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AGENDA
SPECIAL EDEN PRAIRIE CITY COUNCIL MEETING
TUESDAY, NOVEMBER 25, 1986 6:00 PM, SCHOOL ADMINISTRATION BUILDING
BOARDROOM
COUNCIL MEMBERS: Mayor Gary Peterson, Richard Anderson,
George-Bentley, Patricia Pidcock, and Paul
Redpath
CITY COUNCIL STAFF: City Manager Carl J. Jullle amd
Recording Secretary Jan Nelson
PLEDGE.OFALLEGIANCE
ROLL, CALL
I. :APPROVAL OF AGENDA
II. JOINT DISCUSSION WITH EDEN PRAIRIE SCHOOL BOARD
A. School District's Building Plans: and Referendum .Schedule
B. City's . Potential Referendum Needs and Schedule
III. CITY MANAGER'S REPORT
A. Report on Conferences Attended
B. Review of Goals for 1987
C. Salary Review (Continued from October 21, 1986)
D. New Council Chambers Plan (continued from November 18, 1986)
IV. NEW BUSINESS
V. ADJOURNMENT.
MEMORANDUM
TO:
FROM:
SUBJECT:
DATE:
Mayor and City Council
City Manager Carl J. Jullie
Continuation of Salary Review
November 10, 1986
On October 21, 1986, the City Council reviewed my salary proposal as outlined in
my memorandum of September 22, 1986. The Council granted the requested increase
effective October 1, 1986 but continued further consideration of the balance of
my proposal to the November 25th Special Meeting.
The Council requested that I present a summary of the various seminars I have
attended over the past several months. In response to this request I have
prepared the following highlights and comments regarding each seminar:
I. Leadership Training for City Department Heads & Supervisors.
A four-hour session on effective ways to supervise employees.
Presented by Hilmer & Linda Carlson.
We began the session with a discussion of McGregor's X-Y
theory of employee behavior. The "X" part proposes that
people must be threatened with something unpleasant if we
expect them to do good work. In other words they must be
"afraid" to do bad work and thus they will do good work.
The "Y" component suggests that employees all want to do
good work, but they must be provided with what they need in
order to do so. It is the supervisors responsibility to make
sure such needs are met if we expect our employees to succeed.
Next we talked about coamunicating with our employees and
listening skills. The importance of clearly written rules
and expectations from employees was reviewed. Such rules
must be reasonable, enforceable, definable and equally applied.
Coping with stress was also explored. Such things as spiritual
beliefs, physical exercise, diet, future retirement plans
and belief that one has something positive to look forward to
are all good stress relievers.
We then discussed categories of challenging employees.
Category 1 involves those whose quality or quantity of work
is unsatisfactory due to lack of abilities, training, or
job motivation. Questions that supervisors must ask regarding
this group are:
1. Does he/she have what it takes?
2. Is desired performance punishing?
3. Is nonperformance rewarding?
4. Does performing really matter?
5. Are there obstacles to performing?
6. What is the performance discrepancy?
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7. Is it important?
8. Is it a skill deficiency?
9. Could he/she do it in the past?
10. Is the skill used often?
The second category involves those whose personal problems off the
job begin to affect job productivity. These problems can include
alcoholism, drugs, or family relationships. Confronting such
employees must be done carefully. Strategies for alcohol/drug
related conferences are as follows:
1. The supervisor documents the effects at work of
the employee's alcohol/drug use to the employee.
2. The supervisor offers to help.
3. The supervisor requires the employee to
participate in an Employee Assistance Program.
4. Evaluation and carry out an appropriate
rehabilitation program such as Alcoholics
Anonymous.
5. The supervisor notifies the employee that the
consequences of not participating in
rehabilitation is loss of the job.
The third category is those who violate laws while on the job,
such as stealing from the company or its employees or physical
abuse of employees or their property. The fourth category
are those who consistently break company rules and do not
respond to supervisors reaction.
The following is a checklist for supervisors to use to help
determine causes of deficient behavior:
1. Problems of Intelligence and Job Knowledge
2. Emotional Problems
3. Motivational Problems
4. Physical Problems
5. Family Problems
6. Problems Caused by the Work Group
7. Problems Originating in Company Policies
8. Problems Stemming from Society and its Values
9. Problems from the Work Context (e.g.,Economic Forces)
and the Work itself.
During the concluding portion of this session we broke up into
teams of 3-4 supervisors and discussed case examples such as:
"Tom is a pretty good employee. But John, his
supervisor, is driven up the wall by him. Tom just
can't seem to follow the company rules. And when John
tries to talk to him about it, Tom gives him a hard
time and may even seem to threaten him if he tries
to do anything about the problem. How would YOU
handle this?"
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II. Minnesota City Manager Association Spring Conference. A three-
day seminar on Personal/Professional image, leadership roles
& changing rules of our lives.
This annual conference was well attended by City Managers
from throughout the State. Also several County Administrators
were present. There were ample opportunities for informal
interchange of ideas and information which was helpful and
interesting.
This conference had three major themes. These were:
1) Creating a Winning Impression, 2) Leadership and Power:
Doing Well by Doing Good, and 3) Changing the Rules of
Our Lives. Instructors were Rubye Erickson of Erickson &
Associates and Dr. Layne Longfellow, an internationally
known psychologist and lecturer.
Ms. Erickson presented a session on how to build a positive
personal and professional image. The value of looking
your best and projecting an image you choose has been well
documented. Four major factors in creating a positive
first impression nonverally are: A) Body Language, B) Wardrobe
Development, C) Personal Appearance, and D) Attitude. The
steps to be taken in order to develop a postive image are:
1. DEFINE your image objective!
2. KNOW your BEST COLORS; personally and business wise.
A. Read a book!
B. SEE A COMPETENT PROFESSIONAL CONSULTANT!
C. Ask a friend or spouse! (Fraught with danger.)
3. KNOW your BEST STYLES!
4. KNOW your budget.
5. KNOW your needs vs. your wants.
6. DEVELOP a basic wardrobe plan.
7. EXECUTE the plan.
8. REVIEW WARDROBE PLAN AND UPDATE ONCE OR TWICE A YEAR.
The final portion of this session involved a group discussion on
image makers for men and women. Items such as colors, fabrics,
clothing accessories, hair, glasses, ties, belts, shoes, etc.
were reviewed regarding "how to" and "how not to" create a
positive image.
The second general discussion titled "Leadership and Power -
Doing Well by Doing Good" was presented by Dr. Layne Longfellow.
An interesting review was presented on aspects of various types of
organizations which we encounter and participate in. These are
1) Coercive (prison, army), 2) Remunerative (business), and
3) Humanistic (church, school, hospital). City government
is a combination of each of these. Organizational powers
come from physical force, financial incentives and social approval,
respectively. Dr. Longfellow suggests that the Pre-World War
II generations, the "Depression Babies" see work as being real life
an end in itself. And the newest generation majors in business
and computers because they have concluded that's the best way to
get as much as possible as fast as possible. Thus leaders must
recognize some very basic differences between the older work force
and younger workers.
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In the third session, Dr. Longfellow traced historical eras
of parenting styles. The Pre-World War II generations vowed
never again to suffer the hardships of the Depression. They
vowed to create a world of ever-expanding affluence so that
neither they nor, more importantly, their children would
ever have to be that poor, to live like that again, and they
succeeded. Their children are now in the work force and
assuming responsibility for the productive capacity of the nation.
This generation does not "live to work", but rather they work
to enjoy life and the benefits of affluence. Dr. Longfellow
suggested that Alvinleffliir'srecent book "The Third Wave'
as good reading for managers.
III. Managing Local Government: Challenge for 1990's. A one-day
conference presented by Hamline University.
The basic message of this conference was that local governments
will need to do a better job of involving citizens in order to
resolve community problems. One of the seminar presenters,
Mr. H. Bern Ewert related a successful inner city renewal project
in Roanoke, Virginia which succeeded only after getting the
community solidly behind the project through a very aggressive
promotional campaign which included neighborhood residents as
project leaders. Extensive use of Cable T.V. and opening of a
"storefront" right in the middle of the renewal area were
essential elements of success.
Small group discussions were held on the following topics:
1) Legal issues and liability insurance, 2) Employee Career
Development, 3) New options for Women in Local Government, and
4) Tax Reform.
Mayor Latimer presented the keynote address. He said that he
favored an extension of the Fiscal Disparities program over the
entire State rather than just the 7-county metro area (bad for
Eden Prairie).
The closing session involved a panel of City officials who
stressed the need to simplify our State's tax laws and to find
more equitable methods for distributing government aids. Also
the fiscal disparities inequities must be corrected. These
problems must be resolved in order to keep peace among cities
and help avoid costly special-interest lobbying efforts by
splintered groups of cities.
IV. Managing People. A one-day seminar on ways to improve leadership-
ship style and skills. Presented by Keye Productivity Center.
This seminar was attended by about 150 persons, mostly from
private industry. The instructor, Mr. Mel Blazer was a very
dynamic, well prepared speaker and there was good audience
listening and interaction. The goals of the seminar were to:
1) Identify styles of thinking, 2) To become a more versatile
problem solver, 3) Maximize supervisory skills, and 4) Identify
how superior leaders function.
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The four simple rules to management success are:
1. Lead effectively
2. Solve problems effectively
3. Communicate effectively
4. Be decisive and take action
Qualities of good leader:
1. Have a personal interest in the welfare
of their employees. They want to help them
succeed.
2. Allow employees to make mistakes, thus not
destroying enthusiasm and creative risk
taking.
The "Wallenda Factor" - Carl Wallenda fell to his death because
just before his last tight-wire walk, his wife said that he
was, for the very first time, thinking about falling. To avoid
failure, we should embrace our goals positively and with the
energy to go forward.
We also reviewed the "Abilene Paradox" which says that "Every-
one goes along because no one wants to seem uncooperative."
1/3 like you, 1/3 don't and the other 1/3 doesn't care. Make your
decision and go with it.
Each participant answered a series of 90 questions designed to
identify our thinking styles. These styles can be grouped as
follows:
A Synthesist - speculates, stands back, provides opposite
view, challenges and may sound argumentative. Seeks
new ideas.
B. Idealist - encourages, expresses values and feelings,
focuses on big picture, receptive, attentive and
supportive. Good listener.
C. Pragmatist - takes marketing view, seeks what's possible,
adaptive, open and sociable. Tries other solutions.
D. Analyst - Systematic, appears distant, pays attention
to detail, orderly, cool and studious. Seeks information.
E. Realist - objective, expresses strong opinion, simplifies,
corrective, direct and forceful. Gives direction.
The results of my questionnaire indicated that my preferred styles
were pragmatist, folowed closely by idealist. It is important to
try and know the style of others you are dealing with so you can
realize their perspective and try to adopt your style accordingly.
Planning is a very important element of managing people. Success-
ful planning means setting goals. Goals give us a means to
measure performance. Goals should be:
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1. Written - shows you have commitment;
2. Specific - measurable, get others involved;
3. Realistic and attainable; and
4. Have a deadline.
Priorities should be set as follows:
A. High priority - Do today;
B. Medium Priority - Do in I week; and
C. Low Priority - Do in 30 days.
Each day write down your list of "things to do" and assign appro-
priate priorities.
A five-step formula for motivating others:
I. Make people feel important;
2. Communicate with them (talk - praise - feedback);
3. Provide security;
4. Be a leader. Provide people with a goal; and
5. Give them praise, visibility, and responsibility.
Some ideas that motivate are:
Praise -
- Letter of commendation
- Public praise
- Passing along compliments from others
- Public recognition on bulletin board, dept.
meeting, etc.
- A "thank you", a smile, a handshake, a pat on
the back
- Personal phone call or note of thanks
Visibility -
- Let person report his/her results to upper mgmt.
- Give increased responsibility and authority
- Allow person to represent you at a dept. meeting
- Give quick follow-up on requests, problems
Five key steps to proper delegation of work to others:
I. Tell them whatyou need and why (tells them that they
are important);
2. Tell them "how to" only if necessary. Give them the
choice of how to best get the job done;
3. Set a deadline - ask them for a commitment;
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4. Ask questions (open ended, response needed); and
5. Follow up. Ask how they are doing, but don't "look
over their shoulder".
Some ways to increase employee productivity:
1. Be sure employees are involved. Get their input before
making decision;
2. Tell them what your thoughts are;
3. Reward good performers immediately;
4. Be sincere, honest, and specific;
S. When praising, don't use "buts". "You did a good
job, but..."; and
6. Remember that for every one piece of negative feed-
back, it takes four positive to get even.
Good communications have these fundamentals:
1. Listen actively - feed back what you are hearing -
summarize essential points;
2. Project your voice - breathe deeply. Make sure
people can hear you;
3. Prepare well and practice presentations;
4. Check body language - eye contact, hands, expression,
etc.; and
5. Give clear, concise instructions.
Credibility is lost when:
I. Withholding praise;
2. Showing favoritism (spread the workload);
3. Ignoring the rules yourself;
4. Breaking promises (write down what you should do);
5. Forcing employees to choose between family and job;
6. Avoiding personal contact; and
7. Withholding company plans.
Effective decision making involves:
- Knowing your resources - 3 "M" 's - money, manpower
and materials;
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- Understanding how to use them;
- listen to your intuition;
- Not too many facts;
- Have a timetable; and
- Act on your decision - sometimes we have to correct
our mistakes.
The following are ways to make a positive impact at meetings:
. Imagine that you are enthusiastic about participating
in the meeting;
• Be well prepared. Read and study agenda materials;
. Trade minds with the people you're addressing; and
. Be genuine - eye contact - call persons by their names.
V. Developing Successful Employees. A one-day seminar on ways to
encourage greater success in employees. Presented by The Management
Center, St. Thomas College.
Fifteen persons attended this conference, including Natalie
Swaggert, our Director of Human Resources.
The purpose of this seminar was to focus on ways to motivate
employees to want to be successful and perform up to their very
best.
The discussion began with a review of three basic types of
motivation: 1) Protective motivation (external fear variety),
2) Protective motivation (external incentive variety, and 3)
Achievement motivation.
Protective motivation based upon reprisal for lack of performance
works with only a limited number of people. Results are
temporary and it tends to cause resentment among workers, which
leads to loss of initiative.
Protective motivation based upon incentives has certain profitable
assets. It offers rewards for accomplishment and productive
performance. It works with a large number of people. In order to
work, the work load must not be too heavy, the steps to the award
must be reasonably attainable, and the reward must be attractive
enough. One major drawback is that once the worker has reached
the award, he/she may no longer be motivated.
Achievement motivation results when a person is "turned on" by
the work itself because the work makes him/her feel good. Salary
or benefits are not the primary motivation with these persons.
Some obstacles to achievement motivation are:
- Red tape, bottlenecks It delays, inadequate tools,
materials, supplies and work space;
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Inadequate instructions from supervisor;
Lack of skills to do the job well;
- Lack of time;
- Inadequate planning;
- No cooperation from fellow employees;
- Work being done doesn't seem worthwhile;
Lack of recognition of good work by supervisors;
- Criticism of good work;
- Others that are perceived as doing poorer work are
rewarded the same or better; and
No sense of closure - job never ends.
People will stay achievement motivated even if there are a couple
of serious obstacles if they work for a supervisor who always
removes obstacles when he/she can.
Delivering direct, honest positives is a good way to motivate
persons. This type of compliment tells people in a straight-
forward way what it is that you appreciate about their behavior,
appearance, and possessions. Positives can be improved and
heightened in two ways: 1) be specific, and 2) say the persons
name. We can often turn negatives into direct positives. If
nothing else, instead of criticizing others for failing, you can
compliment them for improving in some small way or for at least
trying.
Negative reinforcement means to teach employees to avoid certain
behavior and not to avoid you. Supervisors must immediately
correct undesired behavior and provide an opportunity to improve
the situation.
Each member of the group completed a 22-question checklist
indicating ways that we have (or have not) been supportive of our
co-workers.
We discussed ways to build esteem in others: supply
compliments, understand with gentleness, provide genuine interest,
pay close attention, openly ask and answer, and think positive.
During all of our communication activities, we spend 9% writing,
16% reading, 30% talking and 45% listening. Emphatic listening
requires that the person doing the talking gets the attention and
the listener has the reponsibility of enabling the speaker to
fully express her or himself. In this respect we concluded with
review of five principles of emphatic listening: 1) the
principle of focus, 2) positive reinforcement, 3) question asking,
4) paraphrasing, and 5) appropriate emotional level response.
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VI. Assertiveness and Conflict Management. A one-day seminar on
learning to overcome barriers, to be assertive and find
effective solutions to handle conflict. Presented by The
Management Center, St. Thomas College. Twenty-six persons
attended this conference.
ASSERTIVENESS is thinking and acting in ways that stand up for
your legitimate personal rights. Assertiveness is giving
expression to your thoughts and feelings in a way that defines
your own human perspective without subtracting from the legitimate
human rights of others. Directness and honesty are essential
elements of assertiveness.
NON-ASSERTIVENESS is allowing other people to treat you, your
thoughts, and your feelings in whatever way they want without
you challenging them. Non-assertiveness is doing what others want
you to do regardless of your own desires.
AGGRESSIVENESS is standing up for what you want regardless of the
rights and feelings of others. Aggression can be either physical
or verbal.
The following tabulation lists various attributes of non-assertive,
assertive and aggressive types of behavior:
ASSERTIVENESS AGGRESSIVENESS
attack the problem attack the person
claim your rights claim your rights
NON-ASSERTIVENESS
avoid the problem
relinquish your
rights
view the rights of
others as superior
to yours
establish a pattern
of others taking
advantage of you
let the other person
guess how you think
and feel
hope goals will be
achieved
build anger/
resentment
recognize the rights
of others as equal
to yours
establish a pattern
of respect for
future interactions
let the other person
know how you think
and feel
work toward goals
deal with anger
view your rights as
superior to others'
rights
establish a pattern
of fear and avoid-
ance of you
let the other person
know how you think
and feel
work toward goals
choose for yourself
and others
act out anger
let others choose for choose for yourself
you
respect other person respect both other respect self only
person and self
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Resolving conflict often requires presenting negative information
(bad news). Following are tips on how to approach this:
The Step-By-Step Procedure -
1. Describe how you feel.
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lack confidence are confident
are cocky, hostile
hope (for favors, request (favors, demand (favors, etc.)
etc.)
etc.)
Each participant completed an assertiveness self-assessment table
to help determine our level of assertiveness.
The following ideas are related to assertive behavior:
1. Assertive behavior is often confused with aggressive
behavior, however, assertion does not involve hurting the
other person physically or emotionally.
2. Assertive behavior aims at equalizing the balance of
power, not in "winning the battle" by putting down the
other person or rendering her/him helpless.
3. Assertive behavior involves expressing your legitimate
rights as an individual. You have a right to express
your own wants, needs, feelings, and ideas.
4. Remember: Other individuals have a right to respond to
your assertiveness with their own wants, needs, feelings,
5. An assertive encounter with another individual may involve
negotiating an agreeable compromise.
6. By behaving assertively, you open the way for honest
relationships with others.
7. Assertive behavior not only is concerned with what you
say but how you say it.
8. Assertive words accompanied by appropriate assertive
"body language" makes your message more clear and
impactful.
9. Assertive body language includes the following:
A) Maintaining direct eye contact
B) Maintaining an erect posture
C) Speaking clearly and audibly
D) Making sure you do not have a whiney quality to
your voice
E) Using facial expression and gestures to add
emphasis to your words
10. Assertive behavior is a skill that can be learned and
maintained by frequent practice.
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2. Describe what affected you (e.g., the person's
behavior).
3. Describe how the behavior affected you.
4. Describe what you would like done. (Indicate a
willingness to compromise.)
General Guidelines -
1. Be brief.
2. Use the Adult/Assertive communicational style.
3. Use "I" statements. Avoid absolutes.
4. Word your comments carefully.
5. Be calm.
The following steps should be followed for problem solving and
negotiation -
I. Analyze or diagnose the problem.
2. Generate alternative solutions.
3. Evaluate alternative solutions.
4. Decide -- choose.
5. Implement the chosen solution.
6. Reassess.
When two parties are in conflict the best method of solution
involves "collaboration". That is both parties agree to contribute
positively towards a solution. Negotiation and compromise are
essential. Mediation, arbitration, splitting the difference are
possible ways to resolve conflict, but they do not show the same
level of concern for both parties best interests as does
collaboration.
VII. Cultivating Managerial Excellence. An intensive 5-day (60 hours)
management assessment and development program. Presented by The
Management Center, St. Thomas College.
This conference was attended by 9 persons. The instructors were
private consultants and also some faculty members from St. Thomas
College. Two of the nine participants were from government and the
other seven were from private industry.
During the sessions on Monday we reviewed the Meyers-Briggs
Type Indicator. Each participant answered several questions to
help indicate the ways we like to look at things and how we go
about deciding things. My results indicated an ENFJ which is
described as follows: "Responsive and responsible. Generally
feels real concern for what others think or want and tries to
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handle things with due regard for the other person's feelings.
Can present a proposal or lead a group discussion with ease and
tact. Sociable, popular, and sympathetic. Responsive to
praisCand criticism."
Most every successful organization have a variety of opposite
thinking types which tend to draw upon the strengths of each
other.
We discussed the pathways to good, effective management. These
are:
1. Good communciations
2. Clear mission and goals
3. Resources to do the job (competent staff and
freedom to do the job).
Some pitfalls to effective management are:
1. Withdraw and avoid people/problems
2. Loss of enthusiasm and motivation
3. Over extension and failure to act.
We talked much about appreciation. Since leadership is getting
people to do what the leader wants them to and since achievement
creates a hunger for appreciation from the leader, then it follows
that the primary job of a leader is giving appreciation. Good
leaders learn how to notice achievement and thereupon to thank
the follower for his gift.
Next we completed exercises related to the Herrman Brain
Dominance Profile. Our brains are developed into two major
components, Right and Left. The Left brain component involves:
logical thinking, analysis of facts, processing numbers, planning,
organizing facts, and detailed review. The Right side components
are: visualization, day dreaming, conceptualization, gut
reactions, sensory response, and interpersonal relations. We
learned some techniques on how to move from one side of the brain
to the other. For example in moving from left to right modes,
learn to use creative materials, to draw, to sculpt, to model
problems, to experience imagery and to be open to change and
personal risk.
The next lesson topic involved decision orientation and increasing
the effectiveness of decision-making within and between groups.
The following conditions have been found necessary in order for
a group to more likely end in consensus:
1. There is little expression of personal self-oriented needs.
2. The self-needs that are expressed tend to be satisfied during
the course of the meeting.
3. There is generally a pleasant atmosphere and participants
recognize the need for unified action.
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4. The group's problem-solving activity is understandable and
orderly and focused on one issue at a time.
5. Facts are available to all and are used.
6. The chairman (or leader), through much probing, helps the
group to analyze its problems.
7. The participants feel personally friendly toward one another.
8. Training in group problem solving does increase the ability
of the conference leader to bring about successful group
decisions.
We then covered several other topics, including: characteristics
of effective groups, integrative problem solving, organizational
conditions which promote conflict, team building/conflict
resolution, and transitional meetings.
One of the most important aspects of this seminar was a review
of each participants multi-level management survey. This survey
reported on our management practices, survey of peer relations
and survey of group motivation and morale. My survey involved
questionnaires answered by two Councilmembers, two department
heads and two administrative/clerical employees. I also
answered questionnaires measuring how I perceived my performance
in these areas.
The major areas measured by this survey were: making goals clear
and important, planning and problem-solving, facilitating the
work of others, providing feedback, exercising control,
reinforcing good performance, interpersonal relations, and group
motivation/morale.
My results indicated a very close similarity on how
Councilmembers and employees view my performance in these areas.
I am very pleased to report that the only negative item from
employees was that I do not give proper emphasis on the time
limits I expect when assigning tasks. Councilmembers indicated
that "work facilitation" needed my attention. This involves
such things as making sure people are properly trained for
their jobs and to look for ways to help people do a better job.
It was very rewarding to me to confirm that employees and
Councilmembers generally perceive my performance as very good.
This seminar also provided much opportunity for group discussions
and interaction, role playing and problem solving. It was
interesting to find that problems that we face in City government
are not dissimilar from those in private industry.
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VIII. International City Managers Association Annual Conference. A
five-day conference of City Managers from across the U.S. and
throughout the world. Professional session themes were: Personal
Development,Management and Leadership, and Research & Technology.
The opening session of this conference featured Dr. Matt
Weinstein, founder of Playfair, Inc. Dr. Weinstein discussed the
power of humor in managing the workplace. Having a good sense of
humor can have the benefits of improving one's physical health as
well as our mental outlook. Humor is a stress reliever and a
motivator because it can promote team building in an organization.
We should learn to not take our jobs and ourselves so seriously.
Relax, work with enthusiasm and play with enthusiasm and be
positive. Look for something positive in all situations. Be
honest and kind in all your dealings with people. Laugh at
yourself and with others. These things can lead to real success
in your life. Other hints to make your job/life happier and
successful:
- Have a purpose - set goals
Be enthusiastic
Practice seeing positive in everything
Be action oriented - act on your goals - don't
procrastinate
- Concentrate on one thing at a time.
The next session I attended was titled "Using Your Whole Brain:
Creative secrets for success." This session provided tips on how
to tax more of your brain's potential for creative thinking and
self improvement.
Our minds are like powerful computers, but we usually never can
fully grasp the potential of our computer-mind because of
negative programming of outside influences.
As children we were exposed to the words and behaviors of others,
and these influences tended to be negative. The most common word
children hear from their parents - at least for the first five
years - is "No!" Most of the commercials on TV are designed to
make a person feel inadequate, to say you just aren't right the
way you are. Thus, we begin to tell ourselves what others
told us and we perform accordingly.
And therein lies the power and potential of words. People cannot
rise above their own words, their own self-imposed limitations.
In fact, those who say "I can" and those who say °I can't" are
right almost 100% of the time.
But you can change where you are and what you are by changing
what goes into your mind. Here are four ways to start the process.
First, realize you have the power to change if you have the right
skills. Of all the creatures on earth, only humans have the
ability to change their internal programming.
- 16 -
Second, get it done in your mind before you try to do it. About
90% of our power rests in the subconscious; only 10% in our will
power. To work on only the conscious, rational level is not only
exhausting, it's often fruitless. The real pro knows the work is
better and results more effective if there is a clear picture of
the finished results first. There's an old saying that "plans make
dreams come true." In reality, dreams make plans come true.
Third, think positively. Displace negative thoughts with positive
ones as quickly as possible. Doing this over and over again will
eventually create a new way of thinking and performing.
Last, start to use affirmations. Affirmations are restatements of
goals as present time facts. For example, your goal might be to
get better at remembering people's names. Your affirmation might
be, "I am an expert at remembering people's names."
Sound too good to be true? The evidence is quite clear. A
thought held repeatedly, tenaciously in the conscious mind will,
through a process of mental osmosis, seep into the subconscious
and become part of your programming. In fact, use an affirmation
for 21 days or longer and you will see noticeable significant
change in your behavior.
Here are five guidelines for using affirmations.
First, state the things you want to affirm in the present tense.
Second, state it positively. Avoid words like "no, not, never."
The mind focuses on the presence of something (e.g., "smoke free
lungs," rather than "don't smoke").
Third, state it personally. Use words like "I, me, mine."
Remember this is your affirmation, and you've got to want it.
Fourth, be specific. Again, the mind does not relate to vague
goals or wishy-washy hopes. If you want to weigh less, affirm
"I am a slim, trim 155 pounds," rather than "I'm thin."
Fifth, put some feeling in it. There's more power in an
affirmation that uses words like "enthusiastically, eagerly,
serenely, enjoyably." For example, "I am eagerly preparing
and calmly delivering presentations at work."
Once you've stated the affirmation, implementation is simple.
Just say it to yourself three times each day, either silently
or out loud, repeating it four or five times. And don't miss.
It's absolutely crucial that you be persistent and consistent
in your use of affirmations if they are to work.
The results-well, they are always exciting and often
absolutely amazing. Do it! Start reprogramming your mind
for the success you want.
Many of the other sessions of this conference were interesting and
helpful. We also had a tour of the San Diego Trolley system.
02M
- 17 -
The technology and operational experience of this sytem could be
very helpful to the Twin Cities metro area if a light rail
system is implemented here.
****************
For the future, I plan to continue attendance at such conferences
and seminars and I have also encouraged City Department heads to
likewise be deligent in pursuing continuing education
opportunities.
CJJ:jdp
MEMORANDUM
TO: Mayor and City Council
FROM: City Manager Carl J. Jullie
SUBJECT: Goals for 1987
DATE: November 21, 1986
The following is A summary of major goals and activities of the
vatiOUs City Departments for theAipteming year. The 'Council may
wish to review-this list And amendment's: can, of course, be made
as-deemed appropriate. I've also listed some recommended
specific goals for the City Council itself.
CJJ:jdp
Attachments
2(119
I. City Manager & Administration Staff
1. Accomplish move of City Hall to new space by end of January.
2. Update the City's Capital Improvement Program.
3. Work with Director of Human Resources to bring to completion
the Comparable Worth Study and implement compensation plan.
4. Determine an appropriate recycling plan for the City. Study
and make recommendations on utilizing Reuter facility,
curbside collection, organized collection, etc.
5. The City's budget process will continue to be refined.
Two-year forecasting of expenses and revenues will be
explored.
6. Concerted efforts will be made to strengthen employee
safety programs. Some outside assistance may be necessary.
7. Staff will work with the Southwest Area Transit Commission
to monitor and suggest improvements for the Southwest
Metro system. Some services to the Commission such as
placing bus stop signs and landscaping bus shelter areas
may be necessary.
8. Provide staff support and follow-up on the recommendations
of the Residents Committee on City Administrative office
space.
9. Provide a status report on the Major Center Area Tax
Increment Financing program for road improvements. Look at
potential for adding additional road improvements including
signals.
10. Get the best arrangements we can in the Flying Cloud
Landfill expansion permit request.
11. Be sure Mn/DOT follows through on commitments for improve-
ments on T.H. 5 and T.H. 169.
12. Maintain cordial relations with staff and elected officials
from other cities and governmental agencies.
13. Maintain active membership in the Eden Prairie Chamber of
Commerce. (Manager is on Bd. of Directors and Government
Affairs Committee; Assistant to the City Manager is on
Communications Committee).
14 Continued active involvement in Municipal Legislative
Commission. Main issues are local government aid, homestead
credit and property tax changes.
15. Work with the Watershed Districts on a possible joint study
project for Riley Creek and Nine-Mile Creek similar to the
Purgatory Creek Study.
16. Attend conferences and seminars for continuing education
and professional development.
17. Assist City department heads and staff in pursuit of
.achieving specific department goals and activities. Direct
and encourage departmental staff to pursue continuing
education opportunities.
18. Continue to pursue our staff mission statement which is to
provide the public with competent, efficient, and effective
services in a courteous and friendly manner.
II. Director of Human Resources
1. Complete a Comparable Worth Study and determine a pay
equity adjustment plan.
2: Establish an enhanced computerized employee data base to
allow for:H expanded benefit and insurance data, salary
history and performance Information, clearer employee'
CIAWfication for affirmative action and comparable worth
reference purposes; and to provide for a-doWn/ap loading
tapability'within Personnel'.
. pevelova Salary Administration Program -based:on employee
performance, coMparable -worth results ancLekpanded:Market -
data.
..Evaluate the -peesent EmplOYee BenefWPetogram by completing a cost benefit analysis .Determine if Eden-Prairie:-.shoUld
,continue:to participateAn therIlennepiriteuntyplati or If
better benefitCOVeragerat an:equivalent COSt is aVailable
through other options. Implement any appropriate changes.
5. Complete a Comprehensive_Plan:for Human Services in Eden
Prairie based on a detailed study of both PreWit:for fore-
casted needs, volunteer comm4P1ty.services4 Hennepin ..County
services, church and civic organization services as well as
City resources.
.24:1
III. Finance Department
1. Prepare for the sale of motor vehicle licenses at new City
Han.:
2. Conduct bond election for recreation needs.
3. litre an additional accounting clerk and reorganize the
department workload.
4. Review liquor store operations. Determine feasibility
of alternates to leasing store space.
)413
IV. Inspection Department
1. The thrust of effort at this time is to plan for the new
office space. This is an opportune time to create a setting
that can serve the public in a More efficient manner. The work
:Jplace will-be quieter and allow people to work without
disturbing others.
2. Vtli:Tew programs available for our computers we should be able
to streamline our present method of record :keeping.. The new
syste04411 allow the department to printout a Wilding .
•Permit by cOMpUter. This system has been developed by Logis
during the past year.
1. Continuing active involvement with Logis, both on_the
building permit CoMmittee program and tyttem'eValUatiOnt7
ComMittee -.:1 1The tyttemicoMmittei looks at the City as a whole.
The City of Maple 6rove-wilLbe'setting up a trial -Hcl.the new
SytteMShOrtly. Based on this trial, we can tOntider adopting
the system
4. With our new building code being adopted it is most important
that Personnel attend edutational'seminars on building, codes.
Code changes are occurring constantly, to all employees will
be encouraged to attend at least One night school class this
year.
5. A revision in the gas fitters license ordinance is planned.
6. Adoption and implementation of the new Housing Code.
znq
9. Continue low-income housing assistance programs;'maintaivhigh
quality housing standards.
10. Continue to develop additional informational resources: for the
general public, developers, etc.
11. Increase the efficiency of the Department through the
utilization of a computerized data base.
V. Planning Department
1. The new office space will provide for improved working
conditions and help create an atmosphere to maintain positive
attitudes and a professional image for the department ..
2. Draft and adopt a-new site plan requirement ordinance.
3. Prepare a comprehensive preservation ordinance.-
UPdate'Chapter four of the Comprehensive Guide Plan. (Goals
And objectives),
Amend Southwest area of ComprehensiveGuide ?Ian,
Produce slide show Or video showing a Summery 6f recent
development activities.
Review and update Chapter 11 of the City Code to keep pace
With the changing needs of the Community.
8. Continue efforts in improving and maintainiwa functional
and viable transportation system, With continued review And
upgrade of the system's carrying capacity.
VI. Assessing Department
The Assessing Department is responsible for establishing valuations
and classifications of all real properties in the City for purposes
of taxation as of January 2nd, the statutory date of assessment.
By State law, the City must establish valuations for all new
construction; physically view and appraise other existing
properties at least once every four years; and annually adjust
valuations 'of properties, if necessary, based on sales stUdies and
Other pertinent information to ensure uniformity with those:
properties actually viewed and appraised. The Assessing ,Depart-
ment performs these functions as well as processing homestead:
classification applications, assembling infOrmatiOn for the annual
Board: oUlleview, representing the City in Tax Court matters '
relating to property valuation and disseminating tax and real
estate information to the public and other government agencies,
1. Primary:departniental goal is to complete the January 2, 1987
attestment -4ncLIOrk toward the Janury'2, 1988 assessment as
the number:of parcels, appraisals, and homestead applications
processedicontinues to increase as the City develops.
Toward thisAoal the City Council has approved the hiring of
an additional appraiser in mid 1987 -.
2. Secondary departmental goal is to continue to expand our :
computerized information base by continuing to enter physical
characteristics of residential properties. In addition we
will be working with Logis in the preliminary development of
a commercial/industrial/apartment physical characteristic data
base.
VII. Public Works Department (Engineering, Streets, Vehicle Maintenance and Water
1. Hire City Engineer and redirect the Director of Public Works'
time towards Department issues.
2. Hire Engineering Inspector and develop erosion control
inspection plan for implementation.
3. Construct Homeward Hills Road extension with a completion date
as close as possible to fire station completion (planning
a January bid opening).
4. Complete Valley View Road and resolve RR abandonment problem.
5. Revise specifications and retype for incorporation of a
growing list of special provisions.
6. Microfilm all "archive" records.
7. Completely finish transfer of Special Assestment information:
from Cards to computer.
8. Computerize the equipment maintenance:function.
9. Implement a computerized meter reading system.
10. Begin to develop a policy manual for Public Works including
pavement repair criteria and standards, for street Maintenance.
11. Construction on T.H. 5 will begin in 1987. Work will proceed
through the end of 1980. Bids for T.H. 169 improvements are
scheduled for 1988.
VIII. Public Safety Department (Police and Fire)
Revitalize crime prevention efforts, promote involvement by
entire department with research and coordination coming from
Crime Prevention Specialist.
2. Implementation of crime analysis through Enfors computer
system. Statistical data made available to Council and staff.
Use of data for planning and staffing as well as evaluation
of police staff.
3. Continued development of participatory management through
training provided by Carlsons and Jostens (Quality Circle
comprised of all supervisors). First stage of Quality Circle
is planned as leadership training set for February, 1987.
4. Continue and further develop budget monitoring system.
5. Design and implement Career Development Program, including
revision of staff scheduled to coincide with the start of this
program.
6. Use of Public Safety computer system to incorporate dog
licensing into overall Animal Control program.
7. Completion of new fire station equipping and staffing thereof.
8. Creating a volunteer fire "Reserve Force" similar to the
Police Reserves.
9. Pursue a mutual aid agreement with Shakopee.
10. Pursue opportunities for joint training and other cooperative
efforts with the Bloomington Fire Department.
11. Examine ways to improve the security of fire stations.
12. Hire a Fire Inspector and improve fire inspections program.
13. Continue to plan for "station" calling of firefighters.
14. Prepare a draft of an ordinance to address the problem of
frequent false fire alarms.
1 .
IX. Community Services
A number of the major goals for the Community Services Department for 1987 will depend
on the success of the proposed 1987 park bond referendum. The referendum proposed for
March 1987 may include acquisition of 25-30 acres for a softball field complex,
development of the softball field complex, the beginning of the first phase of Miller
Park, the beginning of a construction project to double the size of the Eden Prairie
Community Center, and complete the development of bicycle trails along County Road and
County Road 1.
Additional goals for 1987 in the area of park acquisition and development include the
following:
1. Acquisition of approximately 24 acres for Miller Park. (Estimate $250,000-
$300,000).
2. Assisting the School District in the development of a softblall field, a baseball
field, and four soccer fields at the Round Lake school/park site. ($50,000)
3. Constructing a warming house, hockey rink, skating rink, and tennis courts at
Homeward Hills Park. (Estimate $90,000)
4. Grade and seed Willow Park. (Estimate $15,000)
5. Grade and seed Hidden Glen Park. (Estimate $15,000)
6. Construct a backstop, playstructure, and tennis courts at Edenbrooke Park.
(Estimate $30,000)
7. Renovate the lower floor of the existing City Hall for a Senior Center. (Estimate
$8,000)
8. Develop the "old Senior Center" into an Outdoor Center that can be used by a
variety of groups within the community for a wide spectrum of programs. (Estimate
$5,000)
9. Construct an outdoor stage (deck) with electrical service for concerts in the park
at Staring Lake Park. (Estimate $5,000)
These are proposed for funding from cash park fees.
The goals of the recreation staff include:
1. Increase the attendance at the Community Center by promoting additional special
events including two each month for fall, winter, and spring and one per month
during the summer.
2. Start adult leagues in: inner tube water polo, water basketball, water
volleyball, regular water polo, underwater hockey, etc. Some of these leagues
will also be offered for middle school and high school age individuals.
3. Promote new water exercise and conditioning programs.
4. Attempt to have a community organization donate funds to acquire "puppet figures"
for a publicity campaign to increase the number in swimming lessons in the fall,
winter, and spring daytime and youth lessons.
,292:9
5. Continue to attempt to expand the tot skating program by attempting to get every
local daycare center within the City to use the facility for skating lessons
during the day.
6. Promote a large ice show for the spring of 1987.
7. Initiate a youth golf league.
8. Increase the day activities that are scheduled for Senior Citizens and expand
Senior Citizen activities.
9. Add delivered meals from the high school or Vo-Tech to the Senior Program.
10. Initiate an adult tennis league.
11. Initiate a large water carnival to the summer season.
12. Initiate a large art and crafts show to the summer recreation program.
13. Add a water ski show to this year's 4th of July celebration.
14. Add a hot air balloon rally to our 1987 summer special events calendar.
15. Add a sand volleyball tournament to our summer special events calendar.
16. Initiate a 1987 Country Western jamboree and 1950's and 60's night.
17. Expand adult athletic programs including invitational tournaments in basketball
and volleyball as facilities allow.
18. Initiate a youth track program for the summer playground schedule.
Some additional goals relating to historical and cultural programs include:
1. Nominate the Smith-Douglas-More House for the National Register.
2. Determine the feasibility of acquiring th Holasek house.
Additional goals of the department are as follows:
1. Obtain a LAWCON Grant for the acquisition of approximately 20 additional acres at
Riley Lake Park.
2. Initiate a program of annual flower planting beds at entrances and around
buildings within community parks beginning in 1987 with the Community Center,
Round Lake Park, the "new" Senior Center, and Staring Lake Park.
3. Complete the feasibility study of the Purgatory Creek Recreation Area, and
encourage dedication of land to the City from property owners.
4. Complete the update of the Comprehensive Park Plan.
Suggested City Council Goals for 1987
1. Continue meetings with each of the advisory commissions.
2. Go through strategic planning process.
3. Review City's public information efforts (i.e., hearing
notices, newsletter, cablecasting).
4. Consider need for special reports/studies:
Tax Increment Financing District
Land use in the Major Center Area
Housing needs
Impact of tax reform act
- Property taxes
5. Annual City Manager Performance Review.
Mayor and City Council
City Manager Carl J. Jullie
City Manager's Salary Adjustment
September 22, 1986
MEMORANDUM
TO:
FROM:
SUBJECT:
DATE:
The following supportive data regarding my salary review is herein submitted for
the Council's review and consideration. My last salary adjustment was in April
of 1985.
The attached table shows the range of salary levels for various cities in the
the Metro area. As noted, the mean level is $62,572. Also noted for your
reference are salary schedules for the administrative staff of the Eden Prairie
School District.
During my performance review last March, the Council had an overall rating of
3.34 out of 4.00. At that time Councilmembers strongly requested that I pursue
continuing education courses related to management and administrative skills.
The following is a list of continuing education programs that I will have
completed over the past several months:
March 7
Leadership Training for City Department Heads &
Supervisors. A four-hour session on effective ways
to supervise employees. Presented by Hilmer & Linda
Carlson.
May 14-16 Minnesota City Manager Association Spring Conference.
A three-day seminar on Personal/Professional image,
leadership roles & changing rules of our lives.
June 6 Managing Local Government: Challenge for 1990's. A
one-day conference presented by Hamline University.
June 24 Managing People. A one-day seminar on ways to
improve leadership style and skills. Presented by
Keye Productivity Center.
July 24 Developing Successful Employees. A one-day seminar
on ways to encourage greater success in employees.
Presented by The Management Center, St. Thomas
College.
July 31 Assertiveness and Conflict Management. A one-day
seminar on learning to overcome barriers, to be
assertive and find effective solutions to handle
conflict. Presented by The Management Center, St.
Thomas College.
August 4-8 Cultivating Managerial Excellence. An intensive
5-day (60 hours) management assessment and
development program. Presented by The Management
Center, St. Thomas College.
,244?
24.1
Sept.28-Oct. 2 International City Managers Association Annual
Conference. A five-day conference of City Riaagers
from across the U.S. and throughout the world.
Professional session themes are: Personal Development,
Management and Leadership and Research & Technology.
Salary Proposal
I respectfully request that the City Council consider a step salary increase
plan as follows:
. A $5,000 increase effective October 1, 1986.
. An additional base rate adjustment of $2,500 to become
effective January 1, 1987.
These adjustments will bring my salary up to the 1886 mean. For future
salary increases, I suggest consideration of the f011owing approach:
. A base rate adjustment of $2,500 on January 1 of each
year. -
. A merit Increase of up to $2,500, bated upon results of
my annual performance review, which I suggest be conducted
at the first Council meeting in June of each year.
Thank you v for your consideration and attention to this matter, and please
advise If additional information is needed.
CJJ:jp:
Attachments
- 3 -
CITY MANAGER'S SALARIES
1986
Mean 62,572
Eden Prairie 55,000
$71,800
68,640
55,500
74,275
72,500
54,000
56,100
66,150
65,000
46,800
67,000
64,000
61,360
65,000
58,244 -
66,000
64,500
62,000
50,000
Bloomington
Brooklyn Park
Maple Grove.
PlyMOuth
Minnetonka
Burnsville
Eagan
Edina
Richfield
Hopkins
St-. Louis Park
Golden Valley
Coon Rapids
Fridley
Maplewood
Roseville
Crystal
RohOinSdale
New Hope
- 4 -
EDEN PRAIRIE SCHOOL DISTRICT 272
ADMINISTRATIVE SALARIES
Superintendent of Schools: 1986
$71,450
Plus up to $10,000
1987
73,950
additional each year
.1988
76,450
for merit pay
1989
78,950
Business Director
1986-87 61,500
1987-88 65,000
Assistant Superintendent 1986 56,000 Newly hired (will
increase over 18 mos.
to match Bus. Director)
High School Principal
Ass't H. S. Principal
Ass't H. S. Principal
Middle School Principal
A ss et M.S. Principal
Elementary Principal (3)
1986-87
59,650
54,910
53,426
59,850
55,250
58,580
1987-88
63,420
58,519
57,035
63,620
59,020
59,189
MEMORANDUM
TO:
FROM:
SUBJECT:
DATE:
Please refer
Mayor and City Council
City Manager Carl J. Jullie
New Council Chambers Plan
November 21, 1986
to the staff memo of November 7, 1986 which was
included in in the November 7th City Manager's Update packet.
CJJ:jdp