HomeMy WebLinkAbout01-30-06 Study SessionSTUDY SESSION
Monday, January 30, 2006
7:00 p.m. -Council Chambers
Minutes of Meeting
Mayor Chinnici-Zuercher called the meeting to order.
Present were Mayor Chinnici-Zuercher, Vice Mayor Lecklider, Mrs. Boring, Ms. Salay,
and Mr. Keenan. Mr. Reiner and Mr. McCash were excused.
Staff members present included Ms. Brautigam, Mr. Harding, Ms. Crandall. Ms. Ott and
Ms. Puskarcik.
Consultants present: Mike Herrline and Natalie Griffin.
Mayor Chinnici-Zuercher noted that tonight's topic is the Employee Leadership
Development Program, which the City Manager implemented and would like to continue.
During the 2006 Budget Review, however, that item was set aside until Council had the
opportunity to fully review the program. Last year, there were a several occasions when
Council received a significant amount of information on topics without sufficient time to
study the information before action was requested. To avoid making quick decisions
without taking the time to thoroughly contemplate an issue, Council agreed that in future
instances, the information would be received, but no action would be taken at that time.
Council would take time to study the issue, then hold a dialogue to be followed by
Council action. Consequently, tonight the information will be received and questions
asked by Council. Council will schedule the issue for action in approximately a month.
PRESENTATION:
Ms. Brautigam thanked Council for allowing her to present information about the learning
and development project. She is fully aware that this is a Council policy decision
because it is a budget decision. It is Council's responsibility to make the final over-
arching policy decision about whether the $86,500 that is requested for this part of the
project is appropriate.
Ms. Brautigam introduced Natalie Griffin, who has assisted the City Manager's office with
the leadership component of this program, and Michael Herrline, who has focused on
business plans and development of a strategic plan for the organization, which was
included in Council's packet information. She listed the items provided in the packet for
this meeting:
- National Workforce Trends
- November 14, 2005 Memorandum to Council. It was the second part of that memo
an which Council deferred action.
- Internal Strategic Plan 2006-2010
- Employee Turnover Rate
- Reading Materials
- Leadership Academy {L.E.A.D.). This is the primary item for which funding is
requested.
Ms. Brautigam reviewed a PowerPoint presentation.
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Monday, January 30, 2006
Page 2
National Workforce Trends
The City focuses on providing a high quality of life for Dublin residents through the
services of great employees. The hope is that the City will continue to attract and retain
top-quality employees so that the City can continue to provide excellent services.
Dublin is an employer of choice. This is evidenced by a low turnover rate. Dublin has
been well under the industry standard for a significant number of years. The statistics
here show the last 3 years. One reason the City is an employer of choice is due to its
pay philosophy -Dublin pays well. The classification and compensation study currently
under way is anticipated to show that Dublin continues to be one of the top employers in
the area. Dublin has a dedicated and excellent workforce who enjoy acutting-edge work
environment - a proactive and strategic organization.
Unfortunately, in the next ten years, two-thirds of the management team members will be
eligible for retirement, even if they do not retire. One-third of the supervisors will achieve
an eligible retirement status. In addition to the potential retirements, there is the regular
turnover.
National workforce trends show that Dublin will not be the only entity to lose employees.
This will occur throughout the workforce, but there will be fewer employees to replace
them. As a result, in ten years Dublin will begin to compete for top talent. Dublin wants
to be the winner in the competition for talent. To do that, Dublin should invest in its own
employees to make sure that the City's current employees are the City's future leaders.
This is called human capital management. The City invests in its infrastructure; it should
also invest in its employees. Dublin has always been a national leader, on the cutting
edge. To continue to stay on the cutting edge, Dublin must invest in its future today.
There is another trend that is changing work environments - a workplace culture trend.
One of the articles provided in the binder describes the traditional workforce and the
emerging workforce. The traditional workforce wants to come to work for job security -
the job is appealing because it is secure and will provide a secure retirement. Their view
of loyalty is staying with the employer a long period of time. The prefer job predictability
- coming to work knowing what they will do every day. However, as the article shows,
the emerging workforce does not have this view. Their view of loyalty is, "Can I provide
the best quality of work to my employer today." They want to think creatively and have
opportunities for growth. This doesn't mean those employees intend to leave the
workforce. They will stay as long as the traditional workforce. They just have a different
need. They prefer a growing, learning opportunity over predictability.
For Dublin to attract the emergent workforce, Dublin must do a few things:
1. Attract and retain the best people
2. Develop our current staff to be tomorrow's leaders
3. Instill an understanding and commitment to our mission, vision and strategic plan
in the current staff. The new worker wants to know why they are coming to work
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Monday, January 30, 2006
Page 3
every day. Helping them understand the vision of the City will help them know the
job they do makes a difference in people's lives.
We have already done many things in this area, including:
1. Develop great teams:
a. Core Values Team. When she first came to the City, she asked what the core
values of the City were. She discovered those hadn't been identified. Core
values is what employees care a lot about. So a team was formed to meet with
groups of employees and identify the City's core values. The team developed
the current list of core values as a result of those meetings.
b. Historic Dublin Team. There were no management members on the team. She
selected the team members from a broad range of employees -from Parks
and Recreation, Code Enforcement, Streets and Utilities, Planning and
Economic Development, to give awell-rounded view. They created a
wonderful plan, which has been tweaked by the public. It will eventually be
submitted to Council for adoption.
c. Employee Benefits Team. This team was also selected from a broad range of
employees, union and non-union. They had the task of reevaluating employee
benefit s and developing a plan that would save the City money. That
recommendation was submitted to Council last June, and in ultimately, that
recommendation was incorporated into the budget. The employees have been
made aware of the new benefit plan. Although the employees will be required
to pay mare for their medical services, the new plan is not out of line with the
private and public sector. The new plan will save the City $600,000.
d. Business partners. Human Resources will initiate this new program. Several
Human Resources specialists will be embedded in the other work units. They
will spend the majority of their week on site in those locations.
Strategic Planning
The management team spent several months last year working with Mike Herrline to
develop the internal 5-year strategic plan for the City, which is based on Council's goals.
Once Council has identified its new goals this year, the strategic plan will be reviewed to
ensure it is aligned with those goals. The strategic plan will then be used as the internal
vehicle to align employees' work plans with the City's goals.
The City has been getting national recognition for efforts in this area. Next winter, they
will be presenting at the Center for High-Performing Organizations on how they were
able to move the City in this direction.
Funding Needs
- Continue the strategic plan development and the outcome-based work unit
business plan development. The employees will be required to work with a facilitator to
define how their work meets the goals of the City -does it comply with the Strategic
Plan?
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- Develop Leaders.
This "best practice" -developing leaders, is discussed in the articles provided in the
packet. The specific budget items are:
- Professional development of key employees and supervisors, or succession
planning. The primary reason for employees leaving an organization is not pay or
benefits; it is because they do not like their supervisor. They are currently working
on a program called "Expectations of Managers." The supervisors will be taught
how to nurture their staff, haw to establish goals for their staff; how to hold them to
those goals; and how to utilize the new performance evaluation.
- Leadership Academy. This will provide the broader development of employees.
The academy, which will occur over a 2-week period, will involve 36 employees at
a time. The employees are made aware of what it means to be a leader within the
organization.
- Executive Coaching for Leadership Development. This is the cutting-edge
practice of top organizations. Council has recognized this by providing the City
Manager with an executive coach. The top employees will receive this coaching.
- Performance Appraisal Project. This project will address the need of employees to
understand their personal goals.
All of these items address accountability, teamwork, involvement and empowerment,
which are the issues employees care about.
Council has asked how the results of the leadership development program are gauged.
She has chosen to use the term "gauge" rather than measure because measure implies
the use of hard numbers to convey the answer. In working with human capital, hard
numbers are not always available. Therefore, the results will be gauged as positive
when:
(1 } The City is consistently able to promote existing employees to higher level
positions;
(2} The City is able to recruit talented and visionary employees;
(3} The City remains competitive in the job market;
(4} The City-wide Strategic Plan and department business plans are implemented.
Because the unit business plans will focus on outcomes, they will be measurable.
The individual employee development and learning objectives will also be
measurable.
(5} Employees achieve their individual development and learning objectives.
The new performance appraisal plan currently being developed will require that
each employee have an individual work plan defining what they are to achieve
the next year. They will be measured on whether they achieved that goal.
(6} Employee turnover rates are maintained even when the imbalance occurs
between those entering and leaving the workplace.
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(7} Employee attitude or engagement surveys are positive.
Professional assistance may be required for the survey.
(8} Customer service surveys reflect satisfaction with the delivery of services.
In summary, to build a 21St century organization in Dublin, we care about the services.
To deliver those services, it is important to position the organization to have the kind of
leaders and employees who deliver the great services that Dublin is known for -that is
what the learning and development initiative is about.
QUESTIONS:
Mayor Chinnici-Zuercher inquired what percentage of the employees are anticipated to
benefit from this formal leadership development.
Ms. Brautigam responded that over time approximately 90% of the City's employees will
be brought to understand the strategic goals of the organization, so they will all
participate in some form of training or development related to this objective.
Mayor Chinnici-Zuercher inquired if employees' performance evaluations would reflect
whether or not they met their goals.
Ms. Brautigam responded that they would. The interaction with their supervisor will be
important. The supervisor will define the importance of that employee's job to the
business plan of the work unit, the strategic goals of the organization, and ultimately,
Council's goals. During the year, the work units will meet for an hour or two to talk about
Council's goals and the importance of their unit in meeting those goals.
Mayor Chinnici-Zuercher noted that to conduct this program, a significant amount of
money is spent on outside consultants. Would it be possible for the Human Resource
Department to become sufficiently trained in these principles to be able to manage the
program rather than continuing to pay outside consultants far the service?
Ms. Brautigam responded that in December the HR team was trained in how to identify
the core leadership competencies desired for the City's supervisors and department
heads. Now, HR is working with the different work units who will be recruiting new
employees. For example, Mr. Ciarochi recently met with HR to define the core
competencies of the Chief Building Inspector position.
Mr. Harding stated that HR is evolving from the processing role to become a strategic
partner in the organization. As part of the transition, the business partner program will
be implemented. The purpose of having HR members embedded in the other
departments will be to enable them to learn everything they can about the work units they
serve. As they understand the developmental needs, they can match those to the care
competencies. In its new role in the future, HR will identify competencies and revise the
systems, including performance appraisals and compensation, to align with the Strategic
Plan. HR will provide the in-house consultants for employee career development and
workforce planning.
Mayor Chinnici-Zuercher inquired what level of HR staffing would be required.
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Mr. Harding responded that it would be accomplished with existing staffing. The concept
of business partners means that HR will no longer perform centralized functions for the
organizations. The various business units will be trained to perform tasks, such as
behavioral interviewing, candidate selection, identification of core competencies issues
and skill gaps with the help of the HR business partner on-site every day. The economy
of that transition will eliminate the need for additional HR staff.
Mr. Harding referred to the City Manager's description of the emerging work force, or the
millenials. The forecast is that within the next few years, 70% of the available workforce
will be made up of millenials. They will have a different set of expectations than the
"baby boomers" or "generation X'rs." They will be seeking an environment with
opportunities for growth and development. Unless Dublin transforms from the traditional
government culture to an "emergent" culture, the City could eventually be at a
competitive disadvantage.
Mayor Chinnici-Zuercher stated that usually growth and development is not
accomplished by training. It is accomplished by engaging the employee within the scope
of their work to empower them with decision-making authority. Leadership development
occurs as a result of performing more decision-making.
Mr. Harding agreed that most of it can be accomplished without specific funding by
providing challenging, targeted or rotational job assignments. There are different
development strategies. One idea the City Manager had hoped to develop is a practice
of the private sector - a corporate university, which would have a specific curriculum
developed in tandem with a local college or university. The City would not need to run its
own development program if it partners with a local college who would offer a desired
curriculum. This would be beneficial for succession planning purposes. The City can
identify the key leadership competencies, but some individuals either do not have all the
competencies or need to develop them. With a corporate university, the City would be
able to develop its employees over a period of years in a sustained learning plan. If the
City can grow its own talent from within, it will not be dependent upon the outside
workforce .
Ms. Salay stated that Mr. Harding seems to be saying the City will be moving from a
traditional workforce to a millennial workforce. This seems to be occurring in other work
settings. For example, in education the traditional classroom is being replaced -the
teacher providing information is being replaced by a teamwork learning experience. A
more flat organization puts everyone on the same level of understanding. If that is the
intent with this proposal -provide all employees a wider scope and empower them to
make decisions on their own because they are comfortable doing so. In the past, only
key individuals could make decisions. Will the outside training that has recently been
provided to internal training? What development would occur with a new employee?
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Ms. Brautigam stated that they will have a work plan, but the City could have a career
path in mind, as well. For instance, in the Information Technology Division, a Help Desk
person would be able to advance to Analyst, then Systems Analyst, then Network
Operator. Their development will involve management as well as technological skills.
The intent is to focus on an employee's strengths. This occurred recently with Dana
McDaniel. He is the City's top employee. He had been the head of the Service
Department for many years and knew it well. But Dana was allowed to move from the
position of Service Director to Economic Development Director, where he instantly
excelled. His new position called upon his unique strengths - it was the right time in the
right place. In another situation, an administrative assistant has been occasionally used
in the payroll office because she has accounting skills. In succession planning, she
could be developed to work in a different part of the organization. In identifying
employees' strengths, they can be utilized in a different scope of work. This is also
occurring with Chief Epperson, who has been selected to head up the Central Ohio
Innovation Center development. Chief Epperson's strategic thinking ability have made
him a great police chief, but now he is applying that ability to a planning and
development project.
Mr. Harding noted that in the future there will be a premium on flexible employees rather
than on specialists.
Ms. Salay stated that if the reason employees leave is not salary, but the desire for
development, this program would produce satisfaction and retention.
Mr. Lecklider stated few organizations engage in meaningful employee appraisals.
Evaluation systems of the public sector have not changed significantly. The appraisal is
very important to all employees, and there is a limited ability to appeal. Often, individual
work plans are put in place for the employee who is in trouble. He is interested in the
idea of a work plan for every employee, as they would benefit from a clear perspective of
what is expected of them.
Mr. Harding stated that plans that address performance improvements rather than
performance deficiencies. Individual developments plans {IDP's} is the concept of
aligning every employee's work plan with the organization's strategic plan.
Mr. Lecklider inquired if the appraisal ties into the employee's merit pay.
Mr. Harding responded that it will be important to the coming emergent workforce to be
able to distinguish performance levels -the high performers vs. the low performers.
What he is learning is that the compensation system should reward the high performers -
there needs to be a meaningful differentiation between the high performer and the low
performer. The classification/compensation study will provide a recommendation that
reflects that concept. Traditionally, that has been called "pay for performance" and is
common in the private sector. The City is recognizing that it needs to move from a
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Monday, January 30, 2006
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longevity-based compensation to begin to compensate those who are helping the City to
meet the City's strategic goals and objectives in a more meaningful way -- those
individuals will receive significant compensation. The employees who want to work the
"same old way" probably will not receive the same compensation as those who produce
the results - aresults-oriented performance appraisal and compensation system. Of
course, the City has always been results-oriented and performance-oriented. However,
the intent is to make organizational system changes to reflect current practices.
Mr. Lecklider inquired the amount of time an employee would be required to invest in this
program. While some commitment of time is necessary to advance an organization, it
should be weighed against the daily and weekly demands of the job. Estimates of the
amount of time necessary for certain staff have been provided. He requested an
expansion of the general estimate.
Ms. Brautigam responded that 6-8 hours annually would be needed for front-line
employees. The supervisor would meet with crew members to develop their business
plans. There would also be group meetings for those employees. The goal would be
top service to the citizens.
Mr. Lecklider inquired if the 6-8 hours would be broken up quarterly or semi-annually.
Could it mean that 20 employees would be out for the day involved in this effort as
described?
Ms. Brautigam responded that it would not. The time would be cumulative, over the
course of a year.
Ms. Brautigam stated that for supervisory and management personnel, 16-24 hours in
development programs is estimated -- the industry standard is 40 hours. Half of that time
will be involved in attending conferences relating to the employee's particular discipline.
The remainder will be spent in development opportunities. The top level management do
not need management training, so their time would be spent attending conferences and
bringing back cutting-edge ideas. Top level management also spends a significant
amount of time in management team meetings discussing the aver-arching management
issues -that is where their development occurs. It is the mid-level managers and first-
line supervisors that will receive the formal development training.
Mr. Keenan inquired how much time the City Manager spends on these initiatives.
Ms. Brautigam responded that she has spent approximately 25°~ of her time on this.
Mr. Keenan inquired when she initiated the program -when she was first hired, or later?
Ms. Brautigam responded that she initiated it in fall 2003. She was aware of this type of
program before she came to Dublin, however, so she came to the City with a focus on
outcomes. The balanced scorecard is a theory developed by a gentleman at Harvard
University. He uses it with corporations to get them aligned with a strategic vision.
Although other cities are trying this, the premier city pursuing this type of effort is
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Page 9
Charlotte, S.C. To do so, the city must first identify its primary goals. Then, for each
goal the necessary financial, customer service, and employee learning and development
components to achieve those goals are determined. In Loveland, Colorado, she tried to
explain the balanced scorecard theory to City Council, but they were not sympathetic.
She backed off and focused more on identifying outcomes for the different departments.
They had a seminar on outcomes shortly before she left, and that fall, Loveland
developed an outcome-based budget.
When she arrived in Dublin, she discovered that Dublin already had the highest service
level in all areas. Dublin also focused on providing technical training for its employees;
however, there was no systematic employee learning and development process. She
had learned from the balanced scorecard concept that this focus should be embedded in
the organization. She sent Mr. Harding to the University of Virginia to learn about this
concept. When he returned, he and she discussed how to implement this process in
Dublin. Shortly after, she began to send the City's tap employees to the school to learn
the ideas involved. The focus has evolved from the University of Virginia model to a two-
fold attack: {1 }the City organization must develop a strategic plan, and {2} employee
learning and development program. The idea now has transformed into a focus on
strategies, values, and employee development.
Mr. Keenan stated that everyone is concerned about outcomes. You have been pursuing
this for two years. It is very difficult for him to want to fund this initiative when looking at
what has recently happened to the City's Planning Department. The effort of the past
two years has not produced desirable outcomes in the Planning Department. He is
concerned about this.
Ms. Brautigam stated that she is also concerned about the Planning Department. Their
problem is that they have not had a good leader recently. When Mr. Ciarochi was interim
Planning Director, he did a good job, but the new Planning Director has not been able to
perform adequately. That is the reason the Planning Director has decided to retire.
Since the beginning of the year, she has tried to become more engaged with that
department. She has attended their staff meetings to hear and discuss their concerns.
Some of the Planning staff have attended leadership development sessions and been
positive in their response. In a meeting she attended with Planning staff last week, they
discussed ways in which the planners could utilize other staff members in the work. They
division has not been working as a team, and it is her goal to accomplish that. Today, a
planner reported that the division will be changing their case allocation process to
engage other staff members. Although in the past, the division has not been doing what
she has told them to do, she is now focused on making those changes.
Ms. Salay inquired which department has embraced the idea and is going in the desired
direction.
Ms. Brautigam responded that Engineering has. When it was necessary that one of the
crew leaders, Ms. Willis, move to a different part of the Engineering organization, the
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Page 10
crew became aself-directed work unit. A replacement crew leader was not hired. A
couple of years ago, Council authorized an Assistant City Engineer position in the
budget. That person still has not been hired. Mr. Hammersmith has been working with
Mr. Herrline to revise his department; consequently, an Assistant City Engineer probably
will not be hired. Other employees have been given opportunities to assume leadership
responsibilities.
Mrs. Boring stated that there appears to be a gap between the ideas and what is actually
happening -they do not mesh. In fact, the annual turnover is now increasing. During
this time, some Planning staff have been hired, had the advantage of this program, then
left, regardless of the program. In addition, the young people entering the workforce that
she has observed are interested only in having the opportunity to work in their chosen
field of interest. They are not being selective about these other aspects of the job. And
in the City, recent numbers do not show that the program is working.
Ms. Brautigam stated that the difference in the turnover rate is not significant. It is
important to compare these numbers with the general turnover rate, which is much
higher.
Mrs. Boring stated that isn't applicable for this central Ohio area where generally people
do not want to leave their families or the area.
Ms. Brautigam stated that in northern Colorado, an area people usually do not want to
leave, the general turnover rate was 10%. In Dublin, a variance of a 4-6°~ is not
significant. In some years, more employees retire than in other years. The report still
indicates that Dublin is doing a good job. In reference to Ms. Boring's comment that
positive results are yet occurring -that is what is difficult about this type of change.
Although the departments are working on this process, some are further ahead than
others. The Planning Department is struggling, and she is committed to working on
changes in that division.
Mayor Chinnici-Zuercher stated that she would not argue with the over-arching goal that
has been identified. Many of the things Mr. Harding described reflect industry changes,
and an organization would adjust to meet the industry changes irrespective of this
particular initiative. But we have to keep our own alignment, and that is the balance
between the time and energy spent on this initiative versus the workload of our
employees. In this particular community, there are many opportunities. Although it is
necessary to have staff that have amulti-task capacity, there are some positions that by
definition perform specialized routines. It is important that they focus on meticulous
performance of those routines and not focus on developing the ability to perform other
jobs. In all organizations, there are some jobs that are routine and do not call for a level
of development. Yet, they provide a very valuable direct service to the community.
There is a necessary perspective. There are tiers. An organization must have top
executives who are visionary and creative and entrepreneurial. But it is not desirable
that all employees should be that way. It is important to have some employees who say
they love their specific job, do it well, and meet the expectations of that particular job.
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Page 11
They are steady, competent, service-oriented good employees -the type of employee
the City wants and needs.
Ms. Brautigam agreed. Today, she saw this type of employee in action. On her way to
an appointment today, she observed three Streets & Utilities employees changing a
citizen's tire. Although that task is not part of their specific job, they understand that the
City's priority is top customer service. They all showed leadership when they stopped
the City truck to provide that service.
Mayor Chinnici-Zuercher stated that everything should be balanced with the over-arching
fact that the City is a tax-based organization, and thus, is responsible for the utilization of
those tax dollars. That is what it ultimately comes down to -that the tax dollars are spent
in the best way possible to serve those who pay the tax dollars.
Ms. Salay stated that the money saved from the two Engineering positions that it was not
necessary to fill could be considered as the funding for this program.
Ms. Brautigam responded that she wouldn't try to make that argument.
Ms. Salay stated that as a taxpaying resident, she is OK with the program if the result is
better service.
Mrs. Boring stated that the only problem is this level of service has been provided before
this. The Streets and Utilities workers have often stopped their work to change tires and
other services to citizens.
Ms. Brautigam stated that she was not trying to say the recent initiative made those
workers provide that service. She was agreeing with the Mayor about the value of
having those types of customer-service focused employees, who do not need executive
leadership training.
Ms. Salay inquired if the effort would be made to involve them in the leadership
development training.
Ms. Brautigam responded that they would not be involved in it.
Mr. Lecklider stated that an investment of 8 hours a year on its front-line employees is a
worthwhile investment for the City of Dublin. The front-line employees have critical
contact with the City residents -consider the Irish Festival event and the Fourth of July.
While they may not perform better because of the initiative, there is a benefit from having
these concepts ingrained in the culture in a way that survives the turnover. This program
could encourage employees for a relatively low cost investment. He assumes this
program was front-end loaded in terms of the time commitment required of the higher
level staff. He inquired if that time commitment would now taper off.
Ms. Brautigam concurred that is the case.
Mrs. Boring stated that, again, the minimal hours cited are not what she has evidenced.
Every time she tries to contact someone, they are in meetings.
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Page 12
Mrs. Boring stated that the information provided to Council did not state where Ms. Griffin
received her degree.
Ms. Griffin responded that she received a Bachelor in English from Westminster College
in Pennsylvania.
Ms. Brautigam stated that what Mrs. Boring is referring to is that the initial time
investment of the Leadership Development Program. It involves 36 employees in an
intensive training period over the course of two weeks, amounting to approximately 34
hours. An attempt is made to involve a broad spectrum of employees -union, non-
union, front-line and up to mid-level supervisors. This training covers communication,
teamwork, emotional intelligence and a 3-day session on the theories of an organization
-- how vision, strategy and values work together to produce results for an organization.
That is followed up by a discussion on business plans.
Ms. Crandall stated that she would like to emphasize that the learning and development
funding that is requested is targeted specifically for the Leadership Academy training and
succession planning. However, the true development does happen through experience
on the job. Sitting in a classroom does not teach that. However, the training that has
been selected is very interactive. The employees are expected to take that to the next
level and do something with it. Other development efforts, such as having the employees
perform assignments they wouldn't normally da, involves no financial commitment.
Ms. Brautigam stated that the request to Council was for two items: {1) the budget
appropriation for the Leadership Development Program, and {2) Council authorization for
implementation of the City's internal working document, the Strategic Goals as defined.
She would like to use that document to initiate the employee business plans component.
Ms. Salay noted that she would find this overview beneficial during Council's goal-setting
in a few weeks.
Mayor Chinnici-Zuercher thanked Ms. Brautigam for the presentation.
Mayor Chinnici-Zuercher moved to adjourn into executive session for the discussion of
Board and Commission appointments.
Ms. Salay seconded the motion.
Vote on the motion: Ms. Salay, yes; Mr. Lecklider, yes; Mrs. Boring, yes; Mayor Chinnici-
Zuercher, yes; Mr. Keenan, yes.
The meeting was adjourned at 8:35 p.m.
Deputy Clerk of Council