HomeMy WebLinkAboutMinutes - Minutes - City Council - Meeting Date: 9/9/2016City of Glendale
5850 West Glendale Avenue
Glendale, AZ 85301
Meeting Minutes - Final
Friday, September 9, 2016
9:00 AM
Special Workshop
Glendale Renaissance Hotel, Solana Ballroom C, 9495 W. Coyotes
Blvd. Glendale, Arizona 85305
City Council Workshop
Mayor Jerry Weiers
Vice Mayor Ian Hugh
Councilmember Jamie Aldama
Councilmember Samuel Chavira
Councilmember Ray Mainar
Councilmember Lauren Tolmachoff
Councilmember Sart Turner
City Council Workshop Meeting Minutes - Final September 9, 2016
CALL TO ORDER
Present 7- Mayor Jerry Weiers, Vice Mayor Ian Hugh, Councilmember Jamie Aldama,
Councilmember Samuel Chavira, Councilmember Ray Malnar, Councilmember
Lauren Tolmachoff, and Councilmember Bart Turner
[Councilmember Malnar arrived late.]
Also present were Kevin Phelps, City Manager; Michael Bailey, City Attorney; and Julie
Bower, City Clerk.
WORKSHOP SESSION
1. 16-445 STRATEGIC PLANNING & BALANCED SCORECARD INITIATIVE
Staff Contact, Kevin Phelps, City Manager
Kevin Phelps, City Manager, said the meeting was the official kick-off of the strategic
planning process.
Jean Moreno, Strategic Initiatives & Special Projects Executive Officer, said the
presentation would focus on: an overview of strategic planning; priority based budgeting;
balanced scorecard approach; mission, vision and values; keys to success of
implementing a strategic plan; and the timeline of the project and next steps.
Mr. Phelps said strategic planning created a compass to guide activity and articulate
what was most important. It broke down silos, produced a written plan, a management
system and a call to action. Now was the time for the City to focus on the future. The
plan would be refreshed on a regular basis and the process would be delivered in a
measurable, defined way.
Ms. Moreno said strategic planning was critical to develop a high performing organization
and leadership had to start at the top.
Brent Stoddard, Public Affairs Director, said an important aspect of a strategic plan was
creating a shared purpose. The departments working together with a shared purpose
would allow the City to accomplish great things.
Tom Duensing, Assistant City Manager, said strategic planning also provided a
framework for autonomy and accountability. Employees wanted to be autonomous and
empowered and part of organizational success.
Fire Chief Terry Garrison said the strategic planning process would help the departments
to align their targets and measurements with the overall City planning process.
Jim Brown, Human Resources Director, said strategic planning created employee
empowerment and engagement. Engaged employees cared about the future of the
organization.
Interim Police Chief Rick St. John said the environment needed to be one of collaboration
with shared vision, goals and values. Success was achieved by departments, staff and
management working together to accomplish goals.
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Mr. Phelps said a good strategic plan allowed the use of data to drive decisions and we
had to make sure we collected the right data and put the right analytics around that data
to drive good decisions. The strategic plan would ask the right questions to make sure
the data was being used correctly.
Councilmember Malnar joined the meeting.
Vicki Rios, Finance Director, explained that with traditional budgeting, allocations and
cuts were made across the board and measures and performance were not generally
considered. Strategic planning changed budget development by tying allocations to
strategic priorities. Priorities were focused on measurable results. Programs and
projects were scored to evaluate efficacy and resources were allocated accordingly. She
said setting priorities provided a framework for budgeting decisions.
Ms. Moreno said balanced scorecard was a management system that provided a
framework to manage organizational capacity, business processes, fiscal stewardship
and constituents/stakeholders. She said this type of strategic planning focused on
outcomes and the resources needed to achieve the outcomes.
Mr. Phelps emphasized the need for long-term investment in the process. It was
important to make the right investments that aligned with the City's priorities.
Ms. Moreno said developing the balanced scorecard started with City Council. Council
developed the mission, vision and values, and from that the executive management team
identified the strategic themes and key results. This process focused on inputs and
resources in order to achieve the outcomes. Working teams would be formed to
brainstorm objectives and ensure alignment. The executive management team would
finalize the objectives and create a draft strategy map. City Council would adopt the
strategy map and initiatives, targets and measures would be implemented.
Mr. Phelps said the reporting would be dynamic, on a dashboard, where the Council and
the public could see how everything was progressing so that everything was transparent.
Ms. Moreno said the mission, vision and values were an extremely important part of the
process as it set the foundation. She explained mission defined purpose of the
organization, vision imagined a future state and what success looked like and values
articulated desired behaviors.
Mr. Phelps said the most important part of this process was to develop the right value
system that reflected what the Council would like to accomplish.
Ms. Moreno said it was important to communicate early and often and continuously
repeat the process. Everyone in the organization had to understand what the values
were, how they could get involved and be successful. There had to be a written plan
which was implemented, evaluated and monitored. It was very important to continue
reviewing and revising the plan as needed. Rewards and incentives helped engage
employees and performance had to be recognized. One of the most important parts of
the process was celebrating success.
Ms. Moreno said during September through November, there would be facilitated study
sessions with Council and assessments with key stakeholder groups and the executive
leadership team and strategic themes would be identified. Strategic objectives would be
identified, a draft Tier 1 strategy map would be created and strategies would be refined
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and adopted during December through February. March through April, strategic initiatives
would be identified and targets and measures would be established. During May and
June, there would be implementation of activities and performance monitoring. She said
the first phase was the organizational strategy. The month of July would include the
kick-off of Tier 2 development. This phase would include working with each department to
create a strategy map for individual departments that tied to the organizational strategy.
Mr. Phelps explained there was a Tier 2 and Tier 3 in the process, which helped bring the
overall strategies down to the department level. Each department would put together its
own Tier 2, and address how it would provide training. It was at the Tier 2 level where the
departments focused on the organizational themes and priorities as it related to the
individual department. Tier 3 broke the process down even further into smaller groups and
teams within the departments.
Mr. Phelps said staff and Council also needed to be engaged with the citizens of
Glendale to understand what they wanted. He encouraged everyone to ask questions so
they clearly understood the balance scorecard process.
Councilmember Aldama added a quote from Martin Luther King and said Dr. King not
only had a dream, but a roadmap and vision on how to get there. He said it was
important that new employees and new Councilmembers were onboard with the mission
statement, vision and values, and that they believed in it and wanted to be part of the
process. Once the mission and vision were created, it was important not to disrupt the
process.
Councilmember Tolmachoff said one challenge an elected body faced was the constant
turnover. Collaboration and establishing an organization -wide process was important.
She hoped future employees and elected officials would see the mission and values of
the organization and want to be a part of it. She said recently the Council had managed
its way from one crisis to the next and she wondered how much further ahead they would
have been if they had had a vision and mission for the City. She was looking forward to a
clear mission and vision moving forward.
Councilmember Turner hoped the process would assist the City in creating a reputation
that attracted the people that already subscribed to the City's mission, vision and values.
Councilmember Chavira said the process came at an exciting time. Looking toward the
future was very synergistic and it was important to develop a ground game for the future of
the City.
Councilmember Malnar asked where the constituents and the citizens participated in the
process.
Ms. Moreno said as part of the initial kick-off, there would be facilitated sessions with
community stakeholders to identify the current state from the community perception.
Moving forward, there would be more public outreach and annual citizen surveys as part
of the long-term process.
Councilmember Malnar said the Councilmembers played a big role in reaching out to the
public during their meetings. They should refocus how they talked to people and let them
be a part of the overall process. He suggested allowing the public to provide ideas they
would like to see. Constituents really did know what they wanted, and the Council
needed to make sure they were listening. Councilmembers had differences of opinion, as
well as differing values and goals. He recommended putting together goals and mission
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ADJOURNMENT
statements that everyone could agree with, so that it didn't become a political fight
Ms. Moreno said the work outlining the mission and values was intended to be
long-lasting. The mission and values should stay constant over time through election
cycles and changes in management. Getting these goals right was the most critical part
of the process.
Councilmember Tolmachoff said politics did get in the way, but the Councilmembers
needed to remember that their votes affected the entire City. She said the government
was intended to be nonpartisan for that reason. Council had to try as hard as it could to
make those decisions as nonpartisan as possible and try and understand the concerns of
the public and make a commitment to understand each other and serve the citizens.
Councilmember Aldama said the vision and mission should be nonpartisan. They were
trying to develop a better quality of life for the citizens of Glendale. He said there was
autonomy in the individual departments. There was work to do but there were good
things going on and employees were allowed to make mistakes. The recurring theme
was customer service to both other employees and the citizens.
Mayor Weiers said over the last several years, the Council hadn't had the luxury to plan
for the future because the City was in the midst of a disaster. He was extremely proud of
the Council and staff for guiding the City through it. The City was now in a position where
it could start planning for the future. Politics would always play a part in City government,
but the Council did a good job of working together.
Mr. Phelps said he'd had a productive meeting with the City's appointed officials and they
were supportive of the process. Moving through the process required an investment of
time, energy and resources. There were now nine certified staff members in the balance
scorecard process who wanted to see a cultural change within the organization. He
hoped to see direct benefit from the investment made to create a plan that the Council
could be proud of and one goal was to show specific initiatives tied to the funding
requests during the budget meetings next year. The next step would be a study session
with Council on the mission, vision and values.
A motion was made by Councilmember Aldama, seconded by Councilmember
Chavira, to adjourn the meeting. The motion carried by the following vote:
Aye: 7- Mayor Weiers, Vice Mayor Hugh, Councilmember Aldama, Councilmember Chavira,
Councilmember Malnar, Councilmember Tolmachoff, and Councilmember Turner
The City Council adjourned at 11:02 a.m.
I hereby certify that the foregoing minutes are a true and correct
copy of the minutes of the meeting of the Glendale City Council
of Glendale, Arizona, held on the 9th day of September, 2016. i
further certify that the meeting was duly called and held and
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that a quorum was present.
Dated this yTNday of
ie K. Bower, MMC, City Clerk r._.
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