Agenda Packets - 1996/02/05 - Laserfiche WebLink

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PROCESS USED TO RESPOND TO MANAGEMENT STUDY The process used to respond to the Management Study included the following: • Establishment of a Management Core Team consisting of the City Manager and Bob Larsen, and the Directors of the following departments: Fire, Inspections, Community Development, and MIS • Facilitated offsite meetings: 4-1/2 days (Management Core Team and Karen Werve) • Interim onsite meetings (Management Core Team only) • Collaboration: Management Core Team led by the City Manager engaged in unprecedented open dialogue and debate on issues in the community, collectively taking on the "City leadership" role, to achieve an integrated plan that made sense and could be supported by every manager on the Core Team • "Powered through" list of issues raised as a result of the Management Study to create a plan embedded with several core values that integrates the needs and concerns of Council, community, and staff as discerned from the interviews conducted by consultant, Karen Werve • Key ingredient yet to be scheduled: Staff involvement in "fleshing out" the "skeleton • design and addressing key implementation issues • Bottom line issue: Alignment Alignment is having the elements of design all supporting and reinforcing each other (as depicted on the diagram on the next page), and thereby moving the organization forward. When these elements are misaligned -- as with the City when the stated goals of redevelopment/economic development are very different from the City's mission of enforcement (by default) -- the organization's energy becomes diffused, and the organization inadvertently ends up fighting itself. The result is that problems exist, but no one is sure why, until ultimately the organization is pulled apart with inefficiencies and lack of results. Staff are all working hard; but without cohesion, results are not achieved, and their efforts go unnoticed or unappreciated. 4