadrant 2 URGENT NOT URGENT IMPORTANT IMPORTANT Activities: Activities: • Crises • Prevention • Pressing Problems • Planning • Putting Out Fires • Relationships • Opportunities • Recreation Quadrant 3 Quadrant 4 URGENT NOT URGENT NOTIMPORTANT NOT IMPORTANT Activities: Activities: • Interruptions • Trivia • Some Calls • Busy Work • Mail, Reports • Some Mail • Some Meetings • Some Phone Calls • Proximate Pressing Matters • "Escape" Reading and TV • Procrastination But how do we possibly get enough time to do all of these things that we all know are good for us, but that we keep putting aside because another urgency arises? The first place to get some time is from Quadrant Four. Although this is hard, it only involves making a choice. We can choose not to watch TV for an hour or not to zone out on computer games. Then take that hour and devote it to one of the actions that make up Quadrant Two. With each one of these hours so devoted, you will begin to notice a substantial and incremental reduction in the time you will be forced to spend in Quadrant One. It is Quadrant Three, however, in which your greatest time saving can come. This is the "everyday" quadrant. This is the place where you spend at least thirty to forty percent of your time. Answering the phone, attending meetings, doing paper work and reports, responding to e-mail, etc. This is also the place where new core competencies and personal management skills can make a dramatic difference. In fact, numerous studies have shown that individuals who improve performance in Quadrant Three activities can increase their efficiency and productivity by up to 25%. 34 An Information and Training Co Report The Town of Fountain Hills That means you could have an additional three months a year to devote to Quadrant Two activities. Just imagine what that would mean to the reduction in Quadrant One! TASK — PROCESS — RELATIONSHIP Task (What) Process (How) Relationship (Who) The equilateral triangle depicted above represents the essential balance that is needed to establish and maintain an aware and awake environment in which effective team development can occur. Focus on "task" (the "What") is obviously critical. Without it, organizations would cease to prosper. But in addition to this focus, today's most successful organizations are also discovering that they must pay equal attention to process ("How") and relationship ("Who"). In fact, without these two other legs of the triangle they are unable to adapt to change, build flexible and committed teams and meet the challenges presented by the constantly shifting dynamics in the global marketplace. The strategies and tools introduced to and practiced by the Colliers International team during the off -site can serve as the foundation for the establishment of this kind of balanced team focused environment. Persecutor/Rescuer/Victim Dvnamic Long standing, habitual and unconscious patterns often exist within teams and organizations that keep team members trapped in limiting behaviors and prevent them and the team from achieving new levels of empowerment and effectiveness. 35 An Information and Training Co Report The Town of Fountain Hills These habitual patterns are also depicted by an equilateral triangle. Here the triangle is inverted and stands on its apex. At each of its corners there is a word that defines one of the three primary roles that contribute to this dynamic. In reviewing this material it may be helpful to keep in mind that the terms used in the diagram above often represent "perceived" rather than the "actual" roles. It is also important to note that in order to change this dynamic each participant must c- sciously choose to alter either a belief or a behavior — preferably both. In this way and only in this way can they free themselves from the automatic prices they pay for this kind of dysfunctional behavior. intervention Rescuer _____________ >- Persecutor CIO O � O � Q Victim In the upper right of the triangle you will find the word "persecutor". This role is generally played by an authority figure or filled by circumstance set in motion by an authority figure. This person or circumstance often appears to be outside the direct control of the individual who appears as the apex of the triangle and who is perceived as the "victim". Following in a clockwise direction, at the top right the word "rescuer" and as the reader will soon see, this individual play a critical part in either continuing or altering this dynamic. How this dynamic works The persecutor does somethina—issues an order, institutes a policy, changes a procedure, criticizes an action or makes a demand. Someone who feels "victimized" by it perceives this as a burden or intrusion The victim who believes they are unable to deal directly with the "persecutor" then goes to a third person (the "rescuer") to complain, object or in some way (generally covertly) attempt to enlist the rescuer in intervening on their behalf. 36 An Information and Training Co Report The Town of Fountain Hills On the surface this may not, at first, appear to be dysfunctional and indeed, there are times when this type of request for intervention is healthy and appropriate. For example, there are instances when the policy or behavior of a manager may be unrealistic, unfair, and inappropriate or even place an employee in serious personal or career jeopardy. Under such conditions, it may be difficult or impossible for the employee to respond adequately or effectively to the demand so an appropriate intervention by a "rescuer" is needed and appropriate. This diagram, however, is intended to disclose those other more numerous instances in which the habituated response of all three roles serves to dis-empower the "victim" and keep the "rescuer" and "persecutor" captive within unnecessary and unproductive roles. In most instances the "persecutor" is often just the boss or leader who may be attempting to bring change or greater effectiveness to an organization. The "victim" is often someone — an employee, a child, an associate, etc. — who misunderstands the request, lacks perspective on a larger "global" view of what the change means and how it will ultimately effect them, or who may lack the skills or competencies needed to respond adequately to the request or demand. Therefore it is easier for them to complain or go into confusion than it is to act. It is also easier to reach out to the rescuer for help. The third and most critical player in the dynamic is "the rescuer". To better understand the part this individual plays, it's helpful to turn to an old adage: "If we give a man a fish we feed him for a day, if we teach a man to fish we feed him for a lifetime". This adage not only describes the problem, but also gives us a clear way of altering it. A closer look at the typical "rescuer" often discloses someone who spends a great deal of time giving out fishes instead of giving fishing rods and fishing lessons. Therefore the "rescuer" may indeed rescue the "victim", but the "victim" is given only a temporary solution and does not learn how to deal with the circumstance himself or herself. As a result the victim is literally being trained to respond in a dis- empowered/dependent way, so the next time a similar kind of situation occurs they are inclined to do follow the same path. They are also denied the opportunity to develop a more proactive and constructive relationship with the "persecutor". 37 An Information and Training Co Report The Town of Fountain Hills Mentor/Coach education and Catalvst _ _ informatio, > eeHtor-- R a. Champion Competent How to change this dynamic: This was one of the subjects disc_:ssed at the off -site. The "rescuer", by virtue of being the most proactive player in this dynamic, is in the position to initiate the greatest change. If he or she does not respond as a rescuer and instead becomes a mentor/coach to the victim and an educator to the persecutor then the whole dynamic can change. The "rescuer" in functioning as a mentor redirects the "victim's" attention away from complaint and toward solution. In assisting the "victim" to identify the threat and uncover things that are in their power to change, execute, integrate or accept, the victim is transformed into a "competent" or perhaps a "hero" or "heroine". At the same time if the "rescuer" uses his or her access to the "persecutor" to inform or educate rather than to intervene, the "persecutor" can be allowed and encouraged to develop greater understanding and insight regarding the impact his or her action is having on the "victim". The "persecutor" then has the opportunity to present themselves as a "catalyst". In this way empowerment replaces dysfunction and each player evolves to a higher and more effective level. Stumbling blocks to look for — the level of attachment a "rescuer" may have to feeling good (needed, valuable) about his or her role, the unwillingness of the victim to learn new skills and take risks, and the inability or unwillingness of the "persecutor" to give up his or her attachment to power and intimidation as motivators. m An Information and Training Co Report The Town of Fountain Hills Actions That Limit Creativity ❑ Put burden of proof on the other person ❑ Only point out the flaws ❑ Blame, name call, set up win/lose, be competitive, make fun ❑ React negatively ❑ Discount, put down ❑ Be cynical ❑ Be skeptical ❑ Insist on early precision ❑ Correct ❑ Be pessimistic, preach, moralize, be judgmental, disapprove, be critical ❑ Assume no value, make no connections ❑ Be impatient, interrupt, act bored ❑ Be inattentive, act distant, don't listen, be silent, don't join ❑ Cross examine, give no feedback, be noncommittal, put on a stone face ❑ Misunderstand, disagree, argue, challenge ❑ Take ball away, pull rank, get angry, scare ❑ Be dominant, command, order, direct, threaten, warn, demand Actions That Enhance Creativity ❑ Stay open and available ❑ Protect vulnerable beginnings ❑ Paraphrase ❑ Take on faith, temporarily suspend disbelief ❑ Assume it can be done ❑ Share the burden of proof ❑ Listen appropriately ❑ Credit, acknowledge, be attentive, be interested, give early support ❑ Accept, connect with, join, build on it, speculate along with ❑ Share the risk ❑ Focus on what is ❑ Assume valuable implications ❑ See the value ❑ Make up win -win ❑ Make it no lose ❑ Deal as an equal ❑ Eliminate status / rank ❑ Give up all rights to punish or discipline 39 An Information and Training Co Report The Town of Fountain Hills 7 Support confusion and uncertainty ❑ Value the learning in mistakes ❑ Get comfortable with ambiguity 40 An Information and Training Co Report The Town of Fountain Hills PART 8—SUMMARY OF ACTION RESEARCH DATA This section captures the raw data that was collected from a series of interviews with members of the Town Council, Town Manager and Town Attorney, a focus group with members of the town staff, a paper survey of Town Department Heads and a series of dialogues conducted with a 50 person citizen group over several months. It is reproduced here as raw data without editing or deletion with the hope that in reviewing this material, readers may gain some additional understanding and insight into the dynamics present in the town at this time. It is important for the reader to note that some of the issues surfaced here — because of work done by the participants at the off -site —may have been significantly reduced or resolved. The reader is cautioned that this material also represents individual opinions and does not represent the views of the whole town team or of the consultants who have prepared this report. The reader is also advised that the interviewees were advised that there would be no attribution, but that the content would be collected and published as part of this report. Town Council & Town Manager Interview Data 1. On a scale of 1 to 10 (10 being high) how would you rate the overall health of the Fountain Hills Government at this time? (Take into consideration performance, manpower, resources, budget, equipment, facilities, etc) Average score — 4.6 2. If your score is 6 or less, please identify the two or three most important reasons why? Lack of finalization of public safety issues (fire, emergency, police) Low moral of town staff Division within council Acclimation to new town manager after period of no town manager Financial situation Economic base too small Lack of clarity on mission and services 41 An Information and Training Co Report The Town of Fountain Hills Confusion among constituents due to poor communication Lack of funding — especially matching grants Lack of good communication---veen council members Lack of good communication :tween council and town manager Staff sometimes seems to work against council Infighting between council members Budget problems Present funding crisis Ongoing fire & police controversy Short-term financial instability Challenges of making tax cuts 3. Does the town have a clear vision? 8 N o's 4. What four or five core values or guiding principles do you think are most important for the success of our town government? (Example, honesty, integrity, service, etc.) Trust Discipline Accurate presentation Loyalty Commitment to small town atmosphere Desire to serve all of the citizens Long term thinking Stewardship Leadership Due Diligence Respect Honesty Vision Integrity Honesty Commitment Good Communication Team Approach Openness 42 An Information and Training Co Report The Town of Fountain Hills Honesty Fiscal Conservatism Community/Family Values 5. Does the town have an effective, annual operating plan? 8 No's 6. If no, do you believe the town and your department would benefit from having such a plan? 8 Yes's 7. Please identify the three or four most significant things that you believe are working well in town government at this time. Staff doing work to best of their abilities Council meeting run on a regular basis Street department Protecting the land & preserving open space Building community center and services Dealing with fiscal challenges before they sink us Coming to terms with issue of dual law enforcement Right of way maintenance (streets) Recreation Program Traffic flow Channel 11 is pretty good Keeping town clean Engaging citizens in controversial issues Meeting needs of community with parks & community center Building department moving in the right direction Running day to day operations Communicating with the public Quality staff Development 43 An Information and Training Co Report The Town of Fountain Hills 8. Please identify the three or four most significant things that need improvement. Parks poorly maintained Lacking key staff — public information officer/economic development Law enforcement Dissension on council Motion to censure Lack of effective communication among council member All emergency services (fire, police, ambulance.) Community Development Department (Way we interface with developers, business people, etc.) Parks and Recreation Department not delivering real, innovative services — parks are passive.) Fiscal stability Not listening to voters No clear town vision Not enough town meetings to stimulate input from constituents Lack of planning Poor leadership image by council Too many special interests Internal and external communication No effort to build unity in the community Lack of effective economic development 9. On a scale of 1 to 10, how would you rate the relationship between the members of town government and the citizens of the town at this time? Average score — 5.7 44 An Information and Training Co Report The Town of Fountain Hills 10. Where problems or disconnects exist, identify the most significant areas. Everyone of our department heads have changed over last three years Council considered by many constituents as unapproachable Betweens Sheriff's Department and Marshals Buildings Department Citizens don't understand how government functions Government fails to educate and inform citizens The council Lack of rules of engagement between council members No easy ways to bring ideas forward for constructive debate Huge communications disconnect Building Department Permits and Building Department Citizens don't trust the council Apathy and indifference of voters 11. Where possible give at least one possible solution to each area or disconnect. Zero based budget where ever this is justified Actually survey the building department and users and establish a baseline Eliminate Fire Service Create a charter government Council members need to learn how to communicate and act responsibly Implement a real planning process Develop better communications with constituents Train town staff better to help them do their jobs Have one law enforcement agency Reduce and eliminate political influence in buildings department Use website to educate and inform Use Channel 11 to profile senior staff and council members 45 An Information and Training Co Report The Town of Fountain Hills Hold more public forums and meetings 12.Are the roles and responsibilities within the various town departments clear? If not please identify where there are overlaps or redundancies. Building Department — Some duplication of functions Engineering — Some lack of clarity on roles & questions of competency Within Admin — some excess and duplications Fire Department — Don't know if they are going to be here Marshall's Department — Don't know who they are or what they should do Town Clerk's Office Parks & Recreation overstaffed 13.Are the roles and responsibilities clear between various town departments? If not please identify where there are overlaps or redundancies. Engineering and Community Development Sheriff's Department and Marshals Parks & C- mmunity Center Marshals and Buildings (code enforcement) 14.Are the roles and responsibilities of the Members of the Town Council and The Town Manager clear? If not please identify where there are overlaps or redundancies. 8 No's Biggest challenge — they come from very different cultures Communication to staff and town constituents by council and town manager No clear articulation of where boundaries and responsibilities are Manager trying to stake too much of a claim on power in An Information and Training Co Report The Town of Fountain Hills Council members directing staff and putting them in conflicting positions Confusion on lines of authority Mayor and council do not understand their roles Roles and rules not established by code but by random precedent Lack of discipline Council unschooled and uninformed on council roles — learned what they do haphazardly. Roles unclear — who meets with developers, who provides information, how agenda is developed and who controls it, communication with staff 15.In your opinion, is there a distinction between the role of the Mayor and the roles of Members of The Town Council? Yes (68%), No (16%) , Undecided (16%) 16. Do you believe the town would be better governed if there was a clearer distinction between their roles? No Mayor needs to be respected for position Yes Mayor should be more than a meeting facilitator Mayor should be team leader, council members of the team. Mayor as consensus builder, facilitator of compromise Mayor as liason with other towns No No Mayor as CEO, Council as Executive Team 17.On a scale of 1 to 10, how would you rate the overall performance of this Town Council? (If your score is 6 or below please provide one or two reasons you believe this is so.) Average score — 3.8 Undermining & backstabbing — personally and professionally Lack of communication 47 An Information and Training Co Report The Town of Fountain Hills Lack of knowledge on basics of open meeting law, roles, code, etc. Conflict (both real and projected) .r Disingenuous relationships No real communication between various cliques No trust between members Infighting Big divisive issues to solve No professionalism Poor leadership by mayor Council cliques Inexperience and lack of understanding by council of town policies and ordinances Inaccurate and misleading comments by council to press The Fire Issue Personality disputes and hidden agendas Rush to deal with big ideas with no practical understanding of funding Poor communication Personal attacks Poor skills Lack of willingness to cooperate Campaign wounds Lack of effective decision making process Snide, disrespectful and negative at€'zioes Lack of effective execution of various roles (research, legislation, vision, communication with constituents, etc.) 18.On a scale of 1 to 10, how would you rate your personal level of effectiveness? Can you suggest ways you can improve? Average score — 7.5 Build trust between staff and council Facilitate legislative process Greater success in getting member of council and various constituencies to collaborate Bring solution to law enfo, =ment Contribute to constructive fire solution Help us become a charter city An Information and Training Co Report The Town of Fountain Hills Initiate more agenda items Avoid personality clashes Spend more time working with council members individually Better communication with everyone else Finding ways to bring less experienced people up to speed — mentor them Availability to deal with staff Get book to look at earlier Make myself available to the public more Better communicate with everyone Find ways to bring less experienced members up to speed Attempt to solve acrimony Be more forthcoming on touchy issues Better verbal and written skills Effort to improve interpersonal relationships 19.If you had a blank check, what changes would you make relative to: • Manpower Create one public safety unit (police, fire, emergency services) Create municipal sanitary, water and recycling program Improve parks and rec staff Roads better staffed Add assistant town manager (5) Hire grant writer Public Information/Relations Officer (6) Community Development/Economic Director (6) Police Chief Fire Chief Need cutbacks in engineering and community relations Increase council's and mayor's compensation Council needs admin staff Public Safety Director World class technology person Eliminate special treatment of undesignated employees EK An Information and Training Co Report The Town of Fountain Hills • Resources & Equipment & Facilities Aquatic center Revamp channel 11 to make it really effective tool Create town publication Renegotiate lease on 3 town buildings Add technology — networks, reliable data, telecom Buy another street sweeper Add additional vehicles in Marshall's Department Build new town complex (3) 911 Console Better material on roads Performing Arts Center Improve parks (make active, engaging) Improve downtown Make all dispatching local Expand recreation department and make it part of Comm. Center • Systems, Policies, Procedures & Services Single law enforcement agency Town run/responsive fire department Town run garbage More town sponsored public events, concerts, etc. Establish standing council committees with citizen volunteer Fund work studies before items come on a^Qnda Create new systems for council's interaction; with community Place all vital service under town umbrella Better garbage/waste management system Traffic study Institute real council procedures and role definitions Book/track time better for each town employee Eliminate paid vacations 50 An Information and Training Co Report The Town of Fountain Hills Provide much more training for town staff Provide more training for elected officials 20. What do you see as the 3 or 4 major goals for town government over the next: 1 Year Match expenditures to revenues Define roles, responsibilities and procedures of council Motivate and train town employees Resolve law enforcement situation (8) Resolve fire issue (8) Become a charter city Fiscal stability (8) Make decision on/Preserve state trust land (5) Get local economy working/economic development (8) Put real finality to public safety issues (resolve law suits, put funding mechanism in place to fund fire, police, etc.) Downtown development (6) Get council's act together (6) Set vision and goals and write strategic plan (5) Get road maintenance and repair on track Improve relationship with Fort McDowell & Scottsdale Study water conservation 5 years Build town hall Establish correct valuation of FH Property Develop parks Create larger surplus Competitive sales & bed tax Downtown developed Boy's Club self supporting Create third park — Desert Vista Performing Arts Center Aquatic Center 51 An Information and Training Co Report The Town of Fountain Hills Department Heads Interview Data 1. On a scale of 1 to 10 (10 being high) how would you rate the overall health of the Fountain Hills Government at this time? (Take into consideration performance, manpower, resources, budget, equipment, facilities, etc) Average score — 4.6 2. If your score is 6 or les=.. please identify the two or three most important reasons why? Financial Situation Uncertain Future Employee Morale Internal Fighting Personal agendas among council members rather than town agendas Council members caught up in self-importance Lack of long- term vision Economic challenges Budget issues Lack of financial stability due to deficit spending 3. Does the town have a clear vision? 6 No's 4. What four or five core values or guiding principles do you think are most important for the success of our town government? (Example, honesty, integrity, service, etc.) Honesty — To public and employees Trust Public Service at a high level Fiscal Responsibility Integrity Respect for others Fairness 52 9 An Information and Training Co Report The Town of Fountain Hills Aligned leadership Careful planning 5. Does the town have an effective, annual operating plan? 6 No's , other than the budget and the General Plan. 6. If no, do you believe the town and your department would benefit from having such a plan? 6 Yes's is it going? What steps will the Town need to take to get there. 7. Please identify the three or four most significant things that you believe are working well in town government at this time. New Town Manager Strong staff — both within the Department and across the Town Level of service to the residents remains high Good communications between departments All departments strive to achieve good quality of customer service Rank and file of employees are committed even in face of layoffs Good camaraderie between employees The efforts of town manager and department heads to maintain morale Employees working together as a family Plan to resolve budget problems 8. Please identify the three or four most significant things that need immediate improvement. Council's contentious relationship with each other (6) Financial situation (6) Resolve uncertainty regarding the Town's future Recognition of employee morale Lack of comprehensive employee training Decisions based on incomplete information and data Resolve fire issue 53 An Information and Training Co Report The Town of Fountain Hills Establish law enforcement unity Avoid half-cocked decision making by council Ask council to do an honest self -appraisal of why they are in office Staff needs an improved work environment where ideas are tolerated Deal with staff upfront and honestly Recognition by council that staff knows its job 9. On a scale of 1 to 10, how would you rate the relationship between the members of town government and the citizens of the town at this time? Average Score - 4 10.Where problems or disconnects exist, identify the most significant areas. Citizens do not seem to trust the Council. A lot of misinformation being distributed publicly by various resident factions. Town has not responded well to these negative campaigns. General lack of information to the public to counteract. Residents seem to lack the willingness to finance what they want. No new taxes, but don't cut my services. Badly divided town council High level of discord on council — most people do not think it can be repaired Unprofessional handling of Temp Town Manager at final meeting an embarrassment Lack of confidence among town's people that council can get over its own problems and solve the town's problems Big issues — police, fire, downtown 11. Where possible give at least one possible solution to each area or disconnect. Need a public campaign to counteract the continued misinformation being distributed. Interested Citizens group. Educational campaign regarding Town finances. Tell council the truth about the town's view of them Ask council to do whatever constructive work is needed to get it together 54 An Information and Training Co Report The Towel of Fountain Hills Council should come to agreement in executive session and stop public bashing Decide on real solutions to fire and police and act on them Develop a real downtown plan — include citizens, business and political leaders 12.Are the roles and responsibilities between various town departments clear? If not please identify where there are overlaps or redundancies. Not always. Without permanent leadership, i.e. Town Manager for such a long period there was no one to ask any questions of or clarify resp. 13.Are the roles and responsibilities clear between various town departments? If not please identify where there are overlaps or redundancies. Marshals and Sheriffs Planning, Zoning and Marshals Parks & Rec and Community Center 14.Are the roles and responsibilities of the Members of the Town Council and The Town Manager clear? If not please identify where there are overlaps or redundancies. No, Some on the council do not seem to understand, or more importantly, accept their role. Some council members seem more preoccupied with advancing their own hidden agendas than focusing on the public good. The roles are clear they are just not acted on Council members seem to think they can do whatever they want to At this stage not at all sure 15.In your opinion, is there a distinction between the role of the Mayor and the roles of Members of The Town Council? Ideally yes, and there should be. Not currently there. Yes, but not functional due to lack of communication and infighting 55 An Information and Training Co Report The Town of Fountain Hills Depends on who you talk to Yes, its clear No, seems to keep changing 16. If your answer to 17 is No, do you believe the town would be better governed if there was a clearer distinction between their roles? 6 Yes's 17.On a scale of 1 to 10, how would you rate the overall performance of this Town Council? (If your score is 6 or below please provide one or two reasons you believe this is so.) Average Score — 4.1 For six months of their new terms did nothing on the financial situation. Full speed ahead off the cliff. Now it's a crisis and =ch tries to outdo the other to solve it instead of listening to the new Town Manager's and town staff's ideas. Politics over substance. Council has a challenging and demanding task Council doesn't work well on real issues. Emotions stronger than good common sense. Personal and professional conflict between members Council very dysfunctional, unclear and indecisive. 18.On a scale of 1 to 10, how would you rate your personal level of effectiveness? Can you suggest ways you can improve? Average Score - 7 It has been difficult to deal with all the issues. Blue and the brown, Fire District and now finances. Feel like constantly in limbo. No long range planning taking effect. Difficult to stay focused and enthused. Difficult to motivate staff. Manage for the next crisis! Since this is a confidential questionnaire — I pass Administrative responsibilities can be improved Constantly review personal and professional work Be more aware of how I treat people 56 An Information and Training Co Report The Town of Fountain Hills Be more open to training and learning Better time management and organizational skill Improve interpersonal and communications skills 19.If you had a blank check, what changes would you make relative to: Manpower Reduce key turnovers. Fill current key positions that have been empty or acting for a long time. Increase salaries for middle managers Provide a lot more training and seminars Increase manpower to increase services None Don't have enough information — leave to decision of the town manager Resources & Equipment, Service Fund a long-term equipment replacement program. Update computer technology Upgrade office equipment In-house computer maintenance Consider flex program for employees with families Systems, Policies and Procedures There are a number of procedures that the Town has that are cumbersome and seem to limit operational effectiveness. Review all on an ongoing basis 20. What do you see as the 3 or 4 major goals for town government over the next: 1 Year Solve the financial crisis - both short and long term. Learn to govern together for the public good. 57 An Information and Training Co Report The Town of Fountain Hills Resolve fire issue Create downtown development plan Resolve dual policing Create sufficient tax revenue to fund services Implement an operational plan that reflects FH not a reworked plan from some other town Improve town staff morale Clarify town's vision 5 years Create a vision that will withstand the test of time, new elections, etc Solid financial foundation Look for new industries and business that will work in Fountain Hills Have plan to attract new resorts Completely restructure employee organizational chart relative to responsibilities Revamp subdivision ordinances to be more user friendly Create town -wide street maintenance program Make sure to preserve lands Staff Interview Data 21.On a scale of 1 to 10 (10 being high) how would you rate the overall health of the Fountain Hills Government at this time? (Take into consideration performance, manpower, resources, budget, equipment, facilities, etc) Average score 3.6 22.If your score is 6 or less, please identify the two or three most important reasons why? Economic situation affects morale — down a lot over 12 years Past council actions bro; ::ht us a lot of financial grief Lack of vision No one at the top really watching the store (recent past) Hidden agendas on part of leadership Too much negative publicity 58 An Information and Training Co Report The Town of Fountain Hills Still in transition to new town manager Lack of cohesiveness and leadership on council We have high regard for elected officials but they don't respect each other Feels like no one on council values or sticks up for us Ongoing fire & police controversy 23. Does the town have a clear vision? 9 No's 24. What four or five core values or guiding principles do you think are most important for the success of our town government? (Example, honesty, integrity, service, etc.) Pride Unity (Council, Employees) Respect Honesty Sincerity Trust 25. Does the town have an effective, annual operating plan? 9 No's 26.If no, do you believe the town and your department would benefit from having such a plan? 9 Yes's. We need one tomorrow. 27. Please identify the three or four most significant things that you believe are working well in town government at this time. Good employees who care and want to do a good job People who deal with public go beyond what is expected Street department does a good job r.. 59 An Information and Training Co Report The Town of Fountain Hills Interdepartmental relations good Good accounting (we get paid on time) Good benefits for town employees 28. Please identify the three or four most significant things that need improvement. Low morale Information flow to community inconsistent, unclear, ambiguous. Absence of real and clear operating plan Relationship between council and employees Reduction in services and special events Lack of plan regarding growth Fire issue is a catastrophe Not listening to people in town 29.On a scale of 1 to 10, how would you rate the relationship between the members of town government and the citizens of the town at this time? Average score of 3,5 30. Where problems or disconnects exist, identify the most significant areas. Lack of citizen understanding of what we do Public bickering among council members Inability of council members to get along Lack of consistency in way people in town are served (special interests) Lack of knowledge on part of council in regard to rules and codes Citizens don't like how money is spent Departments operate under a lot of restrictions Most people are afraid of law suites Our planning and permit department needs work. M An Information and Training Co Report The Town of Fountain Hills 31. Where possible give at least one possible solution to each area or disconnect. Hold more citizens forums — get their input on vision, priorities, etc. Let council know what citizens and employees really think of them Cross training for key people in all departments More training at all levels Let staff help define and really execute their jobs Stop micromanagement by council members Reduce layers for approval — drive authority and responsibility down Install 24 hour suggestion and information lein 32.Are the roles and responsibilities within the various town departments clear? If not please identify where there are overlaps or redundancies. No and some resistance to naming in front of a group 33.Are the roles and responsibilities clear between various town departments? If not please identify where there are overlaps or redundancies. Planning, Zoning, Engineering and Safety (some overlap) Parks & Rec. and Community Center Sheriff's and Marshals 34.Are the roles and responsibilities of the Members of the Town Council and The Town Manager clear? If not please identify where there are overlaps or redundancies. 35. 8 N o's Roles may be clear but they are not practiced Council tends to go around manager all the time Council doesn't appear to respect town manager's decisions Council tends to override and not listen to department heads. Things are getting better since Time arrived. 61 An Information and Training Co Report The Town of Fountain Hills 36.In your opinion, is there a distinction between the role of the Mayor and the roles of Members of The Town Council? Yes (8) Although not sure mayor and council know the difference 37. Do you believe the town would be better governed if there was a clearer distinction between their roles? Could benefit from study of other cities and models I like it like it is Mayor should have more power Yes Council should support mayor (checks and balances) No No 38.On a scale of 1 to 1 o, how would you rate the overall performance of this Town Council? (If your score is 6 or below please provide one or two reasons you believe this is so.) Average score — 3.5 Bickering in public Lack of education on how to do their jobs Fiscal challenges Past decisions they have to deal with Council doesn't show much faith in the staff Council wastes valuable public time dealing with issues they should be better informed on A lot of hidden apendas drive council behavior. Unprofessional 62 An Information and Training Co Report The Town of Fountain Hills 39.On a scale of 1 to 10, how would you rate your personal level of effectiveness? Can you suggest ways you can improve? Average score — 5.8 Let departments do their work Take more time to train people Develop annual operating plan More stability Need more people to get job done Eliminate outside influence Stop council micromanagement and interference Let town manager do his job 40.If you had a blank check, what changes would you make relative to: • Manpower Restructure some of the departments Provide minimum benefits for part timers Add staff to parks and rec. Add planner and community development director Add code enforcement officer Fill 5 vacancies in Marshal's department Fix Building Safety Department • Resources & Equipment & Facilities Storage space Computers Patrol Cars New town hall facility %.. 63 An Information and Training Co Report The Town of Fountain Hills • Systems, Policies, Procedures & Services Waste pick up — one system Water and sanitary Fix fire issue Solve police issue 41. What do you see as the 3 or 4 major goals for town government over the next: 1 Year Citizens need to be informed on cost of fire service Resolve fire and safety issues Resolve budget issue and give employees stability Put long term strategic plan in place Combine town hall into two buildings Put town hall in modular buildings on our own land Agree on downtown plan Have council get its act together Project positive image of town government Improve citizen's perception on how we operate Give town staff training at ali evels 5 years Youth facility Permanent Senior Facility Town self reliant Two street sweepers All services run by town (fire, safety, sanitary, water, waste) Park system fully developed Re -earn confidence and respect of citizens Downtown fully developed Be able to say we can do what citizens need in a timely, cost effective way 64 An Information and Training Co Report The Town of Fountain Hills Town of Fountain Hills Citizen Interview Data Over the course of several months in 2002, a group of citizens including a number of private citizens, representatives of various business groups and public organizations, and business owners gathered together in an effort to contribute to the creation of a vision, mission, set of guiding principles and strategic goals for the Town of Fountain Hills. What follows in these pages is the result of that collaborative process 1. Alternate Vision Statements • Fountain Hills - The Town (City) At The End of The Rainbow • Fountain Hills - A Place To Call Home • Fountain Hills - I'll Meet You There • Fountain Hills - Your Dream is Our Future • Fountain Hills - All This And Sunshine Too • Fountain Hills - Beautifully Natural - Naturally Home • Fountain Hills - Where Our Dreams Are Possible And Life Is Fine. • Fountain Hills - A Town Like No Other • Fountain Hills - Quality, Beauty, Lifestyle • Fountain Hills - The Aspen of Arizona 2. Elements of A Town Mission Our Mission The Town of Fountain Hills is dedicated to creating and demonstrating a new kind of enlightened, responsible and visionary government, one in which our vision for the future emerges practically and dependably from the collective wisdom of our citizens and is proactively pursued with the collaboration, cooperation and benefit of all of our stakeholders. It is our objective to ensure that our government is responsible to the needs of all of our citizens and plays a central role in creating and supporting fundamentally sound and innovative ways to improve the quality of life of all of our citizens. Our mission consists of the following elements: C-9 An Information and Training Co Report The Town of Fountain Hills • DIGNITY OF THE INDIVIDUAL & RESPECT FOR OUR CITIZENS - We believe in the dignity of the individual and in the inalienable rights and privileges granted to each of us as citizen under our Constitution. We believe these rights and privileges include the right to be informed on the workings of our town government, to be included in the process of governance and to be accorded the respect that is one of America's unique contributions to its citizens and to the world. We also believe these rights require that we honor and encourage diverse opinions and ensure equal treatment for all of our citizens. • TEAMWORK - We believe it is the responsibility of our town government to encourage, reward and model teamwork - teamwork between our town government and our citizens, between our government and business, between various stakeholders within our community and between our community and the officials and citizens of other cities and towns across America and around the world. • ETHICAL GOVERNMENT - We believe it is the obligation of our town government to be respectful and responsible to its citizens and to model the highest practices of ethics and honesty, to keep our promises, to admit our mistakes and to conduct our daily business in the spirit of collaboration and cooperation with our citizens. • RESPONSIBLE STEWARDSHIP OF THE ENVIRONMENT - We believe that no other resource is more cherished or valuable than our natural environment. While this is true for every community, the extraordinary beauty of our environment is central to our well being as a community. Therefore we commit to ensuring that all of our actions demonstrate informed, enlightened, responsible and sustainable stewardship of our natural environment and the resources with which we have been blessed. • SOUND FISCAL MANAGEMENT - We believe good government requires sound financial management, the efficient use of financial resources, prudent investment in appropriate goods and services and the establishment and execution of financial planning and tracking processes that insure the town's stability, growth and the increasing value that accrues to all of our citizens. We make responsible fiscal management one of our fundamental pillars of success as a community. • PROACTIVE BUSINESS DEVELOPMENT - We believe the well-being of our citizens depends on our ability to provide a supportive, attractive and An Information and Training Co Report The Town of Fountain Hills encouraging environment for business that will not only contribute significantly to the town's financial stability, but also provide for the creation of the type and quality of goods and services that are necessary to fill the needs of our citizens. We also believe it is the responsibility of our government to foster a business environment that encourages innovation and investment in our future. • PARTICIPATORY GOVERNMENT - We believe that participation in town government is not just a privilege, but also the responsibility of each member of our community. Therefore we commit to do all that is possible to encourage participation and to make the process of governance inviting, open, engaging and constructive. • COMMITMENT TO EDUCATION, CULTURE & THE ARTS - We believe that the cornerstones of the best communities in America are education, culture, and the arts. Therefore it is our commitment to do all that we can to provide our citizens with the finest in education, a diverse cultural agenda, and the best in the arts • HEALTH AND PUBLIC SAFETY - We believe that the health and public safety of our citizens is one of the primary responsibilities of town government. Therefore we dedicate our best efforts to create an environment that provides for the very best fire, police, ambulatory, water, sanitation and disaster preparedness services possible within the scope of our budget. 67 An Information and Training Co Report The Town of Fountain Hills I Guiding Principles 9 a. Commitment To Excellence - We believe that we must be dedicated to the practice of excellence in all that we do. We believe that in order to make this community and this world a better place in which to live, work and enjoy the fruits of our efforts, there is no place for mediocrity half- hearted or indifferent efforts. b. Integrity In Action - We believe that personal and collective integrity is the foundation on which all of our actions should be based and the measure by which our performance as citizens, elected officials and town employees should be evaluated. Integrity is the willingness to speak and act from the truth as we know it for the greater good and well being of all. c. Trust And Collaboration - We believe that mutual trust is the cornerstone on which all great teams, organizations and civilizations are based. Trust in the governing process, trust in the benevolence and good intention of our citizens, trust in the commitment of our town employees and elected officials to perform our tasks with a true sense of dedication and public service. We believe that when trust is aligned with collaboration and a respect for diverse opinions, the collective talents and wisdom of the members of our community will flourish and provide us with the ability to minimize our obstacles and maximize our opportunities. d. Service In Action - We believe that the business of our town government is service - service to our citizens, to our town employees, to our sister communities, to our environment and to our nation as a whole. Service In Action involves a focus on the needs of our citizens and a desire to demonstrate leadership that seeks constructive results and not either the display or pursuit of power. In this way we believe our town government will provide a positive environment that assists all of our citizens to create a quality of life to which we can all point with pride. M An Information and Training Co Report The Town of Fountain Hills `.1 4. Strategic Goals The following is a list of strategic goals collected by the members of the team from various public constituencies. They are listed by category and in random order. Their order does not indicate their importance or ranked priority. • Town Government & Related Services & Standards o Explore Charter Government o Increase Spending Cap o Redefine Town Manager Role in P& R and Other Advisory Committees o Develop A 5 Year Strategic Plan o Define The Town — Arts/Resorts/Natural Amenities/Fitness o Implement Training Programs For All Town Employees (Leadership, Management, Team Building, Communications, Productivity & Self Management, etc.) o Create A Marketing Plan For Fountain Hills o Develop An Effective Town Communications Plan and Protocol To Advise Citizens & Keep Them Informed. o Create A Public Safety Commission o Significantly Improve The Use Of Channel 11 o Improve Content & Access Of Town Web Site o Ensure Expert Legal & Financial Planning Support o Improve And Expand Town Council Meetings (User Friendly, Engaging, etc.) o Continue Open Town Forums, Coffees, Etc. o Create Trust & Community Support o Employee Motivation & Reward o Uniformity and consistency o Simplify o Community "ID" / Entitlement o Harmony o State Advocate o Town Resource Manual o P. I.O. o Access to Departments o Information & Education of Town Services 0 Economic Development/Tourism o Create a business development plan for FH o Become Business Friendly An Information and Training Co Report The Town of Fountain Hills o Become A Tourist Destination o Create A Vibrant Downtown — Complement It With An Upscale Tourist Zone o Develop Regular Show Around The Fountain/Lake o Create A Marketing Plan For Fountain Hills o Develop Cross Endorsement Marketing With Other Communities — Sedona, Scottsdale, etc. o Create Business Seminars To Build Business Base o Director of Economic Development o General Plan/ Redevelopment (Explore Rezone of Inappropriate zones) o Department of Tourism o Tourism / Public Transportation o Identify critical businesses / services (not currently in town) o Educate citizens to this endeavor. o Business Groups / Conventions o Guidelines for Town subsidizing Economic Growth o Accurate Weekly/ Monthly Reports o Growth Tracking Process o Create Affordable Housing o Media support for Town Development o Business Brain Trust / T.E.C., Mastermind (Chamber New Developments) o Group for Tracking Business (Director Economic Development) lw, • Partnering With the Fort McDowell Indian Community o Utility/Transportation and Other Agreement With Fort McDowell Community o Pursue Joint Venture Opportunities With Fort McDowell Community o More partnership in Youth Activities o Mutual Aid for Public Services o Celebrate Diversity / Educate Communities o Establish / Execute Effective Communications Plan o Collaborative Arts/ Entertainment o IGA's between Government o Encourage / Interaction with Indian Communities on Reservations. o Coordinate Business Development with Indian Communities. o Incorporate Indian Communities Displays in Public Facilities Museum, etc. o Task Force to plan Ft. McDowell Centennial Celebration. o Collaborate / Expand Thanksgiving Day Parade. o Coordinate 41h of July. o Coordinate November Orme Dam Celebration. o Joint Environmental Focus 70 An Information and Training Co Report The Town of Fountain Hills • Town -Owned Police, Fire, Emergency Services, Water & Sanitary o Resolve Fire Issue o Form advisory committees o Develop comprehensive long term funding plan o Develop plan for the long-term delivery of police and emergencies services. o Create Coordinated Plan for All Services o Develop Liaison Relationships with State / Region / Public Services Organizations. o Explore Feasibility of Owning Water Utility. • Responsible Stewardship of Our Environment o Develop/refine long term environmental plan o Developing Trailheads, trails and public access to acquired land o Increase Environmental Responsibility — Introduce Recycling o Improve Cleanliness Of Undeveloped Land o Preservation North Of Town o Advocate with State for Reclassification of Surrounding Land. o Ensure Active Voice at State for all Environmental Issues. o Explore Annexation as Tool for Environmental Protection. o Air Quality/ Water Quality o Hazardous Materials. o Support Education Focus o Joint Environmental Focus with Indian Communities. o Liaison with State & Regulatory organizations regarding Preservation. o Encourage collaboration with McDowell Mountain Preserve. o Preservation & Parks. o Committee to Identify Areas regarding clean up open areas, "Signage". o Identify Historical Sites. o Explore possible Cemetery. • Art & Culture. o Expanding Public Art, Performing Art, Theatre, Movie Theatre, etc. o Adopt Guidelines For Public Art o Create A Public Art Commission o Provide Meaningful Support For Community Theater o Restart The Design Process For Performing Arts Center o Create More Entertainment For Children, Teenagers & Families o Ensure Art Is Integrated In All Public Projects o After School Art Education Program. o Percentage for Arts Program. 71 An Information and Training Co Report The Town of Fountain Hills o Broaden Community Involvement in Annual Festivals. • Roads & Traffic o Complete FH Blvd. Improvements o Improve Access To The Town (Northern &Southern Entrance) o Significantly Improve Our Roads & Road Maintenance Standards o Reassess Traffic Management Plans Along Shea Blvd. o Stop Via Linda — Cut Through To Scottsdale o Signage / Link Shea and Beeline to Downtown (lighting.) o Review Via Linda Connection. o Improve Public Transportation. o Review / Re -identify Traffic Standards. o Bring Maintenance Plans Forward to Council & Implement. o Hold Contractors (i.e., COX) Responsible for Repairs. o Improve Connectivity / Multi -Use Lanes. • Building Codes & Standards o Significantly Raise The Aesthetic Standards For Downtown Development & Commercial Building and Institute More Standardized Architectural Guidelines Regarding Building Materials, Colors, etc. o Institute Stronger Building Codes And Standards That Prevent Homes Being Built That Block Neighbors Views and Disturb The Natural Look of Neighborhoods. o Institute National Fire Code Standards. o Maximum time turn -around for Plan Review Process. o Financial Penalty to Town for Non -Compliance. o Balance compliance with service o Registration of Contractors — licensed. o Private Property Rights. o Business License (for out of town services). o Standards for Vacant Land and appearance of property. o Aesthetics. o On -going Committee Liaison with Town & developers, contractors to ensure application and standardization of codes. o NPOA / Plats / CC&R's — Town Ordinances. • Schools & Educations o Be A Good, Effective Partner To The School District o State / County Lobbying more $$$. o IGA's and shared facilities / resources. o Business / Corporate Sponsorships o Affiliation Program. 72 An Information and Training Co Report The Town of Fountain Hills o Housing / Mortgage Assistance. o Support Tax credit. o Sponsor School Events with Town Services and Amenities. o Education Costs paid through surcharge. o Town takeover mentoring — career. o Renaissance — Shadowing o Boys and Girls Club. • Other Town Amenities — Auditorium/Pools/Skate Park o Build An Aquatic Center o Complete Four Peaks Park o Park Benches, bandstand, urban fishing, etc. o Skate Park o Fountain Park Improvement — lights, ambiance. o Runs, races, special events. o Family oriented experiences. o Mini -Golf, Water Parks, etc. o Proactive Participation in Region. o Ambassadors to Town — Specialized. o Joint Marketing Efforts. o Drug awareness and Prevention Programs. o Educate families & stakeholders. o Encourage Standards to Entice Families. o Encourage Fountain Hills to be a Competitive Participant o Arts in schools. o Subsidize / Reduce fees for extra curricular. o Schedule Regular on -going joint work — study meetings with Commissions and Boards. o Charter School success to models. • Fountain Hills Becoming A Proactive Participant On A Regional Level (MAG, Arizona League of Cities and Towns) o Reach Out To Our Neighbors 73 An Information and Training Co Report The Town of Fountain Hills PART 8- BIBLIOGRAPHY The bibliography that follows is a partial listing of some of our favorite books and authors. They are included here for the benefit of those Colliers International Team members who may wish to explore some of the concepts that underlie this work. Forecast and Trend "What Will Be" by Michael Dutouzous "The Long View" by Peter Schwartz "Engines of Creation" by Eric Drexler "The Global Brain" and "The White Hole in Time" by Peter Russell "Platform For Change" and "Designing Freedom" by Stafford Beer "Sur Petition", "Six Thinking Hats" and "Lateral Thinking" by Edward De Bono Ethics/Business "Tough Choices" by Barbara Toffler "In Search of Excellence" by Tom Peters and Robert Waterman "The Fifth Discipline" and "The Field Book" by Peter Senge, et al. "Credibility" by James Kouzes and Barry Posner "Generations" by William Strauss and Neil Howe "Who Will Tell The People" by William Greider "Megatrends For Women" by John Naisbitt and Patricia Aburdene "The Renewal Factor" by Robert Waterman "Race" by Studs Terkel "Influencing With Integrity" by Genie Laborde "Spiritual Politics" by Corinne McLaughlin and Gordon Davidson "Global Learning Organization" by Michael Marquardt and Angus Reynolds "Open Book Management" by John Case "The Magic of Conflict: Turning a Life of Work Into a Work of Art" by Thomas F. Crum "The Soul of a Business: Managing for Profit and the Common Good" by Thomas Chappell "Jesus CEO" by Laurie Beth Jones "The Heart Aroused: Poetry and the Preservation of the Soul in Corporate America" by David Whyte "Leading with Soul" by Lee Bolman and Terrence E. Deal "Love & Profit" and "Love & Work" by James A. Autry "Talking from 9 to 5" and "That's Not What I Meant" by Deborah Tannen, Ph. D. 74 An Information and Training Co Report The Town of Fountain Hills Transformational "The Power of Now" by Eckhart Tolle "Way Of The Peaceful Warrior" by Dan Millman "Seat Of The Soul" by Gary Zukov "Awakening the Healing Light" by Mantak Chia "Interior Design With Feng Shui" by Sara Rossback "The Celestine Prophecy" by James Redfield "Ishmael" and "Providence" by Daniel Quinn "I Am That" Sri, Nisargadatta Maharaj "Where Two Oceans Meet" by James Cowan "All I Really Needed To Know I Learned In Kindergarten" by Robert Fulghum "Gift From The Sea" by Anne Morrow Lindberg "Flow" by Mihaly Csiksentmihalyi "Conversations with God" by Neale Donald Walsch Transitional "Coming Into Our Own" and "A Choice Of Heroes" by Mark Gerzon "Fire In the Belly" and "Hymns To An Unknown God" by Sam Keen �► "Iron John" by Robert Bly "Knights without Armor" by Aron Kipnis "Women Who Run With The Wolves" by Clarissa Estes "Meeting the Madwoman" by Linda Leonard "The Chalice And The Blade" by Riane Eisler "Meeting the Shadow" by Connie Sweig and Jeremiah Abrams "To Be A Woman" by Connie Sweig "Megatrends" by John Naisbitt "Aquarian Conspiracy" by Marilyn Fergusson "The Art Spirit" by Robert Henri "Using Your Brain for A Change" by Richard Bandler "Making Contact" by Virginia Satir "The Wisdom of Women" edited by Carol Spenard La Russo Autobiographies "Memories, Dreams and Reflections" by Carl Jung "Autobiography of A Yoga" by Yogananda "The Life of Teresa of Jesus" by Teresa of Avila 75 An Information and Training Co Report The Torn of Fountain Hills "In My Own Way" by Alan Watts "Be My Guest", Conrad Hilton Community Building "The Road Less Traveled" and "The Different Drummer" by M. Scott Peck "Creating Community Anywhere" by Carolyn Shaffer and Kristin Anundsen PoetN Robert Frost Marie Rilke T.S. Eliot Rumi Wallace Stevens Kahlil Gibran Metaphysical/Religious "Freedom From The Known" and "First and Last Freedom" by J. Krishnamurti "Crown of Life" by Kirpal Singh "Art of Loving" by Eric Fromm "Care of the Soul" and "Soul Mates" by Thomas Moore The Writings of Meister Eckhart "Tao Te Ching" by Lao Tzu "The Myth of Freedom" by Choyam Trungpa "Joyous Cosmology" by Alan Watts Carlos Castenada collected works Tibetan Book of Great Liberation Tibetan Book of the Dead Secret Teachings of All Ages "Man and His Symbols" by Carl Jung "The Mythic Image" by Joseph Campbell Secret of the Golden Flower "The Annalects of Confucius" translated and annotated by Arthur Walen 76