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