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HomeMy WebLinkAbout08-1982 NWA qlA procFlo t • u Kim AlrrituR ANDFUSFN CO- S11 2200 12(11 li1.M S-rnvi r t)AI.I.As. Tv.XAS 705270 I'dl ►I 7.11.2261 r r To the Mayor and City Council, City of Denton, r At your request, we have performed a review of payments to consul- Cants for data processing ser,rices during the twelve months ended June 30, 1982, and of employee expenses of the City Manager and his assistants during ' the three year period then ended. As arranged, our review was limited to the records of payments to consultants and employee expense reports which r were provided to us by the City, We did nat review the financial records of any other activities or pr(:j~rams. Had we examined other records, additional matters may hat, cone to our attention which would have been reported to r you. The procedures performed were rec intended to constitute an audit of the financial statements; ar:ordingly, we do not express an opinion on the ' financia! statements or any elements thereof. Consultants' Data Processing Services r During the past year, the City undertook a major project to convert to a new computer hardware system and to convert its software systems to the new computer. We were informed t'aat during this entire period, the number of personnel is the City's Data Processing Department was less than that budgeted in the fiscal 1982 budget. Various consultants assisted in the conversion projects and holped maintain the software systems on the old computer prior to conversion. 1 t ARIIIUR AtdUE:RSF.N & CO. ' -2- Our review of the payments to these consultants was made to ascertain: 1. The amount of payments relative to the total budget of the Data Processing Department. 2. Whether these payments were approved in accordance with legal requirements and the City's established procedures, including whether City Council approval was obtained when appropriate. (Note: The established procedure was that contracts over ' $3,000 required City Council approval.) The major findings of our review are as follows: ' 1. Payments to consultants during the twelve months ended June 30, 1982 were about $100,000 in excrss of the budget. ' This overrun was nearly offset by underrurs in other areas, particularly salaries and fringe benefits. 2. All of the individual payments were approved c(naistent with the City's established procedure, except for two payments totalling $5,040 for which contracts could not be located. These payments, thus, lack documented City Manager approval as required. 3. Of the $179,629 of payments to consultants, only $30,694 were approved by the City Council. The Council was aware, however, of the nature of the conversion projects underway as these were covered in extensive discussions with the Council and documented in the mii.utes of tkeir meetings. ' Further, the Council authorized -.he original budget for consultants' services of $58,000. As of this date, however, they have not approved the overrun in the acra+int since an additional appropriation for the Data Proct:ssinC Department has not been needed; Council approval is needed only for additional appropriations. ' 4. The majority of the payments to consultants were covered by contract; in amounts less than $3,000 and thus were not subject to City Council approval. Certain of these consul- tants provided services to the City over a long period of time; these services were covered by numerous contracts having durations of two weeks or less. Many of the contracts were written and approved after the services were provided. ' Attliturt Axvtt+sr:N & CO' -3- t r While the consultants may have providil certain miner services of limited duration, they also assisted in the City's major conversion projects. The preferred practice in such projects is to establish a detailed budget and timetable. If a consultant is to play a significant role, this would be covered by a single contract. the lack of longer term ` contracts reflects inadequate planning of the consultants' role in these conversions. Ibis was at least partially attributable to turnover of the Data Processing Manager position in the middle of 1981, critical phase per during the this planning. Further, City personnel form anticipated major role in the conversions because the staff of the Data Processing Department was consistently below ' the budgeted levels. Ttius, consultants were engaged to provide the needed manpower. This may have been the ron- appropriate action in light of the urgency of the version process and the lack of a sufficient number of qualified City personnel. Nonetheless, it would have been prudent to advise the Council of the consultants' role and obtain their formal approval. Further info oration on the payments to consultants and the ' procedures performed by us is included in Attachment A. ' Employee Expenses of the City Manager and Hie Assistants During the past three years, the City Manager incurred and reported various expenses in connection with out-of-town ravel and mileage and meal costs for in-town and local travel. The documentation indicates that these ' travel expenses were incurred as a representative of the City at meetings of various national, state and local orgagizations and for various other business activities of the City. Expenses of Lhe City Manager's assistants were 1 incurred for similar purposes. ' ARTt1uR ANDERSEN & Co. ' -4- The purpose of our review of these expenses was to determine. ' 1. The nature and amount of these expenses. 2. Whether the expenses were documented and approved in accordance with 1 legal requirements a ml established City procedures. 3. Whether the expenses are comparable in nature and amount to those of ether cities in the area. The major findings of our review are indicated below. These findings ' do not include certain matters which initially appeared to be exceptions but which were subsequently found to be properly supported by reference to other 1 documents. ' 1. The documented business purposes were reasonable and con- sistent with normal City business. There were documented business purposes for all expenses except the following: a. Business purposes were not documented for $7.22 of meal costs for the City Manager and for $25.29 of meal costs and $118.70 of mileage for Assistant ' City Manager Cole. b. In connection with a Texas Municipal League meeting in San Antonio, meal costs of certain employees' spouses were paid by Assistant City Manager McKean and charged to the City. The estimated cost was ' $160. The present policy does not allow reimburse- ment of spouses' expenses without specific approval of the City Manager, however, this expense was incurred prior to the adoption of the present policy. ' Further, we were informed that the practice at the time was to allow reimbursement of spouses' expenses for the TML meeting. 2. The expenses were thoroughly documented in accordance with IRS requirements and established City procedures, except for certain items in excess of $25 for which receipts were ' not provided (total of $62.56 for Assistant City Manager McKean); these items did, however, have properly documented business purposes. Further, clerical errors resulted in a ' net overpayment to the City Manager of $12.22. 1 ,als, ' AR'inuR ANDERSEN R CO- -5- t ' 3. There are certain policy areas which need to be addressed by the City council. 'these include the following: a. There is cio higher level of approval required of the City Manager's or Assistant City Managers' expense reports; it would be appropriate for the City Manager to approve the t Assistant City Managers' reports and for the City Council or its designated representative to review the City Manager's reports, at least on a periodic basis. ' b. The City reimburses its employees for mileage at a rate of $.25 per mile. The maximum rate allowed by the IRS with- out requiring substantiation is $.20 per mile. The City ' should either revise this rate or inform its employees that they are resfonsible for substantiating the deduction of these expenses on their tax returns or claiming the additional $.05 per mile as income. 4. Based on a detailed review of the City's expenses and discussions with individuals at other cities in the area, we believe that t comparison of expenses reported by employees of the City of Denton to those of other cities in the area may not be meaning- ful because: a. There are differences in the business activities of these cities. b. the individuals traveling to meetings and other activi- ties may differ from city to city. For one city, a given function may be handled by the City Manager while at another city that same function is handled by the Finance Director or other employee. ' c. Certain expenses may be paid directly by the city and, thus not reported on employee expense reports. Examples would include airline tickets paid directly ' by the city or automobile allowances provided in lieu of mileage reimbursement. The nature and amount of such payments would differ from city to city. ' d. The expenses of one employee may be paid by another employee and included on his expense report, thus making the reported expenses of either employee not 1 comparable. ARTnin ANDERSEN & CO. -6- Further information on employee expenses and the procedures ' performed by us is included in Attachment S. - • - - - - - - - - - - - - - - - - - - - - - - This report is furnished for the information of the Mayor and City Council of the City of Denton and is not intended to be used for any other purpose. We Pppreciate this opportunity to be of service to the City and ' would be available to discuss any aspect of this review. 1 Very truly yours, ARTHUR ANDERSEN L CO. 1 0 , ' Dallas, Texas, August 11, 1982. 1 1 Attachment A t t CONSULTANTS' DATA PROCESSING SERVICES ' Summary of Expenses ' The fc.►lowing is a summary of the expenses reviewed by us: Consultant Amount Priority Systems $ 71,720 ' Miltonnmics 54,652 Milt Norton 17,229 LWFW, Inc. 12,644 ' Computer Consulting Co. 100054 Brooks, Brownstead b Associates (Search fee for data processing manager) 6,000 Cengiz Capan 3,662 ' Other 3,669 $179,630 ' sr sass= The above expenses were charged to the following accounts: Special services (18502) $162,601 ' Office Supplies (#8101) 17,029 $179,630 saassvss ' The following is a summary of the actual expenses of the Date Processing Department for the twelve months ended June 30, 1982 and budgeted ' expenses for the fiscal year ended September 30, 1982: 1 h 1 r -2- r r Actual Budget Salaries and Fringe Benefits 08022-8065) $149,748 $225,090 r Special Services 08502) 161,632 58,000 Purchases of Equipment and Software 1'*' 08509 and 3521) z-,144 154,416 Other t --88,750 69,768 $592,874 $507,274 aaasa:ao aasa_axa While these summaries are for slightly different periods, they nonetheless illustrate that a substantially larger role was performed by consultants than r originally anticipated and a smaller role was performed by City personnel. r We were informed by City management that the actual results for the Department for the year ended September 30, 1982 are expected to approximate budget. 1 Summary of Review Procedures Performed r We performed the following procedures without exception, except as indicated in the cover letter: I. Through review of various documents and discussions with City personnel, we obtained an understanding of the legal require- ments and established city procedures for approval of payments to consultants. 2. Through discussions with City personnel and review of various documents, we obtained an understanding of the nature of the conversion projects undertaken by the City and of thr services provided by the consultants. 3. We obtained from City personnel a listing of the payments to consultants. This listing included the following informa- tion for each payment: a. Name of consulting firm b. Date of payment c. Amount d. Check number e. Description of services f. Account distribution 9. Approvals for payment h. Date of contract ' i. Date of City C,Iuncil approval, if applicable 4. We selected a sample of payments from this listing and per- formed the following; a. Examined the invoice, purchase order and receiving report for agreement of amount, description of services and the ' period of time to which they relate, b, b. Examined the contract covering the payment, noting agree- of the period of time in which the services were to be provided, whether the amount of payment is within the authorized amount and whether approved by the City Manager. 1 c. Examined the cancelled check, noting agreement of the date, payee, amount, proper signature and proper endorsement. ' d. Compared the dates and amounts to the postings in the general ledger. 5. For all items on the list, we performea the followinp,: a. keviewed the account distribution for reasonableness in light ' of the description of services provided. b. Reviewed for proper approvals consistent with legal require- ments and established City procedures. ' c. Determined whether Council approval had been obtained where appropriate. ' 6. We reconciled the total payments on the above list to the general ledger account totals. 7. We confirmed the payments on this list directly with the consultants. 8. We reviewed the budgeted and actual expenditures for the Data Process- ing Department. f f Attachment B r r EMPLOYEE EXPENSES FOR CITY MANAGER AND HIS ASSISTANTS 1 Summary of Expenses The following is a summary of the expenses reviewed by us: r Twelve Months Ended June 30 1980----1981_ ---1982 City Manager, Chris Hartung; Out-of-town travel (transportation, lodging, meals and other): Self $2,934 $2,197 $2,234 ' Other City personnel 1,113 11000 4,587 In-town and local: Mileage 648 1,634 1,769 Meals 128 258 244 Other 2 95 11 ' Total $ 4,825 $5,186 $8,845 Assistant City Manager, King Cole (a): Out-o£-town travel ' (transportation, lodging, meals and other): Self $ 824 $1,729 $ 89 Other (ity personnel I0162 r In-town and local, Mileage 363 303 Meals 159 331 - Other 50 193 - r Total $1-396 $3--,--71--8 (a) $ 89 Mr. Cole resigned from the City in Augurt 1981, and thus r there are no expenses after that date. r 1 i -2_ 1 Twelve months Ended_ June 30, !980 1981 1982 Assistant City Manager, Rick Svehla (b). ' Out-ot-town travel - (transportation, lodging, meals and other): $ _ $ $ 830 Self Other Cit) personnel In-town and local: 131 1 Mileage = = 10 Me al s 5 Other Total 976 ' 5----- S ' AsSiSL&nt City Manager, Betty McKean (b): OuL-of-tern travel l (transp)rtation, lodging, "I``j ' and otner): $ = 5 - 5 1,499 SeIE 732 Other City personnel ' In-tGWli sr. lo: al : _ - 357 Mileage 118 Meals - - 31 tither 1 $ $ - $ 2,737 Total $6,221 $8,904 $12,647 Tcal for City Manager 1=,-=_ „ a and Assistants (b) Mr. Svehla and Ms. McKean were both appointed Assistant City Managers on October 1, 1981; this summary includes only their expenses after that date. As indicated in our cover letter, comparison of employer expenses from one city to another is not particularly meaningful for a variety of ' reasons. Tlic expenses of DentonIs City Manager appear high in relation to those of other cities in the area due to the inclusion of certain unique t expense-. A reconciliation to a "normal" level of expenses is as follo,•s: 3 t Twelve Montha Ended June 30, 1980 1981 1982 Total reported expenses $4,825 $5,186 $8,845 Less- Travel expenses paid for other City personnel 1,113 1,000 4,587 Expenses for meetings relating to the City's electric utility; most other cities in the area do not have electric utilities 1,214 t - 1,324 Mileage reimbursements; certain other cities provide automobiles ' or automcA le allowances in lieu of mileage reimbursements 648 1,634 1,769 Airfare paid by the City Manager; in some cities, these may be paid directly by the City 137 538 Adjusted expenses $1,713 $2,552 $ 622 aaxcaa a~axax saaasa These reduced fioures provide a basis for comparison to other cities. Nonetheless, differences would be expected due to the different activities engaged in by each city and different levels of personnel parti- cipating in each activity. Further, other cities may have expenses for activities in which the City of Denton dines not participate. 1 Summary of Review Procedures Performed ` We performed the following procedures without exception, except as ' noted in the cover letter: 1. We reviewed the City's expense reporting policy which became effective in April 1982 and discussed with City personnel the procedures in effect before that date. 1 -4- r 2. We obtained from City personnel listings of expense reimburse- ments to thF City Manager and each of his Assistants. These ' Listings included the following information for each payment: a. Name of employee ' b. Date of payment c. Amount d. Check number ' e. For out-of-town travel, the nature of the expense (transporta- tion, hotel, meals, :tber), amount, destination, and business purpose ' f. For mileage, the destination, number of miles, amount and business purpose g. For in-to.m and local meals, the amount, individuals present and their affiliation, and the business purpose ' h. Account distribution i. Indication of whether receipts were included j. Approvals for payment ' 3. We selected a sample of payments from this listing and performed the following: ' a. We examined the cancelled checks, noting agreement of the date, payee and amount and proper signature and endorsement. b. We compared the dates and amounts to the postings in the general ' ledger. 4. For all items on the list, we performed the following: ' a. We determined whether the total of the individual expenses listed agreed to the amount paid. ' b. We noted whether a business purpose was documented and whether this purpose was consistent with normal City business. t c. For mileage reimbursements, we reviewed the reasonableness of the number of miles indicated in relation to the destination and recomputed the total charge. ' d. We noted whether receipts had been included for all item in excess of ;25. r i e. We noted whether the account distribution was reasonable in relation to the nature of the meeting or activity. f. We noted whether the proper approval had been made in accordance with the City's established procedures. 5. We discussed with personnel at other cities throughout the r area the various factors which would be considered in comparing employee expenses between cities. We did not, however, obtain a detailed analysis or understanding of ' the nature or amounts of expenses reported by the City Managers in these other cities. i i i mEnj s ~ , ;M ANN j/~Ig Cal WrYof DENTON, TEXAS MUNICIPAL BUILDING / DENTON, TEXAS 76201 / TELEPHONE (817) 566.8200 MEMORANDUM TO: Planning Retreat Participants FROM: G. Chris Hartung, City Manager DATE: September 2, 1982 SUBJECT: Executive Staff Planning Retreat Issues The FY 8?/83 planning issues have been integrated with the FY 81/82 issues and are attached for your review. Please remove your pages #4421, and replace them with the attached pages #4-#27. We will be.mePting again'.within the next two to three weeks to further discuss these issues and take necessary actions to ,:omplete this project. If there are any questions, please contact Margaret Green at #8307. G. Chris Hartung, ty Manager GCH:vvw 0602M EXECUTIVE STAFF PLANNING ISSUES Spring 1981, Spring 1982 IN ORDER OF PRIORITY (MUST DO, SHOULD DO, NICE TO DO) -4- i. ;'ara'~wF a Page 1 of BXECUTIYR STAFF PLANNING ISSUES Spring 19811 Spring 1982 IN ORDER OF PRIORITY (MUST DO, SHOULD DO, NICE TO DO) PERSON DATE ACCOONT.NBLE DUE MSN YEAR RANKING ISE `3 DESCRIPTION M {81} 78 4. How productivity monitoring and reporting. M (81) 79 5. Ho toCeaimplement management objectives et organization. M (81) 97 6. How to strengthen long range planning at Council level by improving coordination of staff activities with policies established by the Council. Slow to incorporate long range planning and accounting system enhancements to the budgeting mechan'sm, to provide for decision making. How to examine programs to determine the proper financing policies in light of decreasing tax revenues. How to use conservative, financial practices to eliminate dependence on revenue sharing, to provide financial soundness, to improve credit worthiness, and financial reserve.i. (Long Range Planning)(Issues #24 6 #19 i #1 have been added to this issue.) It (81) 101 16. How to improve the rideability, and durability of the street system. M (81) 91 19. ADDED TO ISSUE #6 M (81) 58 46. How to maintain and improve employee relations. M (82) 86 47. How to provide information on projects and grant funds. M (82) 56 53. How to develop a code of ethics for City Employees. M (82) 99 62. How to improve credibility of Cusromer Service to the customer. M (82) 67 69' How to respond decreased s citizen federal funds. '-5- EXECUTIVE S'W%Yj' pLi►liNING ISSUES spring 19810 Spring 1982 In order of :Priority (Must Do# should Do, Nice to Do) Page 2 of 7 r PERSON DATE DESCRIPTION ACCOUNTABLE DUE t4SN YEAR RANRIN(i ISSUE M (82) 81 50. ADDED TO ISSUE 117 M (62) 70 75. How to improve long range Manpower planning. M (81) 101 1. ADDED TO ISSUE #6 M (81) 72 8• rHow elations and mmunications. How to develop a performance evaluation system that provides effective communications and sets goals for professional improvement. (Issue #22 added to Issue #8) training M (81) 89 12• P og~develop for o mid and management lower level supervisors. M (81) 88 37. Now to provide adequate landfill facilities. M (81) 77 17. How to improve communications with the general public. How to develop a vehicle to circulate City information to citizens other than newspaper. (Issue #50 added to this issue.) S (81) 69 22. ADDED TO ISSU.: V8 M (81) 66 23. How to establish a system to account for and control fixed assets. M (81) 63 24. ADDED TO ISSUE #6 S (81) 66 10. Now to implement and adhere to the development guide. S (81) 66 11. that Utility services are h ensure available to developing areas. S (81) 69 13. How to improve Code Enforcement. - 6 - r. 1W -0" t 411 P17 f!"" Eli "rjaIV$ STAFF P"ING ISSUES Spring 1981, Spring 1982 In order of priority (Must Do, Should Do, Nice to Do) Page 3 of 7 PERSON DATE KSN YMR RMKING ISSUE DESCRIPTION ACCOUNTABLE DUE s fall 70 25. How to plan for future electrical supplies and servio,s for the decade of the nineties and beyond. S (81) 57 26. How to monitor and ensure enforcement of the Affirmative Action Plan. S (81) 71 34. Horn to pursue development of a viable recycling/energy recovery project. S (81) 74 35. How to develop a sound energy management and conservation program. S (81) 63 36. How to develop an aggressive safety program and whether it should be managed in-house. S (81) 53 38. How to monitor the increase in the crime rate, and it's relation to the expansion of the police force. S (82) 72 70. ADDED TO ISSUE f2 S (82) 71 77. How to develop support for downtown immediately. S (02) 68 84, How to streamline the classification function. S (81) 83 2. How to plan for water supplies to meet Denton's needs after the year 2000. How to determine our role in requirements for regional water. (Iss,.le 470 Added) S (81) 80 3. How to plan for Denton's Public Safety Needs. S (81) 83 9. Eow to assure proper tax values, and collection processes, especially with the transition to the County-wide tax district. S (81) 62 18. How to define various organizational responsibilities, and assign to specific areas. 7 - ,}7RI RX=TIVE STAYY PLANNING ISSUES Spring 1981, Spring 1982 In order of Priority (Must Do, ShouA-d Doe Nice to Do) ~f Page 4 of 7 PERSON DATE MSN YEPkR RANKING ISSUE DESCRIPTION ACCt''JNTASLE DUE s (81) 90 31. How to direct the industrial development program toward attracting high quality industry. S (81) 83 43. How to survey existir,, industry to obtain feedback on adequacy of City services to industry. S (82) 80 49. How to d3 benefit evaluations to assess activities. S (82) 82 52. How to develop an economic development plan including Chamber and other local leaders and key departments. (Specifically airport). S (82) 86 56. How to improve the management of motor pool financing and operations. S (82) 74 57. How to improve the career lattice process and communication program. S (82) 83 58. Bow to stimulate development of high-density housing without disturbing existing neighborhood patterns. S (82) 84 59. How to provide data processing systems feedback to using departments. S (82) 8.l 60. How to plan for additional department Data Processing needs. S (82) 30 61. How to monitor building modifications so as to avoid conflict with building maintenance and energy conservation. S (82) 80 63. How to establish better utility billing system for City departments. S (82) 89 64. How to establish a credible cost allocation for insurance and telephones to City departments. S (82) 75 66. How to train for effective public presentations. S (82) 69 'o3. How to evaluate leased equipment versus purchases. - 8 - EXEWTIVB STAFF PLANNING ISSUES Spring 1981, spring 1982 in order of Priority (Must Do# Should Do. Nice to Do) Page 5 of 7 PERSON DATE MN YEAR RANKING ISSUE DESCRIPTION ACCOUNTABLE Do r S (82) 82 74. How to get sufficient informatior. to all levels to avoid conflicts and duplication of work efforts. S (82) 84 78. Eow to protect City of Denton right-of-way and easements. S (82) 86 79. How to reduce excessive vehicle down time. THE FOLLO.IING THREE ISSUES HAVE BEEN ADDED AS SHOULD DOs S (81) 0 85 How to provide internal audit control. (WAS ISSUE 120) S (81) 0 86 How to develop an ordinance and policy to facilitate requests for development. (WAS ISSUE 148) S (81) 0 87 How to acq,iire land for future fire stations. (WAS ISSUE 150) N (81) 84 7. How to maintain Den':on's image of a fine and dynamic city. N (81) 68 14. How to es'.ablish a permanent security system for all City Facilities. N (81) 70 15. How to improve th_- fleet maintanence program N (81) 80 20. How to develop a plan for obtaining additional office and work space. N (81) 72 21. H,-x to develop a plan for the improvement and growth of the Municipal Airport. N (81) 57 27. How to develop a driver's education program for drivers of City vehicles. N (81) 62 28. How to develop an updated transportation plan to improve traffic flow to provide efficiency and promote energy conservation. - 9 - S i q WAZCVTIVB STAFF PLANNING ISSUES Spring 1981, Spring 1982 In order of Priority (!lust Do, Should Do, Nice to Do) Page 6 of 7 PERSON DATE MISN YEAR RANKING ISSUE D88CRIPTION ACCOUNTAFLE DUE N (81) 68 29. How to update the emergency contingency plan. I N (81.) 63 30. DELMD N (81) 64 32. How to support and maintain efforts toward beautifying the City. N (81) 64 33. How to provide for the centralized control of all facility maintenance and operations. N (81) 71 39. How to develop an indirect cost plan that can be utilized for cost recovery on grants. N (81) 57 40. How to establish a strong recruitment program for reserve officers. N (81) 57 41. How to plan for the development for a word processing center. N (81) 41 42. How to develop a volunteer program for the City that would allow time for special training, and special projects. N 'Ai) 59 44. How to develop a research liorary for City departments to avoid duplication of effort, and waste of storage space. N (81) 71 45. How to develop a Atrong viable relationship with governmental agencies. N (82) 87 48. How to provide more timely reports. N (82) 68 51. How to establish task force bimonthly. N (82) 67 54. How to improve the over all appearance of City facilities. N (82) 59 55. How to remove City operations from the diesel plant and old warehouse. N (82) 75 65. How to efficiently move material and information betveen City facilities. N (82) 65 67. How to evaluate the present vector Control Program. - 10 - SXEMIVX STAFF PLANNINQ ISSUES Spcir.q 1981, Spring 1982 In cyder of Priority (Must Do, Should Do, Nice to Do) Page 7 of 7 PERSON DATE MSN YEAR RANKING ISSUE DESCRIPTION _ ACCCUNTAELE DUE N (82) 57 68. How to provide additional materials. N (82) 56 71. Has to effectively utilize interns and youth in the organization. N (82) 73 72. HYw to meet the increasing demand on recreational facilities. N (82) 64 76 How to improve traffic control devices and no parking areas. N (82) 74 80. How to address concern of insurance benefits for retired employees by involvement of upper level supervision in decision making. N (82) 71 81. HAY to get support for existing Annexation Policy. N (82) 56 82. How to provide for a Temporacy Employment Pool. N (82) 71 83. How to ajics? nur present benefit packages. - 11 - ~,r'{ fr ran l+,rr~ TIT M7 ~6 f 771, M 8X8CL►TI~ $TA7F PIANNIW ISSUES Spring 19811 Spring 1981 By XMING :f -17;- 4 i ~l f ~ t r ~ ~ J ; K' C 4t 4 1 rt~ 7 1C'J iY ~(F~ • ~ _S . vn E~ a. > d.Q ~N'A9t i~ t~ tl rS ~~j' S ~Y. r r~lx~t.,•'.h r y X11 Ir e " a _ Yp/Yt~p _~p 1~ . 4IOU" , w - ,'$pcidg ~81r'r~pr~n$1983 r. F .A SY RA't#K~eki . PBliSP!{ DJ►T; KN RJ1tiRINQ I&SU8 'rr'R?Y AtxOUtITA9_~ y D •~r- K (81) 101 164, pow to improve the rideabtli:y, and durability cif the street system. K (91) 101 1. ADD&D To ISSUE #6 Fl (82) 99 62. Bow t ' &mptOve credibility of CustO MY 8evice to the customer. K (81) 97 6. B.v to etrengt:hen long range planning 0 ~ 0!o aril level by improving fj~i -d4,' , '6j staff, eoti'Vities with policies established by the gouaoil, How to incorporate long range planning and accounting system enhancements to the budg6Etr4 mechanism, `to provide for decision making.' How to use conservative, financial practices to eliminate dependence on revonue sharing, to provide financial soundness, to improve credit worthiness, and financial reserves. (Long Range Planning) Bow to examine programs to determine the proper financing policies in light of decreasing tax revenues. (Issues #1', #19 z 124 were added to this issue) K (81) 91 19. AWED To ISSUE #6 S (81) 90 31. des lopment program toward attracting high quality industry. M (81) 89 12. ogams loroaid~ and8loower leveing supervisors. S (82) 89 64. allocation Now to aforsInsurancee and telephones to city departments. K (81) 88 37. How to provide adequate landfill facilities - 13 - V Y 4 6 P ~?''.K~ '1l J i b iZ t v Yr 2 t y l b` t t i" t , t b7 5, ' iN ~ q r~ _ A i F . 4 g~ r~~,9~ay~ gpxns,~ X981 RMnki~ty ; Page 2 of 7 DINS K9li YE'R Rl~N1CIN(i ISBUB DE$C1iIFTIM,._._._..~„-.~'~LB ,1118 p (82j 87 i8': gow to pcdvide sorb timely repo;Ls. N (82) 86 47. UoMr to provide information on projeata< W gr6nt tondo. S (82) 00 560 Hqw to improve the management of motor pibl'financing and operations. 8 (02) 86 19. 864 to rediiCe excessive vehicle dome (81)' 84 7. Sal to'saintain Denton+s image of a tide and dynamic city. 8 (82) 84 596 How to provide data processing system feedback to using departments. 8 (82) 84 78. Now to protect City of Denton right-of-way and easements. S (81) 83 2. Sow to plan for water supplies to meet Denton's needs after the year 2000. ( How to determine our ).Ole in requirements for regional water. (Issue #70 Added) 8 (81) 83 g' collection u processes# espeoially with the transition to the County-wide tax district. S (81) 83 43. bbtain to survey feedback xontadequacysof City services to industry. g (82) 83 59. high-density How to lahousing without disturbing existing neighbochook, patterns. (82) 82 52. plan How to evelop an economic development leaders and key departments, (Specifically alcport). e (82) 82 74. Sow to grt sufficient inforastion to all levels to avoid oon8liatei and duplication of work efforts. r { o er c,~ ^ t N h .rr o +ry -rh uSJ f7~ti a a n 1 a ,b' r i J r 'F c t r }~1 l"4 'Z~ 1 r def. 77 1'#83 t!~ i'19~1# 19, 0 $)t ikiieq . page 3 of 7 + t QOM: DATE ,~,s~~~ w►a~~st~ Dssc~urnczo>y _ ~_..._.,`..~'.c~xna~~a><~ DtJ~i i$1) 81 544. AD= To t$Sft #17 8 (82) 81 606'HOw to plan for additional department Data processing needs. 8 (62) 80 63, How to establish better util,.ty billing syst6ji !or City departmente. 1 N (al) eb 10. Bar to develop a plain for ob:4ining s additional otfioe and work lace6 Haw to an tot Denton's'public Safety Q,;. S (81) 80 3,. Needs. evaluations to assess 9 (82) 80 49. How to do benefit activities.' 9 (82) 80 61. How to monitor building modifications so as to avoid conflict with building maintenance and energy conservation. M (81) 79 5. How to implement management objectives by stressing results from the organization. M (81) 78 4. Now to develop a program of departmental productivity monitoring and repotting. M (81) 77 17. How to improve communications with the general public. How to develop a vehicle bo circulate City information to citizens other than newspaper. (issue #54 added to this issue.) N (82) 75 65. information between City facilities. 8 (02) 75 66. How to train for effective public presentations. D (82) 74 57. liow to improve the career lattice process and communication program. H (82) 74 80. Bow to address concern of insurance bonsfits for retired empieyeos by involvement of upper level supervision iti decision making. 4:. r ~~^TL lYk4 A f tl A J'1 Y i il"M ~l~,`~+ ~~k !^~1,e '~f ';y.~~~`; ~M1a ~ h• v~ F k,. ll,, A;i~ " ti ,y'~ N . r K t ) a ' R I8LtG1b~ r ~ . £ 8~r;~ 19~1r~tLt"tg 15 ~ ; ; ~ r. D R+lnking Y Page' 4 of 7 ?BA94!# DJlTB M8 XBAi: D IS$~,6 DESCRIPTION N- = r ACCOU - ABI.F D s (g') 35v 96w to 40614 a pourjd energy.`,, ti managesie t and conservation program. N, 1,92) . 73 72 ' How to meet the i6q 4jasing deauuid Qn recreational facilities. M (81) 72 8 How to improve interdepartmental relations and comooic0ions. How to cJ4Ye~p p~~or,eaa+i0 ; oveluatias s atea► tat'proyide's aftebtive "tZOpwgf'cak4ns ti , W sets goals for protesd~anai uOroveswnt,. (Issue t4; added to lesut ~8) N (81) 72 21. How to develop a plan for the improvement and growth of the Municipal Airo.:t~ g (82) 72 70. ADDED TO ISSUE +2 8 (82) 71) 77. Sow to develop support for downtown ( immediately. N (81) 71 39. How to develop an indirect cost plan that can be utilisei for cost recovery on grants. N (81) 71 45. How to develop a stronj viable relationship with governmental agencies. N (82) 71 81. How to got support for existing Annexation Policy. N (82) 71 83. now to assess our present benefit packages. 8 (81) 71 34. How to pursue development of a viable recycling/energy recovery project. M (82) 70 75. How to fAprove long range Manpower planning. N (81) 70 15. How to improve the fleet maintanence program. 9 (dl) 70 25. How to plan for future electrical supplies and tarvices for the decade of the nineties and beyond. • • 16 - _Y, ,r r 'L M°Lr. ,np, .e {,al.'t. '~~..'..6 a.y .y ~ ,i ~?'r .:.c`. oi•i ,_rkR i su. ,Yik__n~5. t~~.r '~st ~",i{~_~ yy , t r4 n 7:-;! . J N + n'e'r P'~~;•',P , ''Y'"..r+ r4}0. ':.i k 77-T 1 4 f5' x.1 +M 1 1. •'l ..Y dt ~r4~ rv~ i N 1, i rpyli ,lA~lr Sprin9~9A~ . , f, Pay4) 5 of 7 PSMON DATE liBN Yam Rugg ISPA .r .~_3`S, T oN ~i J►sI W4 8 (81) 0 ' 1i. now to 14roiA" I:ode Bniotcement 8 (61) 69 ; 22► ADD#a TO,ISSUB E 8 8 (62) 69 73. now to evaluate leaned equipment verams purctsasen. N (81) .68 14, sow to establish 4 permanent security ayst4a i~o~ ale City paailities. N (81) 68 29. How to update the emergency contingency plan. N (82) 68 ''51. How to establish task force'biaonthly, 8 (82) 68 84. How to streamline the classification function. M (82) 67 69. Hcu to respond to increased citizen demands due to decreased federal funds. N (82) 67 54. How to improve the over all appearance of City facilities. 8 (81) 66) 104 Haw to implement and adhere to the development guide. 8 (81) 66) 11. sow to develop a plan to help endure that Utility services are available to developing areas. K (81) 66 23. Bow to establish a system to account for and control. fixed assets. N (82) 65 67. bow to evaluate the present Vector Control Program. N (81) 64 32. How to support and maintain efforts toward beautifying the City. N (81) 64 33. How to provide for the centralised control of all facility maintenance and operations. N (62) 64 76 sow to improve traffic control devices and no packing &rsaaa f - 17 - Q J { 'A 19C,,, f b , ~~:I~iti K a' ~ 'f A"} r "F, ~ 1 ~..~V •y Fl .t x~ y ti sj 7 x/''11 ^,rj~ 8pri ` 108 t Apt"' '1902 MR, AY 9M 160 4 . Page 6 of 7 PERM DA1'8 MN YEOLR M.NKING ISSUE `xN {9l) 6~` 30:~D~Y,B'PSD >F 8 (81) 63 24. AWRD TO I89UB 16 8 (81) 63 36. How to e,avelop an aggressive safety prgpra* land whethsr, it should be managed in•houale. N (81) 62 28* OW tbu 4tyillop aq 1%*ted y' traiisportai on ,91401, to improve traefio , llow'td provide efi!iciehay and promote ' ' ertergy'oonservatioii S (81) 62 18. How to define va.ciiua organizational responsibilitiesi itnd assign to specific aceav, N (81) 59 44. How to develop a research library for City departments to avoid duplication of effort, and waste of storage space. t N (83) 59 55. How to remove City operatitma from the diesel plant and old warehouse. M (81) S8 466 How to maintain and improve employee relations. N (81) 57 27. How to develop a driver's education program for drivers of City vehicles. N (81) 57 40. Now to establish a ntrong recruitment program foe reeecve officers. N (81) S7 4L Now to plan for the development for a word processing center. N (82) 57 68. How to provide additional materials. 8 (81) 57 26. How to monitor and ensure enforcement of the Affirmative Action Plan. M (82) 56 53. Nov co develop a code of ethics for City 8mployees. N (82) 56 71. How to effectively utilise interns and youth in the organisation. - 18 - t S iff "•a , d~'t !T'174~0 ~A, a S n e+d' to ~+!J! ~(l.. - 115.. R. r~ .4 t 4n, , rl x "n .IX ~.7 K7~1~ ffi r y1, .`~/~1~/{ "y,~~p, Qom. ~.y p/~~y♦d y~ ♦~Q}~. 7771 R '9 M~.♦ 4 YniFNR!#^>♦ .aQ4Y~"'i r ~ . 8ii i.ne~ 1981r SprinSi 19ex 6y i:attkin } Page 7of7 P$R30N MIS }iTA8L8 DUE WN yma R 1tZKIN(I JSSUR DBBGRIItTION N (83") 58 provt fore Te'aopCa~rY EVloyment Pool* S (81) 53 38 How to ikoni.toc the inor.aese in `the crime rater, and it's celation'to the expansion bf the, police force, N (81) 47 42. vgwf 0 drpvelop a volunteer p'rogras for the City tb+t Odad ailow Ow, for , spaola traipiMgr and speoial`pr`ojacte. . S (ei) 0 85 god to provide internal audit oontcol, (ISSUE #65 A§ #20) S (81) 0 86 .now to develop an ordinance and policy l; facilitate requests foe development. (ISSUE #86 WN1 #48) S (81) 0 f,7 How to acquire land for future fire stations. I (ISSUE #87 ws 150) l - 19 - y aw€v° wrS 4 ° , b '17 EXECUTIVE STAFF PLANNING ISSUES Spring 19810 Spring 1982 IN NUMERICAL ORDER I 20 r rc ,r . iw Nw +r u ♦ .+e b y s t p > n -1 PY7 BXECVTIVB STAPT PLANNING ISSUES Spring 1981$ Spring 1982 I RI o RDER PERSON DATE KIN YPAR RANKING ISSUE DESCRIPTION ACCOUN'1'ASLE DUB M (81) 101 1. ADDED TO ISSUE #6 S (81) 83 2. How to plan for water supplies to meet Denton's needs aftce the year 2000. How to determine our role in requirements for regional water. (Issue #70 Added) 0 (81) 80 3. How to plan foe Denton's Public safety Needs. H (81) 78 4. How to develop a program of departmental productivity monitoring and reporting. M (81) 79 5. How to implement management objectives by stressing results from the organization. N (81) 97 6. flow to strengthen long range planning at Council level by improving coordination of staff activities with policies established by the Council. How to incorporate long range planning and accounting system enhancements to the budgeting mechanism, to provide for decision making. How to use conservative, financial practices to eliminate dependence on revenue sharing, to provide financial soundness, to improve credit worthiness, and financial reserves. (Long Range Planning) How to examine programs to determine the proper financing policies in light of decreasing tax revenues.(Issues 010 #19 6 024 were added to this issue) N (81) 84 7. How to maintain Denton's image of a fine and dynamic city. M (81) 72 8. How to improve interdepartmental relations and ormmunications. How to develop a performance evaluation system that provides effective communications and sets goals fol professional improvement. (Issue #22 added to Issue #s) 21 i EXECUTIVE STAFF PIANNINO ISSUER Spring 1981, Spring 1982 Numerical Order Page 2 of 7 PERSON DATE MSN YM-- RANXINQ ISSUE DESCRIPTION ACCOUNTABLE DUE S (81) 83 9. How to assure proper tax valueap and collection processes$ especially with the transition to the County-wide tax diatt ict. 8 (81) 66) 10. Bow to implement and adhere to the development guide. S (81) 66) 11. Bow to develop a plan to help ensure that Utility services are available to developing areas. M (81) 89 12. Bow to develop management training programs for mid and lower level supervisors. S (81) v 13. Bow to improve Code Enforcement. N (81) 68 14. Bow to establish a permanent security system for all City Facilities. N (81) 70 154 Bow to improve the fleet maintanence program. M (81) 101 16. Bow to improve the rideabilityl and durability of the street system. M (81) 77 17. Bow to improve communications with the general public. Bow to develop a vehicle to circulate City information to oitizens other than newspaper. (Issue 150 added to this issue.) S (81) 62 18. Bow to define various organizational responsibilitiess and assign to specific areas. M (81) 91 19. How to examine programs to determine the proper financing policies in light o! decreasing tax revenues. N (81) 80 20. How to develop a plan for obtaining additional office and work space. N (81) 72 21. Bow to develop a plan for the improvement and growth of the Municipal Airport. -22- EXECUTIVE STAFF PLANNING ISSUES Spring 1981, Spring 1982 Numerical Or&er page 3 of 7 PERSON DATE MN YEAR RANKING ISSUE DESCRIPTION ACCOUNTABLE DUE 8 (81) 69 22. ADDED TO ISSUE 18 M (81) 66 23. How to establish a system to account for and control f).xed assets- 8 (81) 63 24. ADDED To ISSUE 96 S (81) 70 25. How to plan for future electrical supplies and services for the decade of the nineties and beyond. S 181) 57 26. Sow to monitor and ensure enforcement of the Affirmative Action Plan. N (81) 57 27. How to develop a driver's education program for drivers of City vehicles. N (81) 62 28. How to develop an updated transportation plan to improve traffic flow to provide efficiency and promote energy conservation. N (81) 68 29. How to updrte the emergency contingency plan. N (81) 63 30. DELSM S (81) 90 31. How to direct the industrial development program toward attracting high quality industry. N (81) 64 32. How to support and maintain efforts toward beautifying the City. N (81) 64 33. How to provide for the centralized control of all facility maintenance and operations. S (81) 71 34. How to pursue development of a viable recycling/energy recovery project. S (81) 74 35. How to develop o sound energy management and conservation program. S (81) 63 36. How to develop an aggressive safety program and whether it should be managed in-house. -23- g ={B STAFF PLANNING ISSUM Spring 19811 Spring 1982 Numerical Order page 4 of 7 PERSON DATE SABLE DUE }CN RANKING ISSUE DESCRIPTION M (81) 88 37. go to srrovide adequate landfill S (81) 53 38. How to monitor the increase in the crime late, and it's relation to the force- expansion of the police 14 (81) 71 39. th t can be utilized for recovery on grant;. N (81) 57 40. Hc,w to establish a strong recruitment program for reserve officers. t7 (61) 51 41. How to plan for the developlent foc a Hord processing center. 1i (81) 47 42. now to develop a volunteer program for the City that would allcr.r time for special training, and special projects. 5 (81) 83 45. ;icw to survey existing industry to j obtain feedback on adequacy of City services to industry. N (81) 59 44. How to develop a research library for city departments to avoid duplication of effort, and waste of storage space. N (61) 71 45. How to develop a strong ncies. relationship with governm M (81) 58 45. How to maintain and impruv, ,,toyee relations. M (82) 86 47. Pow to provide information on projects and 9t i it funds. N (82) 87 48. How to provide more timely reports. S (82) 80 49. Sow to do benefit evaluations to assess activities. M (82) 81 5o. ADDED TO ISSUE 117 N (82) 68 51. Hcw to establish task force bimonthly. -24- 7,777-7 sm '"Y,., Y _,..7 i Cr• •LI.I\ { • .+1 _ 1 r• C ra r r r'`,y?. gXEApi'IVE 8TM PLWINa ISSU83 Wing 1981, spring 1982 Nwrof ir,Al 9cdar Page 5 of 7 • PERSON DATE DESCRIPTION ABLE DUB ySN,YEAR RJINICI ISSUE S (82) 82 52. Bar to develop an economic development plan including Chamber and other local leaders and key departments. (Specifically airport). td (82) 56 53. How to develop a code of ethics for City Employees. N (82) 67 54. Bow to improve the over all appearance of City facilities. (82) 59 55. Bow to remove City operations from the diesel plant and old warehouse. s (82) 36 56. How to improve the management of motor pool financing and operations. S (82) 74 How to improve the career lattice process and communication program. S .A2) 83 58. How to stimulate development of high-density housing without disturbing existing neighborhood patterns. S (82) 84 59. Sow to provide data processing systems feedback to using departments. S (82) 81 60. How t plan for additional department Data s S (82) 80 61. Bow to mnnitoc building modifications so as to ivoid conflict with building maintenance and energy conservation. M (82) 99 62, HowvtioCei prove credibility of Customer M (82) 80 63. Sow to establish better utility billing system for City departments. S (82) 89 64. Sow to establish a credible cost allocation for insurance and telephones to City departments. N '(82) 75 65. Bow to efficiently move material and information between City facilities. i ~ -25- `,r~ ? \ lx J d S 4 1 i~~ ki i4 7`1777 SXECUTYVg sTm PUM114 I881JS.4 Spritq 198ir Spring 1982 Nuaerigai Ordii Page 6 of 7 PBRSON DATA ISSN YEAR RANKING ISS(~E~ DESCRIPTION AC7COVWAHL8 DUE 8 (82) 75 66. Hoye to train for effective public presentations. N (82) 65 67. How to evaluate the present Vector Control Program. N (62) 57 68. Haw to provide additional materials. M (82) 67 69. How to respond to increased citizen demands due to decreased federal funds. S (82) 72 70. ADDED To ISSUE #2 N (82) 56 71. How to effectively utilize interns and youth in the organization. N (82) 73 72. How to meet the increasing demand on recreational facilities. S (82) 69 73. How to evaluate leased equipment versus purchases. S (82) 82 74. Now to get sufficient information to all levels to avoid conflicts and duplication of work efforts. M (82) 70 75. How to Improve long range Manpower planning. N (82) 54 76 How to improve traffic control devices and no parking areas. S (82) 71D 77. How to develop support for downtown immediately. S (82) 84 78. How to protect City of Denton right-of-way and easements. S (82) 86 79. How to reduce excessive vehicle dam time. N (82) 74 80. How to address concern of insurance benefits for retired employees by involvement of upper level supervision in decision making. N (82) 71 81. How to get support for existing Annexation Policy. r - -26- c .o-.1 ✓ i u EXP:CiNIM sun PIAMING MUSS spring X9810 Spring 1962 Numerical Order Page 7 of 7 PERSON WE MSN YEAR RANKING ISSUE DESCRIPTION AdC0eMABLE DUE N (81) 56 82. How to provide for a Temporary Employment Pool. N (82) 71 83. Host to assess our present benefit packages. S (82) 68 84. Hoer to streamline the classification function. S (81) 0 85 Host to provide internal audit coa.trol. (ISSUE #85 WAS #20) S (81) 0 86 Hoyt to develop an ordinance and policy to facilitate requests for development. (ISSUE #86 WAS #48) S (81) 0 87 How to acquire land for future fife stations. (ISSUE 187 WAS #50) f -27- ..~;?.tl p i Staff Retreat Spring 1981 PLWNING ISSUE Issue Yo. - 4 Original Issue No. 7A Title: Productivity Monitoring/Reporting Present Future _ Appraised as. trength Appraised as: ocortunIty Faults Threat Desc:ipticn cc Statk~ment: - - The City has intiated a program of departmental productivity monitoring and reporting, Ref erence, Facts, Exampleo Possible Action and Requirements: 1, Increase City Manager involvement and feedback on results, 2. Continue and improve upon departmental monthly reporting (standardization, validity of data), 3. Computerize graphic presentation, 4. Develop system to determine efficiency ratios, cost-benefits of program continuation, service delivery and determine steps to correct weaknesses, 5, Study the feasibility of implementing a City-wide productivity enhancement program with full-time productivity coordinator, _ _ . ✓ . tar/ r F . - . + r. ~'L/ PLANNING ANALYSIS Indirect Political Environmental Direct Est. Worker Organizational Time Action Costs Hours Hours frame le alities Realities Issues 1. 2. 3. 4. 5. 6. 7. 1 - ,l Staff Retreat Spring 1981 PM"NrNG ISSUE Issue No. 5 Original 1ssueA N-o:- 18 Title: RESULTS ORY E1TED ,AW(MM T Present Future Appraised as. Strength Appraised as: Opportieaity Faults Threr.+: uescript;cn cr Stateaent: Management oh ectives and actibns should be oriented to stressing results from the city's organization. Reference, Pacts, Example: Many city activities have become institutionalized by past policies and general bureaucratic procedures and often produce mWrk1 final results. By focusing the organization's attention on results, many of the institutionalized beaeaucra.t:c procedures can be determined and streamli.zed to save time and resources. Possible Acticn and Requirements: Promote an atmosphere of management for results. Have each depar..meat analyze their operations to determine whether they have a clear understanding of their mission and purpose and function. Develop better system flow charts of the various organizational acti ties and rocJ,gd~u{r.-es~• ~ _ r PLANNING /ANALYSIS Indirect Direct Est. Worker Organizational Time Political Environmental Action Costs Hours Hours Frame Legalities Realities Issues z. 4. 5. 6. 7. . Staff Retreat Spring 1981 PLANNING ISSUE Issue No. 6 Original Issue No. 8 Titles DEVELOP GOOD COUNCIL/STAFF DIRECTION AND PLANNING Present j Appraised as: Strength Appraised as0unity Faults rea Description or Statement; Strengthen long range planning at Council level and improve coordination of staff activities with policies established by the Council. Reference, Facts, Example: Council has responded to issues as they come up. In the recent past, Councils have not engaged in long range planning activities. Possible Acticn and Requirements: Annual planning retreat; develop on-going goal and objective setting process, including performance measures and feedback. PLANNING ANALYSIS Indirect Direct Est. Worker Organizational Time Political Environmental Action Costs Hours Hairs Frame Legalities Realities Issues 1. z. a.. 5. 6. 7. v r Staff Retreat , l -Spring 1981 PtJ$"N... ISSUE Issue No. 24 original Issue No. 32 Title: Good Resource Allocation Systm Present Appraised as: eng Appraised as: Future Fa ortunity Threa-"~- Cescripticn cc Statement: The City currently has a good budgeting mechanism but adaitional enhancements are desirable. Long-range planning snould be incor- porated; accounting system enhancements for pragram costing can to provided for decision making. Reference, Facts, Example: The primary problem with the resources allocation is the lack of historical information and lack of perspective on long-range impact of decisions. Possible Acticn and Require.°nents: Document Financial Policies Document Revenues Establish Program Costing Include Long-Range Planning for Budget Ranking Staff Retreat Spring 1981 PLANNING ISSUE Issue No. 19 original Issue No. _V Title: Move to Fee-Based Programs Present Future Appraised as: Strength Appraised as: OpRoc uni y Faults Threat Descri zuticn or Statement: The City must examine its programs to determine the proper financing policies in the light of decreasing tax revenues. Reference, Pacts, Example: The City currently finances some programs from property taxes which benefit a specific user group. Property taxes are paid by the citizens at large and should be applied to programs which accrue benefits to the taxpayers as a whole. Possihie Acticn and Requirements: Establish financing policies Set up accounting system to monitor annually adjust fees ?^/,..-..c'. p gyp. e S F _'F Staff Retreat Spring 1981 PIX.~iNlyf_ G I:SLIE Issue No. Original Issue No. 1 Title: Financial Management, Reserves, Liquidity, Credit Worthiness and Reduce Dependence on Revenue Sharing Present Future Appraised as. Strength Appraised as: oppoctu-,jity Faults Threat Descripticn er statcuent: ' This issue enccmpasses the City's need to establish financial reserves, to provide for fund liquidity, to use conservative financial practices to eliminate its dependence 'on revenue sharing in the effort to provide financial soundness and improve its credit worthiness. lef.erence, Facts, Fxanale: ' The City has two major funds which suffer a cash deficit. Also, the City has not identified and establis'ied its financial reserves. The City utilizes loo% of Revenue Sharing for operations. Possible Acticn and Requirements: Establish policies setting out financial management criteria for sound managm- ent. Establish City Manager's approval obtain City Council approval N plement through budgetary priorities over an appropriate number or y yrs. rr. j 1 . O."! { Staff Retreat Spring 1981 PEANNING ISSUE issue No. 16 Original Issue No. 22 Title: Streets Pcesent Future Appraised ,as: a-VWJXPVI Appraised as: Opportunity Faults Threat Cescripticn or Statement: Improve the ridabilit7 and durability of tha street system. Reference, Facts, Example: Denton currently has over 25 miles of streets which need major repair of some sort. Possible Action and Requirements: Bond election, Increased waintenance Budgets, Assessment, Status Quo staff treat Spring 1981 PL1NNIVc ISSUE Issue No. Original issue No. 46- l~ r w ♦ w w Title: _ 9T,'S" r........ Pcesent Appraised as: Strength Future Faults Appraised as: Opportunitl Threat Description cr Statment: Reference, Pacts, Examples Possible Action and Requirements: ATT" Cxecutive tialf Aeireat Spring 1982 PLANNING ISSUE Item `So.` 47 Description or Statement: Note: Problem Statement in "How o" format Doo not attempt to solve: problem in this statement.) How to report financial information on projects and grants monthly to Departments. Reference, Facts, Example: Departments have never received budget reports on projects or grants. They need this information for proper management. Possible Action and Requirements: Note: List steps -Co-'-solve the problem. -Implement A_MS Accounting System -Establish organizations for each project and grant Constraints: List specific costs associated with implementation-- direct costs,,personnel hours, indirect costs.) Priority: MUST DO: RESPONSIBILITY AREA:_ SHOULD DO: ACCOMPLISHED: NICE TO DO::. 0602M ' EXECUTIViy STAFF RETREAT SPRING 1982 PLANNING ISSUE Item No, V. Description or Statement: 'lute: Problem Statement -in "How Tom format. Do not:attempt to solve problo, in this statement,) "How To Develop a Code of Ethics for City Employees" heference, acts, Example: Recent investigations indicated a need for some standard of expected behavior for employees. Possih a Action and Requirements: Note: List steps to solve the problem. 1. Survey and research for other "Codes of Ethic". 2. Utilize employee task force. 3. Identify purpose and end result. 4. Develop code. 5. Develop long range plan for orienting and familiarizinq employees (Awareness campaign, etc.) Constraints: Low employee moral and distrust of management. A realistic means of "enforcing" code without a larqe, strona group of supporters will be difficult. Priority: MUST DO: RESPONSIBILIW AREA. SHOULD DO: ACCOMPLISHED: NICE TO DO: 0502M X STAP fi1tPA~f : FEW 1 Z , CANNING ISSUE ff Item No- 62 not a . DescrIption or solve : Note; Prob em Statement Tn ow To"format not attempt to solve p pr roblem in this statement.) Oo How to improve Customer Service credibility Reference, Facts, Example: ' The implementation of the billing system created credibility problems. Now, the system is working well, but positive steps must be made to reverse this image. Possible Action and Requirements: vote: List steps to soly~ problem. -Develoo a Tarritr,~n statement about the objectives in public contact and bill correction -Develop a workplan that addresses a systematic aggressive approach to improving image -Utilize staff in problem solving Constraints: List specific costs associated with implementation-- direct costs, personnel hours, indirect costs.) Pr ority; MUST DO: RESPONSIBILITY AREA: SHOULD DO: ACCOMPLISHED: NICE TO 00: 06U2M .l w 4 { f . y J l EXECUTIVE STAFF RETREAT SPRING 1982 PLANNING ISSUE Item No. 69 escr pt on or tatenent: 'Note: Problem Statement ow o orraat. o not attempt to solve problem in this statement.) How to respond to increased citizen demands due to decreased federal funds. Reference, ~€acts, xaFp e: Reagonomics has proposed that many programs now adminstered by the Federal government be transferred to state and local governments. There are many theories and much speculation about Che impact of this revived movement. However, cities must be prepared for new programs, a possible transferred federal deficit, and citizen unres': once Reagonomics comes to town. Possible Action and Requirements: Note: List steps to solve the problem. 1. Identify affected services. 2. Ask the City Council for direction. 3. Continue the process of long range planning in order to program affected services into the organization. 4. Keep abreast of the movements in Washington. Constraints: (List specific costs associated with implementation-- direct costs, personnel flours, indirect costs.) 1. Staffing 2. Money to fund programs 3. The unknown r~ ority: MUST DO: X RESPONSIBILITY AREA:All Department Directors SHOULD DO: ACCOMPLISHED: NICE TO DO: 060N -77- 1 T77 777, .Y 4 MECUTIV3 STAFF RETREAT SPRING 1982 ' H ANC M IS4UA Issue 075 HOW TO PLAN MANPOWER REQUI McM1S FOR PRESIUr AND FU1[JRE CpERMONB. Descr tics or Statement: The City of Denton has many activity areas ghat are either expanding or contracting. It is necessary to develop aritrria W determine MVI appropriate number and type of personnel required at ,pre sojjt and in the future to serve the needs of the City. Reference, Facts, Exarple: The City mist continue bo scrutinize:: its number and type of personnel to be certain that they are adequate but not excessive so that budgets may be minimized. Fong range planning of personnel regpd rejrents could help the Personnel Department and the various operating departments develop potential personnel bo fill their requirements, plus provide a plan fog increased numbers of personnel. Possible Action and Requirements: A. Have each department do surveys of other cities, industries, businesses, etc., to compare number and type of employees used in each of the major activities. B. Have Personnel Department assist in developing a planning model to help departments review all pertinent criteria that should be reviewed when analyzing personnel requirements for an activity. C. Have departments use their long range planning activity to forecast service activities and personnel requirements, D. Have a "sunset" review required periodically on all City activities to determine if such activity should be phased cut or cban and, if so, forecast the reduction in personnel resources. Constraints: Priority: KM DO: )(000RFSPONSTBILIT, ARC: Personnel. Dept. & SLX= DO: Each Ma:or Depat:ment NIC'F_ TO DO: A0OWL104M. 1035U/16 Staff Retreat ~S~ppringg 1981 PI`AN`NT,QQ ISSUE Issue No. 8 original Issue No. 12 Title: ~Int_erdeeartmental Relations dc_ Cocrvr►unicat+ons Present Appraised as: (T"~MiV Appra:lsed as: Puture Faults Oppvttunity rea Description or Stat-nent: To acquaint various departments how other departments operate. Reference, Facts, Example: CPR Classes are availiable to all departments by the Fire Dept. .,Film availiable; Fire Prevention Smoke Detectors Baby Sitting Hazardous Materials " Possible Ac0 cn and Requirements: 7. &uchange of programs between the various departments, 2. tAll departments by represented in administrative retreats and icouncil crentation in order to learn what other departments are doing and what future needs are. 3-:..Training classes between various departments where needed. Staff Retreat k• Spring 1981 1 rss; , Issue uo. z2 Original Issue No. 30 . Titlet Performance Evaluation/Pay for Performance Present Appraised ass tre:rg C Appraised as. Futu n ortunitty rea Description or State~ent: In order to have effective communications and set goals for individuals professional improvement, periodic evaluations should be conducted and documented. In order to ensure that the City is "getting what it pays far specific performance standards should be developed and all pay increase decisions based on the level of an indivi. dual's performance. ...Reference, Facts In October, 1979, a performance evaluation program was implemen; Pay increases have been given only after a formal review had been conductedhwithate, an employee. Departments have been given flexibility to work with their own forms until standardized forms can be developed, Possible Action and Requireasentss 1. Department heads decide on the priority level of the program. 2. Schedule program activities based on priority, 3. Develop standardized forms, 4. Develop administrative policies and procedures for, implementing pay for performance system. 5. Train department heads. b, , _ Department neaos cram e 7. Supervisor's conduct employee briefings. a Staff Retreat Spring 1981 PLANNING ISSUE Issue NO, _12 Original Issue No. 25 Titles Training ~P e~~sen~tt Future appraised as: StL.3 Appraised as: u].ts trat . Desceipticn, cr Statement: Although we have begun a city training program that has had wide support, there have been many requests for other types of training. There needs to be a systematic approach to planning an annual training program, Reference, Facts, Example.. Over the past two years a number of training programs have been conducted - EEO, L.E,T,, customer relations, communications, etc. A federal grant was used to fund some activities. However, this program has been cut, Therefore, future training must come out of the Personnel Department's budget. Possible Action and Requirements: 1. Department heads collectively decide on specific priority needs, 2. Develop schedule of programs that can be conducted by the Personnel Analyst over a 12-month period. 3. Establish long-range plan. 4. Make future budget recornmendations based on long-range training plan, 5. Conduct training program. ry c,/a1+tA t0 Staff Retreat Spring 1981 • , ~ PLANNING ISSUE Issue No. 12 Original Issue No. 17 Title: Weakness in Mid/Lower Supervisors Present Puture Appraised as: Stren th Appraised as: Opportunity Paul is Threat Description or Statement: Historically first and second line supervisors have not had many opportunities to attend management training courses, In many cases, supervisors were not promoted because of supervisory potential but due to the fact they were the senior employee or were a "super worker". Therefore, they have been thrown into management situations with no knowledge or skill base, Reference, Facts, Example: Passible Action and Requirements: 1. Develop top management support and attitude of encouragement, 2. Develop specific in-douse training on management basics planning, organizing, controlling, directing, 3. Develop specific subject area training, i,e., how to interview, how to handle grievances, how to counsel. , staff Mtreat ~1 . Spring 1981 PLANNING Issup Issue PTO.. 17 original Issue No. 23 Title: mn nn i ! v r , ~ Ptrengt Future Appraised as: Strength _ Faults APPraise,f as: Opportunity Threat Description or Statement: Other than newspaper articles, there is no real link or communications with the general public. Ref e: once, Pacts, Example: possible ACtiCn and Requirements: -Establish a central office of public information. -Use all forms ofnews information, including the cable % V1 -F -1 P 40 PLANNING ISSUE Item No. 5~ scription or statement: Note: Problem Statement-in "How To" format. Do not attempt to solve problem in this statement.) HOW TO DEVELOP VARIOUS WAYS TO CIRCULATE CITY INFORMATION TO CITIZENS OTHER THAN BY THE NEWSPAPER Reference, acts, Example: As the primary vehicle of commu.ication, the newspaper provides a less than satisfactory method by which to transmit information to the public. It doesn't reach everyone who lives in Denton and the paper contains "news" not always general information. Better, more diverse communication will greatly help to sell City services and concerns. Possible Action and Requirements: Note: List steps to solve the problem. Look for a multitude of ways to approach the public with information. These might include a quarterly newsletter, establishment of neighborhood associations, use of cab] TV for council meetings and informational shows, annual calander, Your City Government (section in paper), What's Happening, regular (weekly) talk show on KDNT discussing different departments and their involvement, can make it a call in type situation, City Information Day at the mall, arrange for tours of Gity facilities, continue and expand Speakers Bureau, adapt or use Personnel's slide show on cable one time per week to orient new citizens, publish a general City Government Guidebook for new residents. Constraints: The two biggest constraints to the above are time and money. Generally the talent and skills exist in Denton to achieve most, if not all, of the goals. Priority: MUST DO: RESPONSIBILITY AREA: _r . • SHOULD DO: ACCOMPLISHED: NICE TO DO: 0602M s . Staff Retreat spring 1981 PLANNING ISSUE Issue No. 23 original Issue No. 31 Titiea Fixed Asset Inventory Present Future Appraised as: Strength Appraised as: Opportunity Faults Threat Descripticn or Statement: The City needs to establish a system to account for and control the City's fixed assets Such as chairs, desks, buildings, streets, transformers, etc. Reference, Facts, Example: Information for fixed assets is needed for utility cost of services but is not available,and the City cannot determine the disposition of its assets for control. Possible Action and Requirements: Money is budgeted for Phase I Establish inventory for utilities Broaden system for General Fund program "'s'♦'!-'[~i ~T-""`; R'~1[^i ^'T1~^^n'n!'rT~w'1T n' ♦ ♦ 1 -v. rr ,Staff Retreat n Spring 1981 PLANNING ISsur Issue HO. J7 _ Originr,l Issue No. 55 Title: Landfill Present Future Appraised as: 9~( Appraised as: opportunity Threat Description or Statement: °rovide for adequate landfill facilities. Reference, Facts, Exa:aple: Life of the landfill is approximately 18 months. A new site must be found of privisions must be made to extend the life of the present site. Possible Acticn and Requi re.Tents: 1. Obtain a now sight. 2. Find a eev irource of cover material. 3. Use Solid Warte as an RDF. 4. Use the Lewisville Landfill. 1-17 i i Staff Retreat Spring 1981 PLANNING ISSUE Issue No. 10 Original Issue No. 14 Title: Land Use Planning Present Future Appraised as: S trenq b Appraised as: 0 oortuniL, Paultg Threat Descripticn or Statement: Implement and adhere to comprehensive land use plan, specifically called the Denton Development Guide. Reference, Facts, ixample: Protection of older neighborhoods; mixed, low density development throughout city; encourage compatible residential and industrial development. Possible Action and Requirements: r Training and/or information sessions with City Col:vcil, Planning and Zoning Commission and affected city departments. Inter-depart- meatal coordination and cooperation essential. MW9 k S~' 7iq ° !S : j~ r~lA-f V-"3 r a Sr 1 xC,, 4~a+'i'Y :r #`xTlm~ 1 r o~i , ! t r . Rv. 7 i S x 1 4 ¢ 1~Y 9}1 .F .tl F i IA J ! rn r n I i~t 1 `S ~ .1 ^ I Staff Mitit dat yk~ i° r { IY ; 11►11v#1 tea. i rd' OriC~inal ~ee~ye'No~' lb i 1,i R AVAILAH$LITY' OF UTILITY SMVia x, I rLn, 9 k e-r t Atiiiaied ass try j' apprai! asi b' Etuni P ul` 1 1 Description or Statement: Many prime development areas in Denton do not have water and sewer service available. This, restricts, orderly growth ad devel.opmenf. of Denton. Reterehce, Pacts,'Examplei Water and sewer services are presently extended to undzveloped areas by 'developers: rho cost of such extensions are,expensive and often discourage developxnt4.Growth areas of the;City, therefore, are 'often dotermiUkd by developers utio have sufficient property,. holdings and financial strength to finance such utility service extensions at the outset of the development. _ Poi ible Action and Raquirerlentsr ArAlyte Denton's land use plan and compere with present utility 'services, Develop a plan to help, assure that utility #er,,ees are availably to developing areAS. Set ~ a pro raga pxogram based an acreage or anticipated watewastewateriflaw,requirements such that the" front ;end devblep[petlt costs, could be res ed. revenue bond financing' over in extended periodofieimg could help with this and help reduce developers tla, cost and p !e mdre"controlled deveiopment. G ;rta r 1 t ~v{1 ~741rt r iA S kN1 ti r r 5-.4 SL }Yv°` ti~ r~ ~ is 1 • r d v • , I" 1 T t VC~'$~~ d.. la r. -.n:l 1 `-•7~~4M~Y~tn ~~Y ak u I droe •.w• .s~,~~ j. .'S~ Ij r SPC 1y~ z a ' } C v r S r .r ~t u a r gresant lout 'a= raised as : F 'praised a• q '•p, a-~ r bw. ~~A~~ m.~t . +n, U ~ t 1 bescription or Statement: Continue enforcement at present levels or improve. Improvement needed in areas where enforcement isn't taking plade. Also need mote stringent court decisions, Reference, acts, Ramp e: I Parking traffic, zoning violations, signs etc. ose a ARM an Requirements., t Is h 4 i h gqfAt^~ ~`~a A a r `.^J '.w i4' . 1Q. r~• t71~^! iwr Y fti ~a! SYdr' I{ i ~ ~'k P~~ ,r kk~"f i, ~'ti'1{, ri. 7r r A , ,~p. If w4'~b. ! v ,,1 p# 07 E 1, `a"s S ' i a 1r ~y~<< r W t i 6 1 't" 1 r, 1y~f cr d 4C 4 , ~ r Y Alj r T LS S rr r it i~rb , ~ . ti - i~ , y { ,t 1 p I-i. "1.~ a`• ~....iS~,» `L ~ ~ ~ Z ~ ' tAmmi ~!'i t *'r n Y F:1 Yr'.~• ~ 'X s.'}" r . "a. ~V y T. y9j ~y ~.,r Ar ' o~ ~'~ySe w , J. r. if: i f .r ,7 N Z- 444 Nb; . 2t EUNRg F.LEcw C, PLY .k L irvl. A Y,. T A . i.1 A X541 r ,1 1 , .4 e' t # s iu-Wiq 7 1 T. . 1►pprised as: atzength Appraisfd as': a~,nrc.,e~iFy~ ''wal'ks Three at t , • Demcrip on oc Statement: Denton needs to Continue to plan for future electrical supplies and services to meet the City's needs for the dCcade of the'90's and beyond, Reference, Facts, Example: Denton has taken action to assure that adequate electrical power and energy will be available throu;h the 1980'3. Considering that the lead time to develop new electrical power siypplies is approximately 10 years Denton `needs to begin now to establish plans for an electrical power supply for the 16901s. Many various options exist which range from conservation and energy management, to continued participation with DIPA,` to futLaAe self development, to participation with same other utility entity to purchase ~&lesale power . Possible Action and Reg2romonts: Continue efforts'to hrnlement significaAt conserv~titn programs; continue efforts in the art►a of ever~y+ management; contituie to Analyyze,tlenion's opportunity as 'a member of 7WA; maintain in object;ive view of any other viable opportunities . ~ i°r m~ ~nA~f" ~~1 y ~br A~?~ttry VFd rfi•,~,E'~Y+~~r)tl :G ~'m'fY [$y~v: ~ b~l'4f~T.,~y''~ °j .4' 6 C, ~ ~ gg~ , App > ~ f ~ i. F. I, ` ~ i I . i , : :q ~v ~ ,L 9' a °'t L', ~'r° I p•` ~',y Stdl t;et n !get i °r f i YSdD'E k I r . oR,a •t Ly. 41.ti, f Ae,1 , 1 'r $ w ' H " _a f T ,LLB f4". Titi~: Affil;alive .1icion y p ..H~ • r;~is 6V asy ,.~.li ~ ,~~r,.~~ ~.~r'~♦ ♦ 15 IM ~ JYS wt.'.. , M.AIr1.,F i 1i'.(f 1~ ` ~~tb, ~ •lippca~,ged aa: etun f ~ t Ye'ult~ ' y' ''f r at Disc=iption at Statement: EEO Policy has been adopted by Council and distributed to employees. Reference, Pacts, Example: . possible Action and Requi:esents: 1. Additional training,for supervisors. 2, incorporation of departmental goals and tea onsibility for EEO shforcement into in(lividual performance evaluation. 1 D' 3. pp partment Dil:edtor task force-develop final Affirmative Action larf. i.. a~~lt~ '~ti~~ r'i",1t r'{~ 'vje~' ~iNkal i~~ti ~t~f ~ t s •a~i ~ ' ~ V ~ w ~ ~~n Tf ~s r r r~i±9 r~ V i ry- a 'i ~.1~ i r ~I r 'r i i P_i r4 y ( , i ~ ~'i ry `4r ~ I ~'i r i~r zl,r;. ru„ I.r k a r~ r w l i'• h .r .i .r: k P ,.r 'v t I,. A r f}~ l .t. t Sknli' ate`;xat~ Spri,,n'g 982} 1 # phllt`1NTN4 M 4 d f f' i i k y 6 fig. 4 ~i ~Y N y'h,S t„'r L y. ` C .~A ~.;n 1:1 > Y L~,• , A i j IF a rc:. rr 2s;~t0.1~0: A~~ginal I39ulI•.N? 4 ' Tttle~ R£CXCUNG , lDF,, t •ui M.N, N, .'r.rr.~, ,fir.. r ~ ~ ~r. d u. . d. r~v' r, .w.M.w,;. rr i nu..:+i npp'ra k ed aso s to th 'rr 'utv a Apprase as:.' A r unlt~ { 3 red Oescriptien or Statements City should pursue development of a viable recycling/energy recovery project. Reference, Facts, Examples Landfill difficulties will continue in the future High energy costs seem to make this more economically attractive alternative, i►ossiR Action and Requireveantso . Continue to follow developmentsaround cou.atry. Completti-grant project with Actne Brick. 1A~, ,~i wax Zr N.+ P~~ I ip,a ~R %k r w ~ n. _ r r y ? Staff WrOlt y. t p< Spring r19~ t I le { PLA I O S (it _ aI La N ' , Sesu t~6. . .5 Or gan aVA o. SY i ry ~ is Tits et ENE921 MAkrAGEt~NT AND CQN5ERV T14 M C•'r;tiR~ r ` w'ra~ n. i HRr ~y ~4RaC 1 V{ ' t A1+Qr Used ass g..kcsn9' ~th ; Ap~raiaed asi C~ unit . F- aunts Thee pt Descciptien or St,atements Develop a sound energy management and energy conservation program so as to properly match Denton's future energy supplies with Denton's citizens energy requirements. Refereno, Pacts, ;Examples The ca¢t of energy will continue to rise and it will be necessary for the citizens of Denton to intensify their energy conservation measures.: possible Action and Requirements Working in concert with the citizen's emirgy conservation programs, it will be necessary for the City of Denton to manage its energy-supply and distribution in such a way ai to encourage conservation and maximize the energy and capacity resources available, ,ti s A t ve n { N r r auvl'~r ~ rfr ~ 1 '~l 1~ e Y ~,S Y ~ vy t , yr { a r ~ r ! a ~ u~J Ye~'1 ~'hrk, !"F 3~e ! u A:E a r, va1 ~ i,~ f e 4 +l ~y, n k n i i . Y r th ~ /t • w • ~ } , ~ ' R f / ~ r'{,~ f 4 31 . ~ t r ~ '•y J 1'r er ' ` A, a b^^vE p p i t } r f J ((d , } Rik id I rj f a ~ 1 2 ~ ` ~ L'. ! y}' 1 F 'S >}~4 !k r G~ 3b . } Oriyi~na 14 *0 No53 Titlas SAFE'T'Y PROGRAM 4 i'n+•x«., i.u F' .rY'FSe~ i:r is A4 ~..r rl r~•AY 1 t ! '~.etlr 'Ir A. I~.i wyS k+•~° 4w ' i+M `r ~ ,lfi t ( 1 fd Appraised ess f, h I A . ApprraI 4d` 401, anity r 11►~ta~' ~ ;t71t r Description or 5tataaent3 Employee on the job accidents are life threatening and lead to loss of worker hours. The City of Denton Safety Program operates primarily on the recommendations of our insurance carriers. The Safety: Program is assigned to the Civil Defense Director and the amount of time he can devote to this program is limited. Reference, Facts, Examples An employee of the Electrical Distribution Division recently was e2eotrocuted on the jdb. He came very olose to losing hi$-4 fe and will be off the job for an extended period. Possible Action and Requiri;entss The City should develop a more aggressive safety program to try and prevent the type of accident described above. Wetshouid c.onsidex whether the Safety Program is properly located or46nizati6nally and whether it is properly -taffad. } I i~v 1 V .,1 •R1 vt~'~~1 l' A f , s Gib 'v ' ~1 I , 8''`,~ r 1, :}v. ♦ rii.! .yui~ 1" r ,'..n d~ Y,~4~.. }ir t tfM1 F, ~M1. J.;rty ~ {,W i~. ~ j 4h i f~yya r ~~~a S~*EL. Aeireet }i' S in 1981 r x ;I 1 r ~ ~ P' a f 1, yi' f . ~~i ,a iy, -y~r via f• ~ : ~ 2eiu Noy ag Original Issue'No. lrsu,w. c 1 1 MANSION OF POT.ICE FOACT " - r , Apptabied het!9 itf r i Xppra,is'ed ass t ' f } ! IPA Description or Statemeatt As Denton's population has increased and i:he City's business area has expanded;•thare has been a drastic increase in crime. A period of over $-6 years has passed since any sworn officers have been added to the police force. The,Department as it stands now, in peak periods falls short o4 having enough manpower to adequately serve the City of Denton. Reference, pacts, bcample: AC_rffii The new shopping mall is bringing increased business and shoppers to Denton. Robberies, burglaries and thefts are on steep increase. EX"M Police calls for service have increased 11% during the first half of the 1980-81 budget ylar. It is estimated that they will increase 11-201 by the end of the budget year, possible Action anti Regnirementai Although en increas♦ in manpower is itseli may not d ease crimp, is will increase the opportuhity, for the Police Depsrtmillpto reiease, soma qualified peryrihnel to speciaiite in of need, that wi11 help to reduce th4 crime rate. ZxAmptzst 1. :rimy Prsvention 2., tlruq b Vice Unit 3. Pobbery Unit ' WOII~Y~f~~~~/~ k1~, t3IV, 1,vx~}4r 11 ~..f ITE tiy.Y °l +.ll,4j ? ~Y 11 ~'Y$Y Tt } kEYE ll1EM I~~1V IYnY Y'C rPY ;E,tl'~".{, {t k'Md EW yd~t iP '~Y.. 4~ r ~ ~ 1:, { R v " Yk Y "u ~ ✓ r Y,.b ''1'' 1' 1 I' ~ , w , I I P yf "E i ~~y 14 i 'I. r r 1 ii ti Ej T: J 1 J xr ~ ,y f 1! I I I „ is 4~I~ utPlvi StU r, pstreit A h ~Y s LIi= Y f r+ d d yy~~ _ TT ~ ' ' t~lYtfo, 7 t~ l ~d L' '{x(}' ° io I t, f n 1✓. ' %~q ' L f 1Dq not 17ktOa btl 100% iat4klt~.; rE limo S~at~eraent in ZoKgwka; }io Q q■Q ~1 ■ y`y. A.~~li~l E now to develop euppoC;'' for 49 At-40'i ;ediateW r. r I k v..~ i t.. ti~l Y .1 '.elm Yi an va l fvl4 ~r i,5 i.e. r~J._,J.. q1 . R. 4 ~i ehrR ince Iracls Exanpler Do*ntown areas such':as Denion"s is eligible for programi'such as TIF and Hain Street. !Meanwhile, shopping malls:compete'.*ith the downtown for consumer spending. I Possible Action end Re irgMentsi 9U (Motet List steps to salve the probleA.) I Assist downtown owners and tenants to formally organize. 2, Keep downtown organization informed as to assintance programs available. 3. Assist organization in obtaining assistance. 4. Assist organization in implementing improvement, 5. Coordinate Frith organization planned municipal'infrastrubture improvements. A. Act as liaison among organization, governmental entities and Cons lraint : 1 Time and money 2: Maintaining interest , Priority MUST DOt' Planning and Community RESPONSIBILITY AR1'At Da4lo meat Departmant SWULL Do$ ~---x ACCOMPLISHEDt Hict TO DP I- 06021N F ap f h.w v ~1 { tb r~ fd Pi r, a r- u s YF[ 1 k e k <ti 3;1 r ~if .4 r 4 F l V 'C Y V°T o i a tie ti c' , kKANNI 6, 1 ,SSUE O. I te+n Flo . $4 I, SC r er t emesi. NGt~. r e em' t T' I n H 0 orm t.' c 6' t riot attempt tq solve Prdble'm In this ttaternenf zi µ "HoK'T4 Streamliriekthe Classification 1'u'nCi:'4n" • e~.,r(. .r.4 y.. ~ x, a'•a ~ -sr- ~ ,nee; I e er RE e, acts, xamP e: Time necessary for comp.1 etind classification is excessive. Although the.elassifi cation process itself is not lengthy, it has been affected by external factors. Recent reorganization of, City staff left the.Personnel/Employee Relations department without a staff person to handle classification. A new employee will need traininn in our system. The computer system conversion has also taken an extremely laroe amount of time of all personnel staff, Under normal circumstances it is`not expected than the process'will take more than six weeks. Last year we instituted a cut off and received approximately thirty-five requests all on the same day. Another twenty-six were received in the budget. All of these were to be com- pleted during the time when the analyst was to be working on the compensation proposal. Possible Action and Requirements: (Note: List steps to solve the problem.) 1. Review of procedure. 2. Analyze problems and reasons for delay. 3. Conduct trainino sessions on how to write specification and classification process. 4. Conduct annual analysis of requests to determine if conclusions can be made that can result in changes that will prevent future requests. Constraints: The main constraint at the present time is not having an analyst on board to perform the function. lrr r tY` MUST 00: RESPONSIBILITY AREA: SHOULD 1t0: ACCOMPLISHED: NICE TO DO: 06J2M rrrrrrrr~r~wrilrr~rre.r 3+ r ye . t p I Y,ix 11 t r, ,~sk ~1.~ i j az a r4w+ p ~ s,,~q q'-1~~y' Iy +~rT~ M I- 1~?' Yr, .t MT p K7'S °91 ,yr d M~ V C Y iX44 r ~+p f' I, ,:f' ^ ~•n iyry ~~p, ~r dr n rye 4 i r h~ n Ali n t jK~1) ~f 3 I S y j'k SZI ~ 1 1 . . r I ~ ` Y rr t r I i i 7 Staff 'Retre4t I " ti. Spring 981' t' i t 1 ~ 1+fAt~ 511E pp= << Ir. .j S f+~+p r " 1 R . ~l '31 ! 4, K1 rl;l HS,, 3 5:i ts'~ X10 Original 4 r ~ a ' S n ~ ^jr r 1,7 'I WATER-SUPPLY N JwQ=~ ^I~Y 4, M u :•VN. yn+. I w'LL p f ~q4 ~ .aq/ q yNfr 'd ~ i f 1 ..y resin . ; :Pubs ~e A ifraised as: Sttingth Appraiaed.as:• 0 Unity Paul ka ~hresGt e• Descripticn cc Statements Denton needs to begin now to plan for water supplies to meet the city's needs after the year 2000. i ~2eterence, Pacts, Examples Dentcrnls water rights from Lewisville and Ray Roberts Lakes are only sufficient to meet Denton 's requirements to the year 2000. Alternatives to consider are permanent water .supply contracts, a reservoir on Red River water systems constructed entirely by Denton, or participation in future East Texas reservoirs. Planning and constructing a reservoir often takes 20 years. 't'herefore, various alternatives need to be reviewed and a plan of action developed soon, Foeelble Action and Requirements: Denton could consider a peinment water supply contract with Dallas, N.Tx., Municipal Water Distzict or some other entity. Denton could consider construction of its own ; ivservoir in N.E. or East Texas or development of crater from the Red River. Denton could also consider participation with Dallas, No. Tx. Municipal Utility District or some other entity in,Northeast or East Texas reservoir or in the develo .rah the Red River. tAnent of water Denton could also consider recycling its rresent wastewater plant effluent, although present cost effective technology may not be sufficiently developed to render this as a publicly acceptable alternative. Nnton should tegin a water toner- , fl ` - YP a Tian term water supp y ton ract soon, so that 0 f er ternatives can be e. lore r eme} n cessary, 171.a ' s> ' ti r•: a 1 f7°i? 1 L'd' sft j 'S °1M ' Exicur.ivIO, ~StaEf? ~tet~Ceer S tiinJ 1982.. p r ~y Q A R- t.' 7 k A lk -n n P` I j' k 'i / ( iy 11i ♦ w1.y I ''J I J7 k , .y i „ .f i rFrx `i'CN9IaIi.ITY tito. clt IIC F'IEtx~ airIM IN OdUNf'Y 0(l REGS ,t1,~ SYSTEM. s ' I D< do StB t t A A , seeveral,ar 11 5Fitieg, WAtar, districo and interestcl par~ies have expressed a deed fbr fntu a surf AoeYWater 1 } S >Le I 4`'k. a. r. , e r Jai lte Bronco, Fajts, EitwVle: F t Dallas has ackraw edged `a respc,nsib~lity to P.:ide raw water to ttA upper Elm t?okk Trinity. ~ve basih area. Det:t~ae is ie la:`9esr city in that area and has water treat~t expertise and owld servi, as the core entity in a regional water supply System or as a treated water.supp'ixgx Such' as Dallas does with its customer cities. i Possible Action and itequ rements: A. contact interested 'area parties and set up a meeting to explore the possibilities. B, Encourage the public utilities, Board to review possible policy issues regarding a regional water system. oons~nts: A,r 1. Lack of firm policy direeticn from the public Utilities Board or City cc%=il. Priority: MW DO: MPONSIBILITY AWA: Utility Department SHOUM DO: AgO0MISHE : NICE To DO: 1035U/i2 o w KK ~ q~v I ~ ..w yr asd r Rp " ~ G~ p's Cam, ~r~} r '~nti~4 ~y^ ~I~ Y ~'r ~ ~~j ~•~f ~ ~ r 3 v ~ ~ ~ ~nj, al R; r, f.lw ~ " 1'' k ~ } {!r 'd y4 ` v I. ~ r 1 I • .r 4 r u I l 5taf,Rgtr4At ' 0 Iaeue tad; Original Issue lto. Criadb Driven@iGp ~v rt aw.•.r a I ~ }x ry u. ,+;:i~ r}"-r M ~ t prelwt Futjra Appraised as: rStren th?. Appraised as: tun tv pa s 'i Thre t Description or statement: As Denton has grown the rate of crime in Denton has grown. Because of a shortage of financial resources it has. not been possible to V-.Ir police officers to accommodate that growth. There has also been the concern that simply adding more police officers may not affect some aspects of the' crime rate. Reference, Facts, 8xampler , Example: The Police Chief has predicted that armed robberies in Denton will increase by approximately 100% in 1981 after increasing by 20% in 1980. Possible Action and Requirements: Studies have shown, in other cities, that increased police pa>;sol does t not always decrerse the'.erime rate or the rate at which crime: is increasing. Crime prevention programs are another possible answer to the rapidly growing crime problem in Denton. The Police Chief has , announced that crime prevention will be one of his highest priorities. Be is taking steps now to appoint a crime prevention officer and to solicit the assistance of various gros~~ps in tp.wn. Some examples of the t esof crime prevention activi4Mhat hat been discussed are: equipping ,L,t.„eyp QVIS } C. adios sb thev can immediate11 report saap~icious activity,rainingq ci yep , w110 a zea y h~ve radios, to watch for suspicious activity in the comrr,anity, etc., etc. -aver-- - - i S ± w i ~A ^t~yln.1W FPM ~:~r"A + " ' J Y f` { r j l}g i f `Ad•!#•S 11, F ♦ f' ~u .r~l n@ Ctl i, } F i r "~,4 1 1~ e . l.:} A fL! ,1 y "id P ,C:1tl .,,w A r d K I.._1 '..Ajt 1 I t. p Y..Yr. Yt ,4aYl a .yY..N'r. r {J".Y, f , .iM ~I Staff tte~xAnk' ' , ~ SPzin4 ~9$l g ~ I, . 9 x OtYigiral 23aue issue 140. t s 4 sities develop`,Tax Base Apps#3,4W Us 5V409ttl. s Appcaisod ast :Opporkunity; a °Faults Threat' r Description Or Statements The City must assure proper tax values and collection processes particularly in the transition to the County-wide Tax District. Referunce, Facts, Examples The County-wide Tax District will prepare the 1982 roll for the City, and the City will 'no longer have a direct role in the development of the assessed values. Poeaible Rctien and Requiremarnta3 Monitor District procedures Preview the roll before the Board of Equalization meets Provide appropriate staff that can bring the experience necessary to,coordinate with the District Better follow-up of delinquencies - f r F '~A y yc 'A SS 11 ) ~9 `atA r t ! y t TIM y} t1- } .lit r x 1 l ]G °g dirs q.jtY `4~ x X . Y~, W.K f y ~F a . P` p r~ 7y fy Jig ~ft#1 J ~Y •t ai 9u `ti,. { Y~fn f ~ +jl ill^.3 ~ r S.,' s 9 E a r 6 Std f f Retreat f ~ Sprinq'1981 .R p;I~AING r ti. Ori9441 IS SUG NO. 24 r DEFINE, RES"SIBILM AREAS ; Title. ; h Rppraiscbea: :strength 4 ! , F_auita Appraised as: tY ?hreat Description or statement; Define various organizational responsibilities and assi specific areas, gn such ra'ponsibfiities to Reference, Facts, Example, Various responsibilities and activities throughout the organization are often assumed by two or more departments or, i't some cases, not assumed leads to confusion as to which department has full re by any departments. This in other cases, where no one has been assigned re sbilit t for the area, and completely neglected. sponsibiliy, the activity ,fir Possible Action and Requiremenrsr Have each departmerit in the d:ganization outline areas where responsibility is in question. Establish a task force of upper and middle mans emdnt personnel to help resolve the question as to which departure es eve nt such responsibility should be assigned. The gnments of such responsibilities'of coan3e must fit within the guidelines of the ovezall organizational concepts as defined'by upper management. r~ ~A A t f k rl ~ t r i h " Ff rXI ~G ~ ~ ) ~v+1 ) "n 14 St~ ~1F { n. 'f Y r l' A ~ 0 j r ~ft k f f ~~f (r 4 E t vv A: E~ 4 i r~ Sir, ^~}Rii~ ' 1 if Sri 1 1' , l.. SO "f Spring 981 KAt1 M; ISM E Issuo , oi~goal-Tssue' WI- `44; z. 3 Title: PitQil9T HICK QUALITY Mtyus Ai rn: R ri hs [irl uiy t.9♦aJ`+~1r ,~a 4..- 1Ad T ....f~-'.. ~ . l~ I } , , set 1 utu t 4p. , ra aed'as: i ft# g kh Appraised ass 'GMgtunity pault.s + 'CHresjt 1 i k Description or Statement: Direct Denton's industrial development program toward the attraction of high quality industry to the City of Denton. i Reference, Pacts, Examples Denton is well located geographically and has a reasonably well educated ` work &rca available. These assets are ideally suited to attract,high quality, high technology, clean businesses and industries. With the two universities located in Denton and the close proximity to similar industrial development in Dallas, Denton is ideally suited to support''electronics, light manufactuting, clothing fashion, movie production, and scientific research type industries. Possible Action and Requirementsi - Continue with the Denton's Research a}d Economic Development Board with the emphasis focused on promoting th6 1^^_vtion of specific industry to Denton. Work with the various universitiei and promote industries which can cap*talize on the strengths of (each ¢f the universities' educational curriculum and faculty. Revive the concept of a research park that was developed tuo years sgo. 1. ♦ fy R'~r~, ~y~., ~ ~~J M4"M r'' • ~ Y a ~.i L ' i d 1 -,~v p1- xt > > ya{ L, 'w rM v"i ° 46 s'Vfi'~ j'. f i'''y } w'. v5i" *A y;' ! N,4 ~p v i1 ~ tek -'F o- v rv.i,f ♦ .p „'tu I.e ~ n n ,a ! Y+ 7 staff Bl.ttvt ; Spzing '1941 ; PtA tNb ? fSSUE f 1 ~ ` ~ dri'gitsal ras~le,tlo. 6d T t141 MAINTAIN REIATi0N OUS 111V EXISTING INDUMY hJgry..y,v,. .w a.v w, NJd w.{u .w.!.1 es n" r t A PP ass Stten thi Y Eq' a 1lpisrais~d ass, pPPb tunity ' P'a t3 0 Thrett Gesctiptien or statement: Maintain continuing contacts with existing industry to obtain feedback regarding adequacy of City services to such industries. Reference, pacts, examples There are many fiAe industries located in Denton who use City services. It would be to the mutual benefit of the industries and the City to maintain a continuing , relationship whereby each could express their needs and discuss the adequacy of the City. services to their respective industry, Passible Action and Requircmentss Establish a top City management task force of 3 or 4 persons who could meet bi-weekly for a one hour coffee with 3 or 4 industry leaders. City representatives should at lest be comprised of someone from the Clty Manager's N'fice,Utility Department and Fublic';Vorks, Set up a program whereby a utility department representative visits, with ea6 major industry annually to discidss rates, future prdjections and quality of servico. Promote a Chamber of Commence Committee that will focus attention on existing il~dustry with a monthly news feature recognizing the i.ftdustry. y Ik J`• w w ~ . v 5F ,.,~6~2,~ d1 r'ztc C Lx Jr 617 ~<.t L'~ n. ad, t ~r Y x exsC rz4 9Ti1t~►' $ar spi:' t ~ 90 f ` 'lla Itd Cio: 49 i y ps c n or, p iak Rout ; r'` edt'~, , ` r'ob Q,q" r em tat~~~t.1q"ai tb d p ,k mp e p 'lert' 1n 't'1s statehG i How to do 6nefit evaluation`te"eccess.activittes w1n„',Y.rv.!k31 ♦~i~rt~+~,. f..'.v t-.>ws, ~ h . ~ o-.n ` :r~'. r R ' Reference, Facts; xamp e: i The City dries not have a systematic approach to evaluate'pregram changes and the absolute valtYe of services. : oss b e Action an Requirements: Note: List steps to"so ve the problem. Appoint a task force to develop a position paper defining this issue Constraints: List specific costs associated with ieplementat on-- direct costs,, personnel hours, indirect costs.) Priority: MUST 00: RESPONSIBILITY AREA: SHOULD W: ~ ACCOMPLISHED: NICE TO DOc 0602M g y 3 . w ~7~ ~A1 ✓V',F-~a r T' _Vo f i y ~f~ 1 rl f 1 Y'r i rti a r t~. ~Y n.Y 1':~ { r; qn u~ v Yy ?r' 3 r ¢`CI tV Si'AF itBtAT S~RfNQ !9892 e ~4 ~p d w PI:AIitIIKG ` ISSUE Item No. #S H4F1 o';proVide foY the de;jelopmedt E *We Denton' K+knpal A4000ti pt, ort'de ' ate~ent~ otot- ro- can tawment.in, o" format. Do not Iatt mpt to''soive pro6lefi in:this 3 Lement:3 -l; I 1 4 .4..: I1 I Ae . , aT;i.. 1~{{n. . n _ . 'IR V e greflce, Fact6, %dmp e: The Denton Municipal Airport is relatively undeveloped, yet provides~some`of the finest runvayL,and navigitionil aide'systems of any general aviation airportJn Nortb texas Existing Airports in the area unable to expand and the construction.of new airports in the area is unlikely; thus the airport is becoming a very attractive site for,the airport related industries. The revenue-generatipg potential, of the airport is tremendous; however, the City mutt invest additional resources in the',facility to maximize the potential benefits' It will.aldo be necessary to develop a marketing campaign design to attract aircraft-related industries to the airport. `'In addition, it will be necessary to continue our efforts of pro- tecting the airport from incompatible and use ss a Action and Requirements: Note: List steps to-so ve the problem. 1. Develop an Airport Capital Improvement plan to provide maturing funds`for FAA and TAC grants and for City sponsored projects. 2, update existing Master plan and develop an Airport Development Plan vith supporting policies 3. Develop an Airport Maand rket ping'' CCimepa p gn designed to attract new industry to the Airport. 4. Continue efforts for annexation of area around the Airport and establish restrictive zoning and land use. Constraints;- st speci.is -costs assoc at. M implem entatior - direct costs, personnel hours, indirect costs,) Coats are yet t( ,).e'determined. 1 FROM— MUST 00: RESPONSI8ILITY AREA:.-' SHOULD DO: ACCOMPLISHED: NICE 110 0602M r d w ~ 4 r Y~4; bi~ ♦"1° l;:w ±a~ iyI 4 1 ,;L,~'~ v. d"~~ r i r' ✓ M x u X F f k, G,. 4P9 .'i, 1t S1 \ /1 w nn l` a 1A A' F "1 t n~ r./~ f o I M .1 ~~fCtYrivE sfAYT SING 132 ,d f rti. r q ! h5 ~ ' 1 ~ r ^ y' t' g ' t r1 I tee N0. 56 ppt o►l or, tat~m nt; li to rdblem tatoo 'nt,in ' al o",farm i'.P 65t att ri t to WO 'prob1er in his statement,? ow to icn£irove the nanagemgnt of the . Motor P? of financing' ,,,Ind operations. eference ac x e f 1. 'they 3S0 pieces of rolling stock in `tie" fleet. omprehensive; management of th..1leet. 'there is no overall comprehensive' 20 There is no existing rig! history/ that I& available to using departcents. 3. There is a need for a comprehensive look at the fleet to see that it is-being used properly. Possible Action and Requirements: Note: List steps to solve the prop em. 1. Provide a total rig history for each piece of equipment to department and directors. Consolidate the management_ of the fleet into one division or department. 2. Provide a comprehensive fleet history to all divisions and departiaents to adequately review vehicle use and reji* 3. Looks forenws to c lesslede operations and do the same amount of work quipme Constraints: List specific costs associated with implementation-- direct cost;, personnel hours, indirect costs.) 1. Resistance by divisions and departments .into _centraliti.ng the fleet management. 2. Manpower availability to provide the data base for the vehicle history. 3. Lack of financial information on the availability of- funds in the Motor Pool. Priority; MUST DO: - K* RESPONSIBILITY AREA: Public storks-Vehicle (taint.' SHOULD DO: . ACCOMPLISHEO:~ A TT9 NICE TO DC: Ob02,4 hr- F x ! E'aY' x7 r bp..) , ~y s~. ~1 r ~;7 A ~ ~ 1btACq~~1►! 9tIMf~ ti~Ctbst s~KtnS 19F12 ` , i ~L rx t ; ire A a E • ~ r y[. ' . r.. > 5 x, ~ ~ v ~ nr krr 16y 5' a ~~t J-1 I d. I tam' No. cr~iptpn ar 'ta ^t Nq@: r 1 ant to t met►G n. ^Nw o" armt„. Des d not atterpt tO' sd1V prab m` in.this~tatemen'ty ^HoW To IfiprdVe the FaY 0¢ Ladder Process and Cogmunication Procrars" 41 5 , e erpce;, acts xamp• e: Y , Employee Concern - There is'not enough °oom for dpvelopmznt New Employee Orientation - Rtceiving 60y some positions that are•on a career path. Job Vacancy Cards, We currently have Job vacancy cards available fof employees to ill oOt and let us know which positions they are Interested in applying for as soon t, these positions become open. „le etion and Requirements: Note: List steps to solve the problem. 1 d4ntify how many positions are already in a weer ladder. Mier courses to employees on career development. . Cons: rots Time-,1ved in career counselinr and planning ti*ith employees, p ; Depar +,s attitudes toward caretx athing - Supervisors (especially if it means employ their department; have expressed dissatisfaction toward employees promo,'Jnq to oth , artments. r or ty.: MUST DO: RESPONSIBILITY AREA: SHOULQ DO: ACCOMPLISHED: NICE 30 DO:,~ 5"- 0602M ti ~ fr'~.~f. 'r~: ~ r4 ~ 's• d s; ~ J ~r k. ~ r ~ t p' ~ k- ~ ' . ° T- , ~ f ~ i d c r ~ M r r ~I t r $ y ivizA $si'r sPltlrro' tgaz - , r~ 1 q N i r ' J8 Y D9 lpt On or ¢kake~en~ (Digta~,'Pc bl®m ski e:eent in "Foul TOO to ►et Dq AOk stte pt to alva prollem in this sk*tanen k o ~ , ^ ~ ' ry rye , r;,~ ~ 1 'S~ ~ ~ 1 ' t,y ~ 'a'` g Y F, How do 6P04~;with -thole.demahd_foy higher ddpsity Ihq!asing',A4d stimulate. tye develo disturbing e xi s t s 4me;nt o#' high dens ty hbhsin withoµ g heigtlborhosi(rPattd C~'$t t ,MN V,.. „ ..:v . fa`.`tAv.r'. .+wr.J Y.r ...w• M1l~..vu•. . ~ i a Y _ to 40 ng6, 4ct"sr°ahp1A Rising land costs an.,construction cos s have, created an ihcreased demand for multifamily, attac ed, tow house, co dominium h6using, Established 'single family neigtborhoods often`haVe resisted "this inevitablet'rend, Possible Action and Requirementa: (Note) _List steps to`solve ' the problem.) 1t Develop city-wide plan for hou:;ing that includes density considerations. 2. Involve neighborhoods in plan implementation. 3. Keep public and elected officials aware of market situation. Constrelnts: 1. Resistance to change. Pr.orityI Planning and Community MUST DO: RESPONSIBILITY AmlDevelopment Department SHOULD DOI err ACCOKPLISHEDi NICP To Do: 0602H sstrr i ~`",.{1' i ~0 ° t rV .:,;r 5. b~ , ti .11i 1:, e'..: wow. 6' 'L~ EXECUTIVE STAFF RETREAT SPRING 1982 PLAXNI LG ISSUE 59 Item es~:r ption or Statement: Note: Prq leri tatement-' h `iR Tofi Porn, Do :y not ettempt to solve problem in this '9tate6,entT) )i'w to pprovide feedback to using departments about delta processing hybterus . Re erence, Facts- aftple: Departmpnts need feedback about data processing projects for manago'ttent planning. Possible tion an Requ rements: Note: Lis steps to-solve the-problem.) -Im lement project documentat=ion -Hold regular user briefings Constraints: List specific costs associate with implemen ation•- direct costs, personnel hours, indirect costs.) r or ty: MUST DO: RESPONSIBILITY, AREA:_ SHOULD DO: ACCOMPLISHED: NICE TO 60:, 060214 4y: aY a r'1 ai t p • ° t 1~ l 6, o .Y. 1!14 • •;J 3 , ~S 11 ~ { a Y , ill EXECUTIVE STAFF RETREAT, SPRING 1982 ; a PLANNING ISSUE { i Item No. F` '60 Y scr pt„on or atement, ote: rob. em t w . meet , i n ligw . o • forM0 . Do not attgrapt to ~o14 'problen- in this 'itatement; ) How to plan for departmental data processing ro_quiremeptl, i 4 { •n Refe'r'ence, attsi tamp e The City has completed most of the priority one project'O in tho five year plan. The plan should be updated. oss a Action an Requie a ts: Note: List steps to so ve the ro-W.m- -Meet with each department ~ Review progress on current plan Identify new requirements -Meet with steering committee to set priorities -Document plan -Review with Data Processing Advisory Board Conan aints: List specific costs assoc ated w th implementation-- direct casts, personnel hours, indiract costs.) r or ty c MUST DO: RESPONSIBILITY AREA: SHOULD 00: - ACCOMPLISHED: NICE TO 0602N T hA~•, ya ~1 tf44: 3 ' , St4if Re:Yeat ? ''I Sppring 1981 plA RING Issn Issue No rya Origihel Issue, No. Titit 'Cowputet Servi es - Mana$eiaent Information; Systems i►ppr~Iied as, s n Appcais 4 ast o tun t Faµlt "'breAt Description or Statement Currently the City of Denton's computer services are inadequate for otr needs and a computerized management infomation system is virtually non- existent. Our present computer hardware is over 5 years old and techtto- logically obsolete. The hard-dart price/performance ratio iq poor by today's standards. Our software packages are limited to a few major applications and those that do exist have'bugs and 'are not properly tested and documented. Reference, Faecs, Examples Examples Our utility billing software package has a program bug that prevents it from calculating bills over $100400. This has become a significant problem as several accounts now generate bills exceeding $100,000. Possible Action and Requirements: The City staff, City Council and Data Processing Advisory Board have been working in conjunction with the consulting firm of LWFW to develop a computer services 5 year master plan and conduct a etudy and search for new computer hardware and software. This initial effort has, been completed and the City Council has approved the computer development Ian recommended by LWFW. The Staff is now in the process of implementing? this plan which will convert this planning issue to a strength. Pot maximum success the Data Processing Steering Committee must Continue to closely co rdina the ims~lementation of this plan. Significant training must be given to all employees using the system tMluptimum use of the manalament information system. .1~i t ~ 7~'r'1~y'~ i p ~r<~~",r,, i~! ~ ,,o- ~Cf is ~ ~i .I iXECUTIVE STAFy RETWT SPRING 1982 P ANNINO C5 I *,em No. bb em t to ent ` n o How of ar~IM no "attenpt. tog solve Odblemin' this statement; H0~ TO MONITOR BUILDING ?tNDIFICA,TIONS SO AS TQ AVQID COMICT WITH bblLDINC MA)iNTENANd At D ENE! CY CONSERVATION: M".Yi M i • t• I'•ll •I y e ..1.''~. L!• A 1. 1 ) / o erence, acts, xartp e: Recently buildings have been modified, walls moved, partitions instxl.ed and plant are in the works,for'additionsl renuvsiion. These codifications have been elrctricaltboxes ieanels`reeg=cd for air movement, chermoatet locations and access to k P zvildin a heating and cooling isubato a complex afr'balanciag system in most-city B g sed on an adequate air flow to and from air handler. Tht disregard for these end other building maintenance principles negate energy 'sonserpre y load on the existing heating and cooling system - vation ctic a and add an unnecessary which incressel its maintenance demand. Possible rc.ti-rn an Requ cements: Note: L st steps to solve the pro em. 1, Establish a building construction, modification, and renovation policy and procedure. 2.. Develop a task force,to review all building modification plans for their heating, air-conditioning and energy demand, further demand on maintenance an and econo ono df on. of " material. Committee would hot_review ,geed for facility or 3. Standardization of materials and design which will produce economies and lower maintenance costs. onstra nts: The only constraints would be lack of planning and implementation time to set into motion the above actions. Pri6rlty: , AUS7 00: RESPONS181LITY AREA: k ACCOMPLISHEO: - NICE DO Y.+... O6f+2M S C; G u~~ EXECUTIVi Stiff RETREAt s'CtI is182' PLANING ISSUE Item Noy ,63 -9 t Descr• pt, on or a men 0105F OA 060 tat6men n "'f~oW~o« oratdt; 0, > not Oter*t to sg1V problem,in this .statements{f a Hpw to„establlish utility billing improvements for departments i N T.ti„1 J +.V.r A.;..~ ~-.r 1" w •4~J ~ { .1.. .a .1... ~ 'v e ere bee j' Fact's., E % eta d,:. 9°~ • 1 sY "f e u e t T c rx nt•a s em s awk andiand re u re t{ w s issu. n8 check i "s 4. bdtween funds, Possible tion acid Requ reii ntst (No ti: List steps to'solve the prub em.) " -Set up a task for a to define improvements needed Obtain proposals to make software changes -Implement changes after appropriate approvals Constraints. List specific costs associated with implementation-- direct costs,,personnel hours, indirect costs.) Software changes are required. Money must be available for contraet programming to make the changed. Fr or y. M RESPON5SBILI7Y`ARA:_. QUtO DOS ACCOMPLISHEOs 0602M 77 .7 a Y )r.. k'x x. ~r J ~T,!u (p ,4.' C ,Y . r:, ;Ax xJ n r K r ra 3 t x spa xn,."~, i t ;Y . t .~1r I F`Lt. 'r Y executive staffeatreit spring 1182 1_A_NN_I_N_G ISSUE ~ Item No. 64 ; Description or atement: otps Prd em t ement:in ".Kow o" forma , ndt Otie ' C Ad q lve prob,lam in "tti+ Statemeni 1 11 Haw'Ito est bl sh a, creditable cost -allocation 'for insurances and Wpphoneg. 1 ra fq : ti r. .e 1 ! r r q 1 tl ~:~ti,w { " e t0ncei acts, xamp ei - a These costs are paid by departments and the ba4'ia of allocation, has been changing. -possible Action an Requ remen s' Npte; List- steps to -i§ R he' p-roble " -Centralize payment of the General Fund liability insurance -Implement a telephone cost allocation' system from G.T.E. Constraints: List specific costs associated with imp ementatioI direct casts, personnel hours, indirect costs.) -The G.T.E. system does not have a good cost/benefit ratio now. _.r or.y. MUST 00: RESPONSIBILITY AREA:-_,__ SHOULD DO: , ACC01pL1SHED: NICE 10 00: 0602M y V 1 x, j l! Executive Staif'Retreat Spring 1082 PLANNING ISSUEi; Item No. 66 1 Descr p loo or-Statement: NOtet; rv em tatement n How o ormat: Do not attempt to $solve roblem in this `statement) Ho4, to~tratn for effective public presentations. y., } Y 071 -4- r Reference, Facts, Example: The City of Denton has a professional staff, however, public presentations are vital to almost all issued and recommendations. The means by which tie staff presents their 'recommendations has as much importance as the recommendations hemselves., Example: Street Bond Election of 1981 r oss e c on an Requirements: Note: s s eps to solve a pro em. 1. Utilize the audio equipment already available to train*, 2, :Conduct a twining session on how to present materials.; Constraints: st specific costs associated w mplemen at on-- direct costs, personnel hours, indirect costs.) 1. Apathy 2. Training time 3. Lack of equipment lrr o~`rity: MUST DO: RESPONSIBILITY AREA:_General Government SHOULD DO: ACCOMPLISHED: NICE TO DO j 0602M ii _,i Oki- `r i Hdi¢+, Executive Staff Rgtr6aC=-1p ing 17$2 a` PNNtu I tell, No, 73= Destriptign;or.Statementt Not@;;.;Problein Sto ement.ir~. aw 0" aYO~t• o. not "atte. t' to' 'solve' ro~lem lnthisstateneht.), ~ m How to evaluate le~sod versus purchased ,equipnant 21, q e ence ' acts, xamp e': t_ The City h's been leasin a ui ment %4ith inforcdal uideiine and evaluation. g q „-P S „ s oss a Action an Requirements: Note: List steps o-so ve the pibb em. -Document policies on leasing versus purchasing , -Set up reserve requirements Define evaluation methodology Constraints: (List specific costs associated with implementation— direct costs, personnel hours, indirect costs.) r Or ty: MUSS` DO RESPONSIBILITY AREA: ' SHOULD 00: ACCOMPLISHEO: NICE t0 00:'~ - 0602M of , f'k' . ru r n , C J4 Y a ..4 F.,) e "0 PS r vn.. ',h 1, ~ 7 . +p~ < ;~!"A ~h+~,' ♦ ~ ;~(',"~1~Ar ~ fl'4ra_ Executive Staff Retreat Spring 1982 74 Item ors bes~r pt on G katemencz ote; f em to rn~n iii o o forinak:o~ not ;attempt to 'solve problem in this statement:, OV tp'get 0ufficient #nformatiori `to, all levels of manag'eineit to avoid conflicts and 6plipat6n;of woik'effort. ! 7 o e ence, acts, xanp e + We tl ve experienced many problems in-coCrdinating donstruc~ioi projects.` 'city contractor 6vilds 'sidewalk at Library, City electY3c crew cuts sidewall~..two. days.+~.x.ter, to nstali 1i htin s stem 2. Office built around air conditioning replacement of unit so that unit is ifapossible without destroying the office. Possible coon and Requ cements, Note: List, steps o`sp ve the problem. % Route all construction projects;through'Development Review Committee' to discuss possible conflicts prior to construction. Constra nts: List specific cost$ assoc ated wit imp ementat on d1rect costs, personnel hours, indirect costs.) 1. Cause possible delays in construction. 2. Increase staff review responsibilities and required staff time. Priority; MUST DO: RESPONSIBILITY AREA:_ public works/Enginodking SHOULD b0: xx ACCOMPLISHED: ! NICE TO 00; 0b02M 77 77 !`rr r~r'+,R a „ ,.~a a. xJ e a r i r rF x `iT~ a' x +r Ue:utive Staff'Retr$at Spring 1982 item ko 78 HOSt,TO PpDTHCP LAITY of DM% RIGHT lip WAY AND BA9ElSEtiPS r Description Or gtatementi FEan property ovaeru have used easem$nta and riyht of way$ for purpgrses which make then inexeeasibls oc,unuseable for the ociginai pucpose9► Reffrenoe, Pacts. Ekamplel a t . n M4 3e "ii icl i . t►4~v W3r iiit"'ea Meats wfilcf: ate u~i~ie~ea'ble. poasibie Actidi►land Requ 1. 'Strict enforce r bE' building', Ordinancs referring to location of structures and fences: ere 'right and 1, public information awareness of both the property owners responsibilities, as dell as the City's, rajarding ease I ante. 30 :Requires Moto completes leap inforiiatilir► available to Bui.dinq Oi!Iciale. 40 May require additional inspection%cods enforcement man-hours. 3,: Use billntgfiare for Awareness Ffogram. Constxaints: 1. It not protected, the saintenance.oost will continue to ,escalate. 2. Property owners have used the easement and right-of-way for many years and will resist any change' Priority: MUST Dot RE3PON9I9iLI'PY AREAi S~ildin9 InePection SHULD Do 1 -~-++Q~-~_- Code Enforcement NICE To M E nSp i e n l_,.., Uti ities City Attorney ACCOMPLISHEDt ~n fy~ 9+ F7fn~r Yfi Exec)) ,x i SCaef P# treat Spring 1992 PL ANNING i SU£, i Item No. ~a ESCr ption, or , btehsent; Note: r4 lei,h Statement' n r 0" "'It I n6t;atteirpt'to solve, problem in this; statement.) ` How to reduce'axceBsive vehicle downiiMe. 1 fi i a Reference, acts, X e: From, time to time, critical vehi'les expegienoe mechanical fAllure 6 This reduces','the `effectiveness of pork crews and in many casesf work, altogether. In the Vehicle , Maa~intenance operations; there ib already a priority listing for vehioles in terms of what-nee~s to be ,Worked on first and is continually reviewed ind updated as new pieces of critical equipment ko.'re added to. the fleets Possible Action and Requirements: Note: List steps to solve the pro em. 1. Centralizing fleet management and providing spare 'backup equipment to bi used by any department, 2. In the same centralization, make use of sharing equipment. More diligent inapectiow by operators of the equiproht.`. Rigid maintaining of thelpreventi've maintenance L►:hedules. . i Constraints: List specific costs associated with implementation-- direct costs, personnel hours, indirect costs.) 1, "I gotta have it now" attitude of supervisors. 2. An attitude of each division or department being the most important. 3. A lack of general direction for an overall fleet management program. Priority: MUST DO: . X 11SP05I31LITY AREA: Public %lorks-Vehicle Plaint. SHOULD 'DOt ACCOMPLISHED: ,.7anlLarY 1. 1983 NICE TO DO: 0602M F r?'a G5. sR z yi' f;:~s sr„`.'s Meg.i; Si Y T. ~ t w } ,x eT i , I sta!c Patreat ' 4 'PIANNTt1G=ISSUE Title: Interndl control. Apprgis"~d as; , Stte~agthppcaised as , rk ' it t r Paultis Thr 'ate 3 ! f Descr peon .or . S tatea4enta . The City'must plan to set up its new financial procedures to, provide the best internal control and security. r Reference, Fact31 Example:, The City is installing new Accounting, Utility Billing and inventory systems, and the City must develop the appropriate security for them as well as for the other manual systems. Possible Action and Requirementsa Involve external auditors in the system conversions Gncument internal control policies and procedures r T 71" p a I v 7 K ' S1 w fir P n.i +n u. ;L, f 'J ,t [ r .r , e 00 Staff ttetze3t Spring 1981 PUWrNO, I"UE 0~i9i6al' Tss4 No.' '46 Issue No E ; Titles 'Subdivision Ordinance` t uR~. a 1.RT.i .i 1~pp941sed at- Strength; Appraiw* as:, Oppdrtunity.. kaul y Description or Statements Deveopment of,an ordinance and policy to facilitate requests for development. Reference, Pacts, Examples There is no city annexation policy. Developers may have to go'. from department to department. Regulations are confusing, vague, and out of date. Possible Action and Requirements: Form in-house team and outside evaluation mechanism t develop new system.., ~ rq+,' ~J @''' s~) r ,~W'~'~}, .,..",R' ~C~''3Y.~o- ..:j,~ p.•K i ~M?1-e Z Staff Retreat $pr'_ng 1981 ?t?,.`11y'3~tG ISSUE Issue 210, A7 Original Issue No. s0 Titles =xpansicn Fire Lepartlent Present Future Appraised as: Strength Appraisw3 a3: Opportunity ? Sul Us Threat Desc:ipaon or Statement: ;.~nc pccuiS'.._,)n for future fire Sr,stion Sites. Reference, Facts, E:tamplet possible Aat.ion and Requ:rements3 Plan or future fire station sites with the pcssibiiity`c. d4velop rs donating land to the cicr. Ml~ f ) ..Y f tl v pV y Lf` 5i J 1 c," l 5 1 1 M f' StafR Retreat Sprinq` 3981 P[Amnia ISsm- Issue No. 7 Original Issue No. 10 Title: CONTINUE DE TW'S GOOD LMAGE Present Future appraised as: Strength Appraised as: oCcortenty Paul t5^ Threit Descripticn or Statement: Denton has an excellent reputation in the local area, the state and nationally as a progressive and dynamic city and a fine conmmity in which to live. Reference, Facts, Example: Denton is a cormzU ty with excellent neighborhoods, two great universities, good public schools, fine recreational, arts and civic activities, all set in a good geographical and climate location. Denton has been and is in an industrial growth area and has attracted many very good clean industries. These assets have been recognioed and have created a positive image or' Denton 3s a place to live and work. Possible Actin:-. *nd Requirements: Continue progressive and dynamic atzosphere through city organizational efforts, plus support of Chamber of Commerce, civic and universities' efforts. Support employees service on various local, state and national policy groups. n ice Iv, t i Staff Retreat Spring 1981 PLANNING ISSUE Issue 40o Original Issue No. 19 Title: Security Present Future Appraised as: ;CtQX.N= Appraised as: OoeortUnity Faults ."c?~YS Description or Statement: Estaolisn a permanent security system for all city facilities. Reference, Facts, Exarscle: 'dater and Sewer Plants, .Rec. Centers, Service Cancer Possible Acticn and dequirements: Nev gates 2. T.V. Monitors 3. Hired Security Patrol 6. City Security 5. Task Force to review options 7.1 77, 4t-47 "k ~q4(; r at a t < rah r. r. Ada. 4- /i'J'',i n t a.i .a .-t. 1 staff Retreat Spring 1881 PLANNING ISSUE Issue ?.o. •15 Original Issue No. 21 Title: Vehicle Maintenance Present Future appraised as: Strength Appraised as: Opportunity Faults VEV&Et Descript-Icn cc Statement: Provide maintenance to the fleet as is the past. Also explore the possibility of providing specialized mechanics for special fleets. Reference, Facts, Example: Fire dept., utilities Possible acticn and Requittments: 1. Status quo 2. Hirt specialized mechanics 3. Study how much time would be devoted to each fleet. a, ' 4 a ,.'y Y;k.,_, r._ y %'y 'iq r `r i r r f°r Staff R4treat } Siring}}1981 ' PiA2tNT,1G ZSS~ Issue No. 20' Original Issue No. 28, Title: Good Fork Environment /Future Office Space Planning Present Future Appraised as:. Stren th Appraised as. OIIggCtunitV aui~ Threat Desc:iotien or Statement: Develop a sound, viable plan for obtaining additional office and war's space to provide for present staffing levels and future crgsaizationai growth. This plan should ensure that the physical characteristics of future facilities are designed to meet the needs of the occupants in order to promote efficient operations. Reference, ?acts, Example: Currently the City is suffering from overcrowded conditions and poor office layouts in many of the existing facilities which have resulted in reduced productivity and inefficient work practices. These p oblems have been or trill be eliminated for some departmental operations through additional con- struction projects; however, only short range soluti0n3 have been affected for those depar-=ent3 housed in the Municipal Building. These problems vill become more critical as the City experiences additional growth and demands for Ldilti0nal services Possible Acticn and Requirenents: 1. Continue the activities of the Office Space Committee. 2. Provide funding for and secure the services of an arcbit-chiral/space planning firm to develop a plea ;rhich will: a. Assess future departmental space needs for a 20-year period. b. Formulate a recommendation for the remodeling and use of existing space. c. Formulate a recommendation for tha best method of future expansion. d. Develop the preliesiaat-f design for future expansion projects. 3. Provide fu.di-g for remodeling of Municipal Building west sricg in Year 2 of the Cl? and construction of building expansion in Year 9 of the CIP. _cy R U tV.e -n"v gyp- Rao- rp,~ x},'n. I Staff R treat t ? Spring 1981 PLANNING ISst<'E Issue No. 21 Original Issue No. 29 Title: Airport Develooment Present Future Appraised as:• / DStren th Appraised as: Opgortunity~ ~aults Threat Desc.iption or Statement: Controlled development of the Municipal Airport wi1'_ be necessary to maximize potential airport revenues acd to attract additional industrial development for the community Reference, Pacts, Example: The Municipal Airport is relatively undeveloped, yet provides some of the finest runway and navigational aide syst ems of any General Aviation Airport In Uorth Texas. Existing airports in the area are unable to expand, and the construction of new airports in the area is unlikely; taus the Denton Airport is becoming a very attractive site for aircraft related industries. he revenue generating potential of the Airport is tremecdous: however, the (;ity Bust iavest additional resources in the facility to maximize the potential benefits. Possible Action and Requirements: 1. Develop an Airport Capital Improvement Plan to provide for matching funds for FAA and TAC Grants an& for Airport Construction Proje.-ts. 2. Update existing Master ?lan and develop an Airport Development Plan with supporting Policies and Procedures. ' p -KING IS3UE issue No. original Issue' No. 40' 27 Title: Driver Education/Efficiency Present Future Appraised as: S rf:ngth Appraised as: Opportunity Faults Threat Description or Statement: This issue encompasses the City's need to establish a Drivers' Education Program for the drivers of City vehicles. This program would focus on defensive driving, energy efficient driving practices, vehicle maintenance and specialized training for the drivers of emergency vehicles. Reference, Pacts, Example: The City of Denton employs over 250 Persons who regularly drive City vehicles, however, the City does not conduct any regular training for these drivers althoug;, the City has these training capabilities readily available. It would also be possible for the City to develop a DECAT program which could reduce the City's fuel consumption. In addition, the drivers of emergency vehicles receive only brief amounts of high speed driving training during their initial public safety education. Possible Action and Requirements: -Establish a annual defensive driving program for City drivers which includes some training in preventive vehicle maintenance. -Include a Dr.vers' Education training program in the orientation training for new employees who will be driving City vehicles -Provide funding for the purchase of equipment and instructor training for the establishment of an Energy Efficiency 'Drivers Ttaining Course. -Work through the Department of Public SFfety to provide a training program for the driver3 of emergency vehicles. 177 l'.{ kr Ftaff Retreat } SQprin 1981 PLANNIN ISSUE Issui No. original Issue' No. _ _41 Title: Traffic Flow Iaiprovemenc Present Future Appraised as: Strength Appraised a,,: oppcctunity Faults T)MP* a't Cescripticn cc Statement: ?rovide an updated Transportation Plan for Denton. improve traffic flow to pro-iide efficiency and pronote energy conservation. Reference, Facts, Example: One way streets, bike lanes, signals, sidevalk.s, etc. Possible Action and Requirements: 1. One Hay Streets 2. Signal Interconnect 3. Signal Removal 4. Bike/Peiestrian Paths 5. Street & Intersection :codifications ~JIN 71777*77 5 , i Staff Retreat Spring 1981 FLAW NG ISSUE Issue No. 29 _ original Issue No. 42 Titles DISASTER PLANNING Present Future Appraised as: StreU th Appraised as:~ CpportunJ':y_' Faults ) rThreat 7 - Descripticn or statEaent: The City of Den, n has an emergency contingency plan comprised OF departmental modules. Several of these departmental :nodules are out of date, incomplete, or nonexistent.. Should Denton ever have a disaster,it would be essential for the departmental plans to be up-to-date and complete. Reference, Facts, Example: possible Action and Requirements: The departments should be instructed to review their departmental plans and complete them or bring them up-to-date. The entire plan should be reviewed in detail each year during our annual disaster exercise to insure its completeness. l i.V C , S •144 W'+' ♦ eT x5 a y .t .gj r i v .nj' nv^ I w . A b .ryty ",77-77 7777 Staff treat SprtnT 1981 PLANMO tSSQE Isstia No. 32 original Issue No. _,45•.,,, Title; CITY BEAUTIFICATION Present Future Appraised as: Strength Appraised as: Ccaoctuzity Paults Ttueat . Present Fault Future: Cpportnaity Descri-mucn or Statement: This issue will as.sist in making Denton an attractive place to live and for business to locate. Reference, Facts, Example: Denton has gust embarked on a beautification progran. This program ,rill bopefully help to make everyone ;sore aware of their environment and get the various sectors of our community involved. Possible Acticn and Reguirenents: We should expand and encourage the beautification efforts. We should establish acceptable levels of maintenance and work to make attractive highly visible areas. Public property should be. equal or better than its surroundings in the co=zunity to encourage others in these efforts. i a Y. 2. r Staff treat I Spring 1981 1 D;&%wrNG XSSOE ` f, + Win Issue No. 45 Original Issue No. 67 Title- 1; ~*ar Present Future Appraised as:' S trength Appraised as: opportunity Faults Threat Description or Statement: Although litter is not an extremely big problem ir. Denton, it is beginning to grow. Denton is an attractive City, however, we must begin to address our growing problem. R-.Ierence, Facts, Example: - Example: University Drive has become a favorite breeding ground for the dumping of trash. Possible Acticn and Requirements: 1. Enforce the ordinances pertaining to littering. 2. Make disposal units more accessible. 3. Require fast food operations to limit the amount of disposables. 4. Continue the efforts of the Beautify Denton Council in cooperation with " STAR 5. Use the news media for Public Service Announcements. r.' , , t u w 1 .'a f '~a .1 Staff Retreat f Spring!: 1981 PMnMrN1 ISSUE Issue No. 33 Original issue No. 41 Title: Centralized Building Maintenance/Coeratioas Present Future Appraised as:. Strength Appraised as: Opportunity Faults Threat Desc:ipticn or Statement: The derelcpcert of a Centralized 3uiiding Operations Di-ri3ion would trovede for the centralized control of all facilit;( maintenance and operations which +ould allow for a more efficie:t, cost effective method of providicg this support service, Reference, Facts. E:cample: Currently, most of the facility maintenance and operation activities are handled by individual dept-tments houssd in the particular facilities `+bich results in unnecessary duplication of equipment purchases and a general lac?c of expertise in the operation of the facilities. Many services which are provided throuth contract would be core cost effective if handled in-house, and other serrices which are handle? in-house :ould be more cost effective if contracted out. Possible Acticn and Requirements: 1. Develop a plan for centralizing °uilding Operation Activities. 2. Provide limited resources for the development of this Division. • ti J• MT\ 'Y ^*w'S d PHTy'✓ ~j e'~+ # n7 r' 1~'1C, j1 dt ' 1~ 'yY i ~ • w•'j 9 , 1 11 1 t 1 v... " Jr Staff Retreat Spring 198` PL%NNI21Gt "ISSUE Issue No. _ 39 Original Issue No. 59 Title: Indirect Cost Recovery Pre-- s Puture Appraised as: Strength Appraised as: 01Pportunit•1 ' Paul_s Threat oescripticn o; Statp-ment: The City must develop an Indirect Cost Plan that can ba utilized for cost recovery on grants. The plan must be approved by the Federal ;,gencies. Reference, Pacts, Example: Grants currently only reimburse the City for direct costs assiaciated with a program. As in all programs, there are indirect costs associated with programs and the Federal Government nas pre'A ded a mechanism for reimbursement. Possible Acticn and Requf -events: ' Develop a draft plan, Revied with the appropriate "cognizant" federal agencies, Revise and implement. r. yva'~, ' MVr i ~n x Y i f } x t l l ET. Ac x ti V I Staff Wreat t a Spring; 1981 PI NG+ ISSUE i Issue No, w400 Original Issue No,, 60 Titlet •~_USERW OFFICERS Put' re V ragent Appraised Apra#sed as: :S th A ed as: pp.rtun ty T a Descripticn or Statsment: Due to the increase in workload for the Department, the Reserver Officer Program 1vos been constantly placed aside. The Reserve force has fallen to a critical shortage of members, some going to other Department Reserve programs, Some leaving due to 1&ck of interest. Reserve Officers are a very important source of emergency: manpc-•ar. They are also a very important source of manpower during specia. vents. Reference, Pacts, Example: EXAMPLES: On May 1 through May 3, 1981, we had the Spring Fling, softball tournaments, and trail ride all occurring at the same time. Without the Police Reserve, it would have been impossible to supply enough security for these functions. Emergencies include tornadoes, major fires, riots, etc. Possible Action and Requiresaentsi A st-~nq recruitment effort is needed. There should be an increase La Resesne training so that they may be utilized Ln more areas of the Department. Awards programs to recognize the people who donate, their ~ time to the Reserves would be highly beneficial. I'M r ,y4 1'. ~d~; E ~Yn d Staff Retreat spring 11981 s PLANNING ISSUE Issuq No- 41 original issue No. 61 Titles WORD' PROCESSING CENTER Present Putuie Appraised as: Strength Appraised as:k:,~Ct 1ty C Pam Thceae Description or Statement: Two years aco the City purchased word processing equipment with the idea of eventually developing a word processing center. A word processing center is not intended to eliminate the need for secretaries, but it can improve operating productivity and dedartmeital effectiveness. Reference, Pacts, Example: Possiblo Action and Requirements: The City Manager's Staff should begin discussions on the operations and desirability of a word processing center. The focus of discussion should be on staffing, budgeting, location and organizational responsibility. i ,fs ~y 1 .9 u s ! t n' i t! } f` R L `7 77,7 ti F4~ ♦ ~r:i. n. y a'. ..'i'r w. ..n. wr r r/..: lr.. r...... ~ n. " . t.: . . v.. , r Staf' Retreat t ? Spr~ng 1.981 PIANNING ISSUE. rbsus No. A2 _ original rasue Not 62s Title: Volunteer Program for City Departments { Present ruture Appraised as:' Strength Appraised as: 6ppoctunity X Faul " Threat Description or Statement: A volunteer program for city departments that would allow full time clericals time for special training and special projects. Reference, Facts, Example: There ate many citizens of the city that can and will volunteer, their time. Many routine duties could be performed with a small amount of training. Possible Action and Requirements: 1. Survey departments to determine casks that volunteers could do and hours that they would be needed. 2. Develop contract and training program for volunteers. 3. Hire volunteer coordinator anf recruit volunteers. a t2w yr: '~Y+ y . s »s.~ 5 i:. F M .,N x.. qCY ~,ti .a rIn'~"~ 4 ixr• Ott MPI~ »Z,~9 % j,u..tin a r 1 1 1. • . i. w,,._ staify Retreat sp~in9 1981 t ; PLA17 ilk ISSUE Y Issue No. 4~ S original Ess~e No. 65 i Title: _Municival Research Library F Pcee Future J' APDcaised as: Stzenjth Appraised ass Opportunity x Faults Threat Description or Statements Develop a research' library for city departments to avoid duplication of effort and waste of storage space. Reference, Facts, Examples At present each department does their own clipping, filing and retrieval of materials. Departmental histories are incomplete, out of date, or non existent. Possible Action and Requirements: 14 Conduct a survey of departments for materials needed. 2. Xerox cards in local history-file aed distribute to the related departments; also distribute lists of other library materials to departments. 7. Centralize collection of back issues o' departmental journals. 4, iedicate sc*ff cisu for indati.ag. I ,:hi f r: 1+ttiwa r } k~ F s aT'L -~~rYAS: W4~Y, n ~ c .q 1 r staff retreat i Spring 198,.. t P[ANNINOiISSIIE s t Issue No. 45 original Issue,No. 66 Titles INFERGQYERDAUMAL RELATIU4SHIP5 tunity e Appraised as: Strength Appraised as: Oy2or Faults Threat Description or Statement: Develop a strong and viable relationship with other governmental agencies such as other cities in Denton County, Denton County Government, wtroplex cities, Council of Governments, State of Texas, Federal Agencies, Federal Government. Reference, Facts, Example: The City of Denton is affected by many governmental agencies. Each affects the City in a different manner and often affects costs of services, revenues, policies, future plans, etc. It is important that Denton maintain good relationships with all such governmental agencies, so that Denton can 1 -e an input into policies and can maintain an atmosphere con3enial to meaningful negotiations where necessary. Possible Action and Requirements: Continue to allow City employees and officials to serve on area committees (COG, etc) so that contact with such governmental agencies can be maintained. Make a concerted effort to meet quarterly with the County Government and Couriv cities to discuss mutual concerns. Maintain an c;igoing liaison with State and Federal governmental agencies which affect the City. Determine how each agency, etc., affects the City and who the influential persons may he and assign a City represencative to develop a good rapport with such person(s). y~ a v x S 7 ~ vx •C'a ;CC r A k:"5: ~ rt^ 7' ~ .a ~ r r ♦ i > > L x v. a n'i rt t '4 a f . 1i~' ~ t 0 r au t Lff}F '1;4y!f''X ~ W F3 , 4A' 1~'rY;F A ID y. 4 ,F. ~1• ExeoutiVe Staff Rett#ai Spring 1962 PLANNING ISSUE; , .Item, No. 1 Oascr pt on or tatement:~i Note: Pr lem tatement: In or4lat, Do not 4ttempt to solve problem in thisstatement`.) dow to provide budget reports, to departments on a [Woreitiiuely basis. Reference, Facts', Example: With the current system, reports are hot given to departments until the 20th of the month for the prior month. Possible Action and Requirements: Note: List steps to salve the problem. -Implement AMS Accounting System -Run budget reports during the first week after monthly closing. Run the accounting monthly closing at a different time. Constraints: List specific costs associated with implementation-- direct costs, personnel hours, indirect costs.} Priority: MUST DO: RESPONSI$IL!TY AREA: SHOULD DO: ACCOMPLISH£6: NICE TO DO:_757-~ 0b02M ~r r r n " 777 'l~} .;•ti8 ~'tF R 7`l 1 ~C~ ~a ~r r~ .y'i e q F1 I Executive 3taff Retreat Spring 1982 L NNING i UE i. _ Item No. 54, 1 A Descr pt on or tatement: Note: Problem tptement - in `How TV. format. Do not!atte:rpt t0 solve Or' blem in this statement. ) HOW TO IMPP,OVE THE OVER ALL APPEARANCE OF CITY FACILITIES Reference, acts, xamp~le: - City Hall, Civic Center, Recreation Centers, Library, Fire Stations, Service Center, parka, cemeteries, boulevards, road right-of-ways, utility production and distribution sites, a•d the airport. These facilities are conotantly in the public eye and their appearance, maintenance and upkeep is representative of the quality of the community and can be influential as to how privately owned properties are maintained. Possible Action and Requirements: Note: List steps to solve the problem. 1. Continue and improve upon preventative maintenance practices. 2. Selection of materiels, products and equipment which will provide for longer terra service, easy maintenance and low maintenance. 3. Purchase of maintenance equipment which will provide for a more efficient operation, thus producing more available time for increased maintenance to facilities. Constraints: ` - - Funding for materials and equipment. Priority: MUST DO: RESPONSIBILITY AREA: SHOULD DO: ACCOMPLISH'-E06 NICE TO D0: . ,yr ...XY 1 YY aY r k N Jr y P. ! n tT 4 Et. "ir m o.5, ,~Yr'ai ,g 71 Executiv, Staff Retreat Spring 1942 .«r .w..i.n.-a n... : .Y . . 1-,i _ >w. -rte 7 1 iSUE 055 Efl(rd TO wm(u VICN DIESti, PLMT A~ (7La V l1SE. Description or statements The City has declared the diesel plant and old warehouse surplus and has leased these facilities to the ArtS Council., The diesel engines must be sold and removed and certain areas of the properties cleared w that beneficial use can be made of the propirties. Reference, Facts, ExaRple: The sale of the diesel engines is the major problem. Several attempts have been made to sell the units but no firm sale has yet been oonsu:mated, Possible Action and ReaGf enmts: A. Continue to acWertize the sale of the units until sold. B. Contact s.Neral engine brokerage firms and offer a paroentage or fee to sell, C. Initiate a conoentrat6d telephone sales program to prospective engine purchasers, D. Establish a aomittee between finances, public works and utilities to determine extent and responsibility of clearing the facilities, caxtplete with tine taUes. COnstra nt9: A. 1. Lack of budr3et funds to implement major clearing or decoy issioning, 2. Lack of inter:st and/or lack of market for the sale of the diesel engines. Pt or ty: N35T ,JO: RESPONSIBILITY AM: Utility Department St3JZ DO: 6 Finance Dept (Warehouse) NICE 70 DO: ACOLMTAISEM: 1035U/13 L~~t~. Fta u~ 7 Executive Staff Wr'Fsat`-'SOring 1982 PLANNING ISSUE sc pt on or Statement: Note: r em Statement:in Qw To" far Do not attempt to solve proo emA n this,"statement.) How to efficiently; move material and information between City facilities Re7erence, Facts', xample; - With the growing requirements for exchange of material between facilities, departments must interrupt regular work to serve as messeng^-r. Possible Action and Requirements: Note: List steps to-solve the pro lem. -,Conduct a cost/benefit analysis to determine the best approach -Utilize currently existing services such as the garage's part runner Constraints: list specific costs associated with implementation-- direct costs, personnel hours, indirect costs.) -The cost of centralized service has been prohibitive rorty: MUST DO: RESPONSIBILITY AREA: SHOULD D0: ACCOMPLISHED: NICE TO DO:_ h` 0602M t 1 0 r,i 77 r e 7FT FTT 4Ui 1c aK Y P 77 Executive Staff Retreat Spring 1982 . _...u PiJuiI INO `-ISSUE; r.. Iteg No. l~6 7 y ~ HOW 10 evaluate the presen Vector Control Progr'sm. Deser~ip,t~ion or Sta ement: ate; . ro em tat merit . n "How o" forma .s Do not 'attempt to solve problem In this'statement) Re erence, Facts, Example: The City currently operates two different Vector Control Programs. The solid Waste Department provides for the Mosquito Spraying Program and the Animal Control Division provides for the Bird COntL'ol Program. During the last two summers the Mosquito Spraying Program has not been carried out due to technical problems. The Bird Control "rogram is currently experiencing considerable revision. With the problems and changes we have experienced with these programs it would seem appropriate to determine whether or not and to what extent we should conduct these programs. oss ble Action and Requirements* Note: List steps to solve the prob em. 1. The appropriate City Staff members should meet to consider the continuation or termination of each program. 2. Assuming both programs are continued, the staff should determine the direction of each program. Constraints: List specific costs associated with implementation— _ direct costs, personnel hours, indirect costs.) Costs are yet to be determined. Priority: MUST DO: RESPONSIBILITY AREA: SHOULD DO: ` ACCOMPLISHED: NICE TO DO: O602M ,~i'C Yl , . k., TTI Jr ..h r 1r '~i t ~iK 7N'. Execut1#4 Staff Retreat Spring ,1982 KANNIIiu ISSU' {Jescriptfion or State 2nt; N tos ProbleA Sta eme t Now To ta. not attempt to solve' problem in this stat°' nt., how to provide for additional library materials and collection maintenance Cos:.. keierence, Fes, Exac,:)1-: Library materials should be' up-to-date, in good physical condition and reet the nacur patrons. Tiie Denton Public Library does not have the quantity of material: of the needed. Possible Wtion and Requirements: Note: List steps to solve the problen. 1. Strengthen Friends group. 2. Work for State legislation to increase funding for libraries (now at .32 per capita), 3. League of Women Voters study possible county library tax. ut, rnn.rVi%Sv in Adult boot, budget since 191y-bU buuput. 1.0 budy(:t fo: hudiovisuals sinr.r 1919-80 budl>_t. State - Collection Ue elopment money allocated to Automation Project. Fcderol - to be phased out (Total loss of State 6 Federal funds for Lentcn material collection $10,000 - 14,000 annual). rr, r Vi ST DU: RESPONSIBILITY PREF.: SHa7 0 U~: _ ACCOMPLISHED: - - r is ~ at S s~. 8xecutiya staff Retreat Spring iJR2 i issue 7Z s { WW 'PO E UN b =4N MGR SaM, L 5i MN~ t~ 1s TO ~L>EYE[.OP P 1AL NEW s E WU)YEE5 Description of Statemen*~s ~ Y._...._ Employing high school students tro cb minboal skill jobs during the, summer or parttime can be an excgllent method of recrpiting them and their friends as future employees of the City. Merenoe, Facts, &artple; Possible Acticn and Requirements: A. Develop a eonoentrated recruitment program with Jr. and Sr. students at the High Sctaol. a. Have each department explore the possible jobs that youth could do during summer or as part time employment. Constraints: A. 1. Special supervision of such youth may be necessary. 2. Sufficient tools and equipment may need to be purchased to provide such employment opportunities. 3. An awareness and acceptance of such youth by the rest of the employment force may require some training. Prier ty: "r DO: RESPONSIBILITY ARFA: Personnel Dept. & SHOULD DO: Each Ma or Department NICE TO DD: A ~ A~IPLISHED: 1035U/l5 r r'. . k s .y r s r~ S4 t r4'. r W Irv 1 4' Executive Staff Retreat Spring 1982 i ! PLANNING I&SVE Itea No. 7,?,T^ scr P on r , o men Note,. rob em,StateM t,1n`"Ra To" format Oa ' not`, attempt o to;stolve pro lem in th's statement.) HOW'TO MEET THE INCREASING DEMAND ON RECREATIONAL FACILITIES Reference, acts, Example: At present many leagues are at capacity due to the lack of availability of athletic fields for all sports. Also, various areas of Denton do not have easy access to facilities for recreation purposes. Possible Action and Requirements: Note: List steps to solve the prob em. A good, comprehensive five year master plan is needed to address the leisure needs in Denton. This plan will help to identify and prioritize the various needs in Denton and specify an action plan to achieve the recommended objectives. one' straints: As always the major constraint with increased recreational facilities is money. Funds would need to be secured through a future Bond Issue and a Park Development Fee. Priority: K)ST DO: RESPONSIBILITY AREA: SHOULD DO: ACCOMPLISHED: NICE TO DO:i ' 0602H fiJr r+Pw r s 5 a i. 6-wza ,..rya'' M,pm'*•1;:: a y, e.g,i .~4 r'~..,' 'rte-.. 3 fi `)0 S,. ~ F~tpgatl,ve 5ta f RetXoat Spring 198 s, g' y PLARNI`NG .IS511E r5 / S G°j ,4 Iter:i No: 76✓ ■1 , jr 1 Qr1 pl" ; jt$'404(j"t ao o:.Pr 410 n to ment n ~ ' Q o o~ rOL utte:1pt 6 of ru problem in this state7en~.) n N ' Ho, to im xoe tzaf crcontrol devic w... ` estand no pa~king aroa~. ~ Rs erence, Fact,, Example; The. City of bentondoes not have a routine sign replacement or routine maintenance program. Signs are basically replaced on a complaint basis. Signs generally have a.useful life of 7 years. tie have many signs whieh ar, much older ind,faded beyond T.M.U.T.C.D. standards. ossi le Action and Requirements: Note: List steps to solve the proem. 1. Institute sign replacement program with appropriate maintenance records/system. 2. Provide routine inspection of condition of signs. Constraints: (List specific costs associated w.th Implementation- direct costs, personnel hours, indirect tests.) 1. & 2. Need additional personnel hours to inspect, maintain records and facilitate replacement and repair. 2. Computer drafting system could help, update Traffic Control inventory. Priority: + MUST DO: RESPONSIBILITY AP.EA: Public Works/Traffio Contrc SHOULD D0: - ACCOMPLISHED: NICE TO DO:--.-~ 06011 i2 A~2 y T'' ' v! ` ' ' qi 9'k. ,°",ia ti~ rn s,n aL kl ti ~r1d!n A 'e v'ii k .k n 4"Q'f J 2.. p r r / rrde ♦ x~ , o, 7 j1' .wn✓...r.ri;...a.w.A♦y r 3~ t f. ~ SII t~ i E~ Fraw •a e ~ pr~NNrr~a~ xssv~ ~ ~ j W ZsiS1 . Nb: ee I aue. = giaal Isisle' N6, 63. a, Titi s Transp~prtation~ plan s M µ.c+1:1: r.r.a..r xr. ♦ .rr r..u w.. r. v. 'ui ~n r+ .....:.r-...♦usi... ,o-..,c.a a,.r.,.. IJ ' Apprised ass j 9tr Apprais4 ass Oppdctunity E • i Description or statement.. Develop comprehensive transportation plan including implementation component. efers!nce, Facts,, Examples Coasi:er ma_.- transit demands and capabilities, alternative modes of transportation, special needs such as the handicapped, children, and bike riders. Possible Action and Requirementss DOME, Define problem; establish objective, des~.ga methodology, and develop evaluation Mechanism, . a TIT 11 1: ~ X 4 :'r Rfr fj°1 ar. M •Ni .ryi~r ~V r stir'y. 4 4T ✓Cy 't ,4 K}~ n^ 4(.Y ry i! _..S ~)i } 7 "y.l p2 . • d t..SYp i ".!•"''~ii] { Sq Y , r I~: qa4 l r v ✓CYwwfs. Item NO. a0 f' .$tocutiye"Staff P4 0atMSpring`1982 ~y L .ya vw ♦L r.4'Ya w. _.,d ra IFe iawhw tag it r- tj HOW 6 IiV8t7 rIR889 ?+N~/OR SPWSES I TO AGE 65 '~e.el tiptiQo oat' tats , ~ ~ I u~ C!t etipicyeee rand/or s 6e8 who p; not 65 {r older at 'setire**n ~my6t. pay ext eeiely high Rates for medical In~yrance, it norm eXiy has"tbe et[mct 'of cau inq tha W dyeelby tinue Working past he normal y;tire%ent }fats until the and their pouses ar eligible for Medicar r. itef rence; Pao jw3xatgtlej Not applicable. Possible Aotion snd Reciuirsmentat 1. Investigate possible insurance programs for least cost to retirees. 2. Determine cost of adding these retirees to the City's insurance. 3. Change insurance so that they could continue, as was the case under the Blue Cross program. ConstrainM 1. Specific costs are unknown. 2. It would increase total insurance costs to the Cityi but might not be enough to prevent implementation. Pr iot ity: _ , . . MUb''T DOs RESPONSIBILITY AREAt PERSONNEL BHWLD DOi -W A000MPLISHEDj NICE To DO: k ti ,ice 1, 1 «=^.:r w o x A r{ n~ •.r~ 1 #i• a 'r f Execut1v4 Stag Wtiat Spring 1991 ? y,. PLA NiNGi SUE¢ ~ i.mn•,::Ne a m,. « M++~ ti. ...rab :..r. f.tn~. ,.o.>t> y. r ,,77 aS. r } i s Ite No. 81 $5' !r -ON Ate I n i p o em a men n' . o brm tFo o n9t.:attempt to. olve prob em in :this statement . How to get support for tho existing Annexation Iolicy. , et~ference, Facts, Examp e " The city ha$ an annexation policy that calls for the council to consider'annexation whenever there is development potential add/or problems in the Extra Territorial Jurisdiction. The city does not have zoning authority in the ETJ. Possible Action and Requirements: Note: List steps to solve the prob erg, 1. Strictly monitor activity in the ETJ, 2, Inform council of activity. ' 3. Initiate annexation process when applicable, 4. Work with county and state government to increL%se city authority in ETJ. Constraints: List specific costs associated with implementation— direct costs, personnel hours, indirect cost.) 1. Lack of city-county cooperation. 2. Rural residers' resistance to annexation. 3. Resistance to changes in ETJ jurisdiction laws. r or. y: plknning and Community Development Department, MUST D0: RESPONSIBILITY AREA: _ Legal Department, and City SHOULD DO: ACCOMPLISHED:, Council NICE TO DO: 0602M r j 1 eR4+,F `,Q ?IG'. s hRr, y t IU r" 'K 1r 'S' i.M f at^ 11P 0 1 y ( yip !r G*Ocucive'stait RiitXa! 9prnq 1982 Issue x82 i ; ~ 'IV .bd , A L TAT ? nJ L Y GNaaAy { M i V !ws areas of the City are faced with ` ar heaPy work 1' 'or an a ent e m p l o y e . Such obndltion$ o0uld be h e ped w th t establi liment of'd t e arY. P ~.,000414,function.,a lar to the s t~tute tt pra~nq the io so le, R@ erence~ Fac Exampl : When external ~tempacary+employment 'services are utilized, it oft4n takes a period of time to acguAint the temporary employee with the City and the processes. our "in house" temporary service could have city trained personnel already available. Passible Action and Requirements: A. Have personnel survey the various types of temporary enployees required. B. Set up budgeted permanent part time positions for such temporary employees, C. Begin the program with temporary secretarial service. Constraints: A. Budgeting funds for such a program. B. Finding qualified oandidates with flexible schedules willing to work in such a temporary position. Priority: KIST DD: RMPCNSL31LITY AREA: Personnel Dept; SH= DO: MCi,+ M DD: LISH~: lo3w/17 { 4Ai F~ h R 77 ~ p y r y, r, 'A.d'~ •T'. ~ it 4 sM,'~+~~e•`': IMF y f1 ei ~1 b a 7 Executive Ste ktkeat 614110 1982 ~a Ai'.: G SSA r y w.r W?i•.•~ x«y1~tr.,w w n.4MV .o. x.r.~-...~,,; rv. ~...v w w... „~~~✓f r,dAtety./'4.t.\a i. raa .5..~~,. ~Yn 'r4 dM,. Itea~ No. ' z ' 7 . t r _ I w C) ' p orb o~ to i Note : ro men q 7 r y" riotEtlfrpt to s~1ve"prCb' stn in this ~StL~,tRtflt } 00 1 'Now ~o Assess. oPr „ ...r s` estnt Benefit Pacfage" S r ' 1 i I ~ ~ fi« > !fir Refer nce, acts; xamp e:, cxpreised discontent with certain aspects of insurance coverege, Gap indicated between retirement and social security benefits. Rising cost of conversion policy ($240.001mo.). Risin.q cost of providing benefits. Possible Action and Requirements: Note: List steps to solve the pro lem. 1. Conduct benefit survey of other cities to determine level of benefits. 2. Conduct benefit survey of employees to determine areas of concern. 3. Analyze whether all benefits offered are will received or necessary. 4. Re-bid insurance. 5. Communicate benefit information more often. Constraints: , Rising medical costs are restrictive in adding new packages. To provide everything employees have requested is financially impossible. Employee group is so diversified, consensus is difficult. Mr or ty: • . MUST DO RESPONSI8ILlTV AREA: SHOULD 60: ACCOMPLISHE NICE TO DO: 0602M 24 STATUS REVIEW 1982 EXECUTIVE RETREAT PLANNING ISSUES RANKING DEGREE OF COMPLETION Not Need M S -N PLANNING ISSUES 01 201 40% 60% 80% 100% Measurable Input M 1. How to develop a program of departmental productivity monitoring and reporting. M 2. How to implement management by objectives by stressing results from the organization. M 3. How to strengthen long range planning at • Council level by improving coordination 0 of staff activities with policies established by the Council. M 4. How to incorporate long range planning and accounting system enhancements to the budgeting mechanism, to provide fur decision making. M 5. How to use conservative financial practices to eliminate dependence on revenue .haring, to pruviue financial j . soundness, to improve credit worthiness, anu financial reserves. (Long Range Planning) M 6. How to examine programs to determine the . proper financing policies in light of decreasing tax revenues. g= /90 F.XI,Q' f I VB STAFF RURP.AT P AXIINGOWESTIONS FOR NEXT YEAR PRiI-RE'HtEAT MEETINGS/SHARING OF INFORMATION: Set-up schedule at least two months prior to retreat to allow for planning review, ranking, questions and answers, logistics, etc. Discuss the need for outside resource person which skills should be reinforced, etc., have staff discuss and provide input. Define purpose of planning retreat, and solicit input from directors. Determine if we are still focusing on "Retreat" as we did last year, or are we ready to move on *,o departmental activities that will push us toward the process that is continually generating new ideas. Determine if L.E.T. should be a pre-requisite for all department directors before continuing the planning process as it now stands. Determine what the time frame is on looking at long range policy questions and committments. • FOR NhXT YEAR: Chris to speak on "Denton State of the Union", inform group of "Big Picture", focus on "Total Mission of City". Be sure that planning issues are out to all participants at least four weeks prior to meeting prior to retreat. Indicate which issues have been completed, put on hold, etc. Have client do update on issues prior to planning retreat the planning retreat is to address new issues. li<ave meeting to ensure that all participants are familiar with planning issues and understand ranking at least one month prior to retreat Be sure that all participants of retreat have the benefit of knowing what happened in last retreat and what is goal of this retreat. RANKING: Develop standards for ranking, etc. by using a task force. . il.3ve a problem solving session prior to ranking. . Have actual items as well as numbers on ranking forms. RI;WAT ACTIVITIES: Include creative ideas to generate excitement and produce solutions. Begin retreat with a participant activity such as volley ball, etc., spouse participation and social function. Provide for tearn development and spirit before problem solving. Have a way to ensure consistent scoring of issues develop credibility in scoring system, and explain fully. Break out issues by on going, new, etc. Piave clear and concise irstruaims on what to do with the planning issues, how to rank, etc.; clearly define goal of group activities. I . cif Executive Staff Retreat ' Planning/Suggestions for next year Page Two Start out with "big group" problem solving, then go to small groups ....then to big groups.... then to small groups change the players avoid cliques change the mix as the day goes on tailor the groups to increase spontaneity and creativity make group participant selections randomly. Provide at least one complete morning or afternoon on review of old and new issues. "Gripes to Goals" - present a physical type of problem which will promote the team working together rather than going in different directions; games such as desert or acrtic survival. Have a group discussion where all departments can toss out questions or areas of concern for another department. Deal with impact of what one department has on the other. Provide time for discussion for short term assignments/projects Allow each department to state their needs, and have the others do some group problem solving. Have Chris go back and review immediately after lunch on last day decisions and why. POST Rt;MMI' `l'ie down priorities, set up meetings with clients, discuss quarterly meetings, develop a task force [Lave series of progress meetings throughout the year to discuss status of issues. Use staff retreat as an example of adding issues to departmental plan of action impact of big picture. All retreat participants to attend council orientation ALL DAY. Use video tape as a training tool Get people involved in planning process force communication downward. WGISTICS: Have input from participants for date, facility, food, recreation activities, etc, prior to final decision on logistics. If Tanglewood is used Lr,3 NCT USE QIWF ROOM USE MAIN BUILDING. Have a large enough room to allow for mingling Have comfortable sofas, chairs, conversation areas NUT TABLES & CHAIRS (FEELING OF BEING AT A DISK) Be sure that ventilation is good smoke eater Have a roster of spouses who are attending and activites that they are going to participate in. Spouses to receive copies of brochure, literature, etc. Arrange for spouse carpool. 0601M a- STATUS REVIEW 1982 EXECUTIVE RETREAT PLANNING ISSUES DEGREE OF COMPLETION Not Need RANKING M 6 N PLANNING ISSUES 08 20 1~ t 6 808 1008 Measurable input M 7. How to improve interdepartmental relations and communications. How to develop a performance evaluation system that piovides effective communications and sets goals for professional improvement. • i M 8. How to develop management training programs for mid and lower level supervisors. M 9. How to improve the rideability, and durability of the street system. M 10, How to im,p,ove rommunicat ions with the general public. flow to aevelop a vehicle to circulate City information to citizens other than newspaper. M 11. flow to e.taulish a system to account for I and control fixes assets, M 12. How to provide adequate landfill . facilities. M 13. How to maintain and improve employee relations. M 14. How to proviae information on projects anu grant funds. M 15. How to develop a code of ethics for City Employees. STATUS REVIEW 1982 EXECUTIVE RETREAT PLANNING ISSUES DEGREE OF COMPLETIO14 Not Need RANKING 20% 40% 60% 80% 100% Measurable Input t4 S N PLANNING ISSUES M 16. How to improve credibility of Customer Service to the customer. - M 17. How to respond to increased citizen • demands due to decreased federal funds. • M 18. How to improve long range Manpower planning. S 19. How to plan for Denton's Public Safety Needs. S 20. How to plan for water supplies to meet Dentor.'s needs after the year 2000. S 21. How to dote nzunine our role in requirements for regional water. 5 22. How to assure proper tax valuas, and collection processes, especially with the transition to the County-wide tax district. O S 23. How to implement and adhere to the development guide. 5 24. How to develop a plan to help ensure that Utility services are available to developing areas. S 25. How to improve Code Enforcement. S 26. How various organizational responsibilities, assign ztolspecific areas. STATUS REVIEW 1982 EXECUTIVE RRTREA'P PLANK?..u ISSUES DEGREE OF COMPLETION Not Need RANKING 0% 201 40% 60 80~ 100% Measurable In ut M S N PLANNING ISSUES S 27. How to plan for future electrical supplies and services for the decade of the nineties and beyond. S 48. How to monitor and ensure enforcement of the Affirmative Action Plan. S 29. How to direct the industrial development program toward attracting high quality industry. S 30. How to pursue 'cvelopment of a viable recycling/en,~b,; recovery protect. S 31. How to develop a sound energy management and conservation program. S 32. How to develop an aggressive safety program ana whether it should be managed in-house. S 33. How to monitor the increase in the crime rate, and it's relation to the expansion of the police force. 8 34. How to survey existing industry to obtain feedback on adequacy of City services to industry. S 35. How to do benefit evaluations to assess activities. STATUS REVIEW 1982 EXECUTIVE RETREAT PLANNING ISSUES RANKING DEGREE OP COMPLETION Not Need M S N PLANNING ISSUES 20t 40% 601 801 100% Measurable input S 36. How to develop an economic development plan including Chamber and other local leaders and key departments. (Specifically airport). S 37. How to improve the management of motor pool financing and operations. S 38. How to improve the career lattice process and communication program. S 39. %ow to stimulate development of high-density housing without disturbing existing neighborhood patterns. S 40. How to provide data processing systems feedback to using departments. S 41. How to plan for additional department Data Processing needs. S 42. How to monitor building modifications so as to avoid conflict with building maintenance and energy conservation. S 43. [low to establish better utility billing system for City departments. , S 44. How to establish a credible cost allocation for insurance and telephones to City departments. ~t STATUS REVIEW 1482 LXECUTIVE RETREAT PLANNING ISSUES DEGREE OF COMPLETION Not Need RANKING 04 204 404 604 801 1004 Measurable input M S N PLANNING ISSUES S. 45. How to train for effective public presentations. S 46. How to evaluate leased equipment versus purchases. S 47. How to get sufficient information to all • levels to avoid conflicts and duplication of work efforts. S 48. How to develop support for downtown immediately. S 49. How to protect City of Denton AL right-of-way and easements. S 50. How to reauce excessive vehicle down time. S 51. How to streamline the classification function. S 52. How to pruvide internal audit control. • S 53. How to develop an ordinance and policy to facilitate requests for development. S 54. ;low to acquire land for future fire stations. N 55. lfow to maintain Denton's image of a fine and dynamic city. N 56. How to establish a permanent security system for all City Facilities. N 57. Now to imprcJe the fleet maintanence program. STATUS REVIEW ' 1982 EXECUTIVE RETREAT ?LANNING ISSUES DEGREE OF COMPLETION Not Need RANKING M S H PLANNING ISSUES 0% 20% 401 60% 80% 100% Measureble In=ut N 58. Ilow to develop a plan for obtaining additional office and work space. N 59. How to develop a plan for the improvement and growth of the Municipal Airport. N 60. How to develop a driver's education • program for drivers of City vehicles. N 61. How to develop an updated transportation plan to improve traffic flow to provide efficiency and promote energy conservation. N 62. How to update the emergency contingency plan. N 63. How to support and maintain efforts toward beautifying the city. N 64. How to provide for the centralized control of all facility maintenance and operations. N 65. How to develop an indirect cost plan that can be utilized for cost recovery on g,ants. N 66. How to establish a strong recruitment program for reserve officers. STATUS REVIEW 1982 EXECUTIVE RETREAT PLANNING ISSUES RANKING DEGREE OF COMPLETION Not Need M S N PLANNING ISSUES 0% 204 404 601 804 1004 Measurable input N 67. How to plan for the development for a word processing center. N 68. flow to develop a volunteer progran for the City that would allow time for special training, and special projects. N 69. How to develop a research library for • City departments to avoid duplication of effort, and waste of storage space. N 70. How to develop a strong viable relationship with governmental agencies. N 71. [low to provide more timely reports. N 72. How to improLe the over all appearance of City facilities. N 73. How,to remove City operations from the diesel plant and old warehouse. N 74. How to efficiently move material and . information between City facilities. N 75. How to evaluate the present Vector Control Program. N 76. How to effectively utilize interns and youth in the organization. STATUS REVIEW 1982 EXECUTIVE RETREAT PLANNING ISSUES RANKING DEGREE OF COMPLETION Not Need M S N PLANNING ISSUES 04 204 40 604 804 100% Measurable Input N 77. How to meet the increasing demand on recreational facilities. N 78. How to improve traffic i:ontrol devices and no parking areas. N 79. How to address concern of insurance benefits for retired employees by . involvement of upper level supervision in decision making. N 80. How to get support for existing Annexation Policy. N 81. How to provide for a Temporary Employment . Pool. N 82. How to assess our present benefit packages. 0931N • PLANNING ISSUES Responsibility/ Chris King Betty Jeff Bob Rick Bill Planning Issue Hartung Cole McKean Meyer Nelson Svehla McNary 1. Financial Management X 2. Computer Service X 3. Water Su 1 X 4. Crime Prevention X 5. Mgmt. & Super- _ vision Goals X X X X X X X 6. Pro. Top Level Staff X X _ 7A. Productivity Monitoring X 7B. Results Oriented Management X X X X X X X 8. Council/Staff Direction X 9. Salaries 1.0. Continue Denton's Good Image _ X • 11. City Policies/ Procedures X _ 12. Interdepartmental Relations X X X X X X X 13. Develop Tax Base X 14. Land Use Planning _ X 15. Citizen/Council Complaint Process X 16. Availability of Utility Service X X X 17. Weakness in Mid/ Lower Su ervisiors X X X X X X X Planning Issues Page Two Responsibility/ Chris King Betty Jeff Bob Rick Bill Planning Issue Hartung Cole McKean Meyer Nelson Svehla McNary 18. Code Enforcement x x 19. Security x x 20. Internal Control x • 21. Vehicle x Maintenance 1 22. Streets x 23. Community Awareness x - 24 Define Respon- sibility Areas - 25. Training x - 26. Orientation for City Employees 27. Move to Fee- x Based Pro rams • 28. Good Work Environment x 29. Airport Development x - 34. Performance Evaluation/Pay for Performance 31. Fixed Asset x Inventory. 32. Good Resource x _ Allocation System_ 33. Future Electric x Su 1 _ 34. Affirmative Action x - 35. Higher Density x Nousin Planning Issues Page Three Responsibility/ Chris King Betty Jeff Bob Rick Bill Planning Issue artung Cole McKean Meyer Nelson Svehla McNary 36. 37. Long Ter.-., Disability X 38. Emergency Medical Service X 39. Civil Service X 40. Driver Education 41. Traffic Flow 42. Disaster Planning X 43. Hiring Policies 44. Promote High Quality Industry X _ 45. City - • Beautification X X X X X 46. Master Plan for Parks & Recreation X 47. Centralized Building Maintenance X 48. Subdivision Ordinance X X X 49. Recyc1 rig - RDF X _ X 50. Expansion Fire Department X 51. Energy Management & Conservation x 52. Departmental Retreats x x x x x x 53. Safety Program X Planning Issues Page Four Responsibility/ Chris King Betty Jeff Bob Rick Bill Planning Issue Hartung Cole AcKean Meyer Nelson Svehla McNary 54. Sick Leave Program x X 55. Landfill 56. Handicapped X • Accessibility x X 57. Ethnic Relations 56. 'r;xpansion of x -Police Force x 59. Indirect Cost Recover 60. Reserve Officers - X 61. Word Processing Center x X 62. Volunteer Program_ - City Departments 63. Transportation - Plan x 64. Relationships with Existing Industi:y x 65. Municipal Research Library x 66. Intergovernmental Relationships x 67. Litter 68. Animal Control X 1 69. T Planning Issues Page Five Responsibility/ Chris King Betty Jeff Bob Rick Bill Planning Issue Hartung Cole McKean Yeyer Nelson Svehla McNary 70. Employee Relations O 71. Telecommunications Monitoring Cable X _ 72. Cemetary Space/Upkeep _ X • 8339A EXECUTIVE STAFF RETREke ` April 23rd i 24th TANGLEWOOD, LAKE TEXOMA PERSONS A17ENDING: OVERNIGHT ACCOMMOD-%TIONS FRIDAY SATJRDAY 1~r SELF/SPOUSE SELF/SPOUSE • Chris. Hai;tuv~ City Manager ',9etty-McKeaF~~As". City Manager Eck Svehla sst. City Manager I~-8i 11 -MoA{'"inance Director ✓ ,r' I4OSob Nelson, Utilities Director Jeff Meyer; Planning Director Joell% Orr; ibrary Director i l` Steve $rink:ral , Parke Director r-- Gary Collins, Data Processing Director 6ily-AtkQFA6y-- " }{u9hfiynpot'ce Chief yr- ►`rr 11 Jack Gentr IR Chief Knttrrpn Ua e`y, ersonnel AdTinictrator ZIV`{J~t.M ~ i .Fr,ink Varella, Asst. Finance Director M~Ernie Tullos, Arct. Utilities Director 4r ti~J~d. ~~AA J-)hn GoldTann C91 ~p3M3rgaret Green (?r-Ia3 A"'I 11I1 An' e~}o,`, CC7w~V° TIU will be a block of +oo.rs (IS) . All ror). iave been reserved using "Thu City of Denton". here will I.u 3 y,,-eting r0l'T with nr,e area pr(-pared to sect 15-20 persons and .A rpeaker. In adflition to tt,ts thcrc. will alno be 5-7 ;Tiller areas prepared for groups of 3-5 perr.on:: (there will If, in the :3se COOT TOOT is very l argc) . / 111 / Trier-e_wi1.l-bo-F.,rx3 f5^ilitiee -on tl,e p+opertY' f OlI1MJJ ` 1 r'~~ f ~ _ ~ i I \ i t r ~ ' ~ J' ~ _ _ i p ~ ~ ~ i ~ c ~ ! ~ ~ i F. j ~ v`1 ` EXECUTIVE STAFF RETREAT APRIL 23rd, 6 24th 1E Meer TANGLEWOOD ON LAKE TEXOMA `J Cost of rooms for Friday niq'.: the 23rd, will be charged back to your department. lehe cost for a single room is S 78.23 per person per night. For a double room (two staff persons to share), the cost is $41.20 per person per night. Any staff member wishing to bring their spouse will be charged $4.17 for the spouse's overnight accommodation on Friday. This is the difference between the single rate of $78.23 which the City will pay, and the double rate for two persons of $82.40. Anyone wishing to stay over Saturday night will be responsible for the full room charges for themselves and their spouse. However, Vicki will be happy to coordinate your reservation for Saturday. General Government will take care of staff veal costs which will include two meals (lunch and dinner) on Friday, and three meals (breakfast, lunch and dinner) on Saturday for City Staff only. If you wish your spouse to join you and the staff for dinner either Friday or Saturday, you will need to coordinate with Vicki. You will be charged for the spouse's :Heal. Anyone staying over Saturday night through to Sunday will be responsible for all of their meal costs. We have reserved a limited number of rooms, so all reservations Test be in to Vicki no later than Friday, March 19th, at 5:00 P.M. When calling Vicki to make your reservations, please h.avr answers to the following questions: 1. Will you be staying over? Friday~, Saturd_} o both? 3. Do you need a singl or a double room? Fri Caturd% o both? 4. Are you going to share a room with another staff TeTber?~~jj /Yi~riday only? Friday 6 Saturday? Which staff member? 5. Do you want different room acc ommodat lone for Friday and Saturday? NO 6. Are you bringing your spouse 0riday or Saturday or both? 7. Will your spouse be joining you and the staff on Friday and/or Saturday for dinner? L0 8. Would you like to participate in any of the functions at Tanglewood that you would like to have Vicki to coordinate for you? Crol'F Golf ~'-s ~orr~►`~ If there ire other questions, please call Vicki at 8306. p oss; 6le, y10 S~-~j U1re.+'' 0331M { 4 l,lX` i ~1 ~ ~ ~J C H Y OF DE:NTON . M li M 0 R A N D U M 'f0: City Manager's Office Attn: Vicki Westling FROM: R. E. Nelson, Director of Utilities DA'1'li: March 19, 1982 RE: Executive Staff Retreat- Apri]_23_t;_24i_1982 TangT_c-woo3_on_Takc_Texarna" With reference to your recent memo regarding room accommodations for the above, following is the information for hoth_ngself and E.._ B. Tullos, Asst. Director of Utilities: W 1. We will he staying over Friday. 2. We will each need a double room. a. We ;gill not be sharing a room with another staff member. 5. Not applicable. 0. We will he bringing our wives hoth Friday and Saturday. 7. iNives aiII attend the d'Lnner on Friday .Lnd the IunCllelln on Saturday. 8. No. k. -~SeI son, IA rector of ilt i l 1 t Les REN gc r cc: Ei. b. 'IuI1os, Asst. Director of Ilti1ities file i J` I~ i~ TOPICS FOR SPEAKERS A 1141 • ~ 1. Creative Thinking 2. Productivity Action Teams Dr. Scott Sink 3. Theory Z HRM Speaker 4. Managerent by Results 5. Team Building Gail Nunn 6. Goal Setting i Your personal life George Morrisey as speaker 7. Preparing for year 2000: A Tire for Leadership and Decision Making Ruth Schiffer, Professor of Anthropology and Sociology, Texas ASM Presbyterian Church in 1he Untlatl 5101es David WM. McCreath Misson educai on Comm +n t+itcr f Synods or Rea R ver and Sun -pl 920 Stemmons Freeway D Denton Texas 76201 8171 33'2-g656 a April 19, 1982 Ms. Betty McKean Municipal Building Denton, TX 76201 Dear Betty: Enclosed is my suggested plan for working with the city staff on April 23. It will vary in detail as I complete preparations, but, it will remain in this outline unless you see some difficulties that need to be changed. I understand that we will meet at Tangelwood Lodge on April 23, beginning at 9:00 a.m. You will supply chartpads, markers, and other supplies. Please arrange for each participant to have adequate paper and pencils. I shall conclude my portion of the day at 2:30 p.m. There will be a one hour lunch break. We agreed that my contract would be $150 plus expenses. I enjoyed my time with you and Chris last week. I look forward to working with you further. Sincerely, David McCreath DM:jb Eric cc Chris Hartung SKILLS OF CREATIVE PROBLEM SOLVING CITY OF DENTON EXECUTIVE STAFF RETREAT April 23, 1982 OBJECTIVES: At the completion of this portion of the retreat, the participants will have practiced five skills to improve problem-solving. learned a method for transforming difficulties into problems amenable to solution. .learned theoretical material on group behavior and communication. .enjoyed time together away from the interferences of everyday work. EQUIPMENT AND SUPPLIES: Newsprint, markers (3 colors), masking tape, easel, copies of hand-outs (I shall supply) PROCESS: Open with introductions. This is primarily so I can get names, but will be done in a way that becomes fun for the group. It will also become part of the group theory presentation. Theory input on communication. cThe principle ommunication, eandaonsthel"reheorsalodrop." A theoretical model for Based on Bill Shutz' work, combining group understanding groups. characteristics and human needs. A side trip to explore creativity. Using a simple exercise, we'll look at the kind of creativity that helps problem solving. At this point, some of the disparate material will be coming together. Break for coffee, fruit juice, etc. How to define a problem. The How to...of How to's... Using "Gripe-to- Goal" sentences. The group will spend time practicing the definition of problems as "How to..." Analyzing a problem. Four steps in five minutes. The group will practice, with increased flexibility, defining "How to's..." 1 • Page 2 Skills of Creative Problem Solving April 23, 1982 The skills of listening and The focus will be on active listening and paraphrasing. establishing trust and confidence through paraphrasing. The participants will practice these skills. Stroking as a means of increasing Learning to encourage the development of creativity. ideas, rather than shooting them down. Part of the effort is to build new ways of obtaining status in a group. The skills of focused building. Here is a way or departure from brainstorming, and involves learning how to nurture an idea before injecting a new one into the process. The itemized response. This skill brings-together all the others. A good deal of time will be spent practicing these last two skills, for the problem solving process relies heavily on them. Depending upon lunch time and the speed of the group, we shall break for lunch either after Stroking or after the Itemized Response. Following lunch, we shall take time to answer questions, then ipend the remainder of the tine putting the process together and practicing it. DM:jb 4/14/82 1 City of Denton , Meeting Check List Meeting room needed the following days. No charge if 1:AP - European Plan $88.50 per day Approximate time meeting will begin first day End of meeting final day Additional meeting rooms for break out. Charge is $88,50 per breakout room. One Two Three Hospitality Room Required. Charge is $88.50 per day. Private Dining Room. Charge is $88.50 per meal. Date and for which meal needed? / / Cruise aboard our 50-foot houseboat. Charge is $28,75 per person for hour and it half cruise with refreshments. Minimum of 10 people. Dale Above prices include taxes and gratuities when applicable. Equipment needed: Blackboard Screen Overhend Projector Easel Podium Slide Projector If more than one of the above items are needed write number required beside box. Final details, including the following will be required by _ April 12, 1982 Room Assignments Meeting Times Coffee Break 'l'imes Meal 'l'imes Golf Cart Requirements Aleetini? Room Seating Form Cocktail Requirements Discussion of Menus Billing Informatlon: Chars Corn pan Individual Food Rnnms Golf Carts v_ Grcen Fees T Liquor Misc. THE EXECUTIW DEVELWff PROGN { FOR PARK AND RECREATION PROFESSIONALS TEXAS AGRICULTURAL EXTENSION SERVICE DLPART16IENT OF RECREATION AND PARKS OFFICE OF EXECUTIVE DEVELOPMENT PROGRAMS TEXAS A01 UNIVERSITY SYSTEM and TEXAS RECREATION AND PARKS SOCIETY Location: 4th Floor, Academic and Agency Building MONDAY, JANUARY 11 TIME TITLE/SI!B,JECT SPEAKER 800-900 Coffee EtUO" 151 I 9:U011 Cuurse Orientation Carson E. Watt, Project Room 4:57 Group Supervisor in Rccreation and Parks Texas Agricultural E xtenr,ion Service Brenda Lee, Continuing Education Coordinator Department of Recreation and Parks texas A&M University 9:30-12:00 noon TORT LIABILITY OF PARK AND Ron Kaiser, Attorney; RECREATION AGENCIES AND Assistant Professor of EMPLOYEES Recreation and Parks, Texas A$M University 1:00-4:00 p.NR. MAIIAGEMENT OF MOTIVATION TO WORK B. Douglas Stone, Achieving Greater Productivity Professor of Management, through Application of current Texas MM University Motivational Theories and Techniques TA,UU Athietic Facilities 6:00-6:30 p.m. Reception--Room 206 Memorial Student Center f ,:30-7:30 p.m. THE EXECUTIVE CHALLENGE Jack 0. Ashworth, Assistant 1 Room 206 Director, Fort Worth Memorial Student Center Parks and Recreation Dept. A TUESDAY, JANUARY~12 IME TITLE/SUBJECT SPEAKER 8:00 - 12:00 noon MANAGEMENT BY OBJECTIVES AND George Chambliss, EMPLOYEE PERFORMANCE APPRAISAL Executive Director, Jekyll Island Authority Jekyll Island, Georgia 1:00 - 4:00 p.m. EVALUATING RECREATION AND PARKS Bob Callecod, PROGRAMS AND FACILITIES Research Coordinator Hennepin county Park Reserve District Minnesota 4:00 - 6:00 p.m. Flex-Time TAMU Athletic Facilities 7:00 - 9:00 p.m. COMPUTER APPLICATIONS IN THE Jeff Stuyt, Assistant PARK AND RECREATION FIELD: Professor of Health GUIDELINES IN SLLLCTING Physical Education S~ti,LI. C)';f'UIE`R,5 an(i Recr(2atiorn 1'cx~is Tcch University. WEDNESDAY, JANUARY 13 TIME TITLE/SUBJECT SPEAKER 8:00 - 9:00 a.m. IN-BASKET EXERCISE Carson E. Watt, Project Group Supervisor in Recreation and Parks Texas Agricultural Extension Service 9:00 - 12:00 noon IMMAG1NG THE t`IAN:IGER'S TIME Don L. Wass, President The case for professional management; The William Onchen Company the nature of work and responsibilities of Texas, Dallas of business leaders today; what it means to be a manager 1:01 - 4:00 P.M, NVOI. DING THE AINAGER'S TTME Don L. Wass and work for incruused ufricienGy 4:00 - 6:00 p.m. ilex-Time TAMU Athletic Facilities i • THURSDAY, JANUARY 14 YE TITLE/SUBJECT SPEAKER 8:00 - 10:00 a.m. EFFECTIVE COMUNICATIONS IN Pat D. Taylor, ORGANIZATIONAL SETTINGS Recreation and Park Specialist, Texas Agricultural Extension Service 10:30 - 12:00 noon PREPARING FOR YEAR 2000: A TIME FOR Ruth Schaffer, Professor LEADERSHIP AND DECISION-MAKING of Anthropology and Sociology, Texas A&M University 1:00 - 4:30 p.m. CHANGE: UNPLANNED OR PLANNED Dr. Barbara Mink. President Organization and Human Resource Development Assoc. Austin, Texas l : 30 F 1 ex-Tims T,kklU Athictic Facilities orit pnrbeyu~ :00 - 8:00 P.M. Reflections and Rest: lilt FRIDAY, JA.NUARIf 15 TIME TITLE/SUBJECT SPEAKER 8:00 - 11:30 a.m. MARKETING LEISURE SERVICES John L. Crompton, Associate Professor of Recreation and Parks Texas A§M University 11:30 - 12:00 noon Awarding Certificates 12:00 noon ADJOURN l / /~i / C 1 r► POP CITY of DENTON, TEXAS MUNICIPAL BUI7rZ M E M 817) 566.8200 U TO: Chris Hartung, City Manager FROM: Vicki Westling, Administrative !.ecretarv SUBJECT: STAFF-RETRF:.AT SPECIAL FUNCTION I hav? 5oih2 additi~)nal i+t,,cking with 1afi ~l '_W.~.Jd in f.'r~ard'S to 3 t)'3 Jlal o.iting fur th,° F'x~~_~~tivr Staff on F'rid:ly, ',uril 23rd. Steaks c(y)ked over mesquite wood On th~r patio ran hr? svailahle for an additional $5.00 oer staff mr-rher, and d spo_is~ fce of $22.02 per oer::on. A sit down fish dinner :an he sawed on the patio, however, the fish must be cooked inside as they do riot haws fai_ilities to have an open "fish fry" outside. The riverb a reserved for one hours for $28.75 Qer person ich includes an open bar and all gratuities.' _ tal cr ':e cost would $603.75 (we have 21 persons confirmed to stay riday night). Please advise me as to whether or not you wish me co confirm any of the above activities, or to continue looking for another event. Vicki Westling Administrative Secretary /vw cc: Betty McKean, Asst. City Manager 0113M tom'„' ~ i 1'. Ti -0- w it+,.., yak«, M.... 1 , t Y'" ~ r "~l r (e I'v l 16 R ~ { , '64V, 4' ttA i ~~CL 3 I IV-1T i i r rv. T 777777,17, .r 40 0-0 41 a -7 %lT FACILITIES GUEST ROOMS ~p \~TRGOyS CGfs 5 Q~,11: 11 A AN '4 J/ JF \ o ~ II I p' i. I N Y = IrLJin'I - z s, 2 J EAST 1 l~ 1 i NORTH SOUTH WEST II 1 LL _ _ CITY of DENTON, TEXAS MUNICIPAL BUILDING / DENTON, TEXAS 76101 / TELEPHONE (817) 566-8100 May 3, 1982 Mr. Dave MCReath Mission Education Communicator 920 Stemmons Freeway Denton, T,:xas 76201 Dear Dave: I have received nothing but compli«ents regarding your prosentation to the Executive Staff at our recent planning retreat at Lace Texoma. Your remarks served as a cat.,lyst to our real problem solving effort on Friday afternoon and on Saturday. 114e really do appreciate your involve,mFmit in m-!k[ng our u`l'MAI stiff Ietceat aUCCe;S } t f c f _ _ ,ul A.., u,r r, ,~iui LJE, hld at 4LIin, L~'ity of Richardsori's City Nall. The Public Per_,cn,t"lL Advi,.ory Cvm.,iittee is a rogional co•s,mjtte;, of i'ur:,crnel Diri~ctOrs of the m,jor citi?s in th~.;l lnstropirsf.. A gu~:st sp? 'r.~,r is invit-:d each ninth to on a timsly issue related to the human resfjjrce natagem nt field. The n sting is scheduled to he( in at 9:30 A.M., and ,,e would request that you speak from an hour to an hour avid a half. If you have an interest in being our guest, I would like for you to speak on the s,ncctzcs problem Sol"" s,ster. Altho~ugh the PPAC does not provide an hr,rorarium, via would like for you to be our guest for lunch. If you can attend, and will be traveling from Denton to Richardson, I would be happy to provide, transportation. Please let me know at your earliest convenience whether or not you can join us. Sincerely, 13 i-;cxe ifs Assistant City Manager City of U,oton, Texas 110CK:vvw cc: Charlie: Shophard, Chair, PPAC 04 8u? N 4` F~ Tmiltwood mTexonui March 10, 1982 A1!>. Vicki( 1Vc Clint; city Of 11101&,il d1unir~ipnl it'.lil1lin}; D, won, 11'I'tilOW: ir Ms. r. '..I l'!'. !'.111 t}I! Ili 1( npv ,11 thi`, lI't'r .gill I' r~~tltll'II';VtlUll i . r 3 It .1r i .Illtr ! r~'1'!Ir ,1 I'.!' X113',.. t r illi (l~ 1lC ]'N1:, l11i ~rl'~ rt11 ;Inll ,`[':~t.11t7!„~ 'lr,'. 8i`:U ltl('; 11 C:~"l . You may relen~;c up to ten percent of your cunfirmcct rooms: 11(r,v,~ver, tr,!' (to rcquiro a forty oii,llt h(mi' t'Iwlrmit<`r' COI' yolty extict wwtl)E?I' Iii r )Oln-', in" As and golf 1,1:10,,. You will 1n~ ch;u'tlr,ri ono day's pncl:a}; ii r;ltu nii[l cart rental for !illy LMICOillitions not reccivcii prior to forty-eihht iio,3t':,. It is impol-toot Ovit you look over the eiw1or:cd fact sheet tiwl cheek list an(1 inforin us as soil as possible of ,Illy spocial rcquirliml-°rits. V;c will filialize r,li details on Montlnv r April 12, ;nxl whold like your ;it,etlli~ in 1~lor office by 1ri1111y, April 9, 1982 11'x: 1uo1: furr;rnlt to hostit itr, u1, mo, ~tiiis;. r'1 y Iruly ~r3~lr~-. \C;U. vc +ssistnnt Vi"'e llr siril:nt of %1,11rkctinl, l:nclo:;ures: h1cetint; check list Mectint; Yiannc~r's~Packct P. O. Box 205 ` - Potlsboro, Texas 75016 Date Vickie Nestling Phone (214) 786 - 2968 1 CITYWIDE RATING CRITERIA o lmporlank'..u> of tlrc; -soy` is u level in terms of the perceived health, Wealfarr.►, t;afi;ty, and :satisfaction of the government's residents; I ' v !"i irlcik"li'Y, Olartor, and contra dual cornmitrnents mat by the s4;rvic'e* level; o Potential consioqueonc;rs (including political) of N1001' providing the service levcd; o Federal and/or State funds received dependent on a particular expenditure or match of fund; c~ Informal assessment of the quality of the service provided; ® Cost effectiveness of the service level; © Preference;., where feasible, to direct services to the public versus administrative costs. Sri R E r 1 Package should definitely be funded to satisfy minimum "require- ments" or has a high probability of significant Impact In terms of benefit. Packages have some muscle, but these would be the first packages to cut if the goal expenditure level were reduced DECISION POINT; GOAL EXPENDITURE LEV"L' 17 Packages have some muscle, and these vrould be the first packages to add if tho goal oxponclituro lovel wore incroasod flacknges ihould not be scriou`ily considered given the current cxpondituro goals 'Recommendation; Goal Exponditure Lovol-Yho ciirront oxponditmo Irvoi Is a Uood icforonce point for decision mdkinc,. since each manager can evaluate in his own mind whether he thinks a new function or expanded function is important onough to be voted 4, 6 or 6, with this additional expenditure obtained by reducing or eliminating current functions. The city-wide ranking of all supplemental decision packages submitted by the various departments will involve a 4-step process: 1. Overview of each supplemental package with a brief • explanation of its content, relative importance to the department and city, etc. 2. Each member of the ranking committee will then assign a value to each ackage from 1 (low priority) to 6 (high priority . 3. The rankings from all four members will be totaled for each package and the packages will be scheduled in descending order from the highest score to the lowest. 4. The City Manager will then review the packages falling relatively close above and below Ow goal expenditure level and make recommendations for any changes to the rankings or within the packages themselves. • PLANNING ISSUES Issue No. Title: PRYStNT F TURD Appraised as: Strength Appraised ass Opportunity Faults Threat Description or Statement: Reference, Facts, example: Possible Action & Requirements: 1981102 PLANNING ISSUSO RANRI FOAM 1. 41.Y 82.` 122. 162. 212._ 253.+ 293." 2. 42. 63.~ 123. 163. 21 254. 294.y 3.~ 43. 84._ 124. 164. 214.r 255. 295. 4.44. 85. 125. 165. 215. 256. 296.x_ 5. 45.~ 86..- 126. 166. 216.257.x_ 297. 6. 46.87.127. 167. 217. 258._ 298.__ 7-A- 47.~ 68.~ 128. 168. 218. 259.__ 299. 7-B- 48.89. 129. 169. 219._ 260. 300. 8.49. 90.130, 170. 220. 261.,____ 9. 50._ 91.`_ 131. 171._...... 221.- 262. 10, 51. 92. 132. 172. 222. 263. 11. 52.~ 93._ 133, 173.223.264. 12. 53. 94. 134. 174. 224. 265. 13. 54. 95. 135. 175. 225. 266. 14. 55. 96. 136. 176. 226. 267. 15. 56. 97. 137. 177. 227, 268. L6._ 57.~ 98.~ 138. 178. 228. 269. 17. 58. 99. 139. 179. 229. 270, 18. 59. 100. 140. 180. 230, 271. 19. 60.~ 101. 141. 181. 231. 272. 20. 61.102, 142, _ 182. _ 232. 273. 21. 62. 103, 143. 183. 233. 274. 22. 63, 104. 144. 184. 234. 275, 23. 64. 105. 145. 185. 235. 276. 24. 65. 106. 146. 196. 236. 277. 25. 66. 107. 147. 197. 237, 278. 26. 67. 108. 148. 198. 238. 279. 27.~ 68,109.149. 199. 239. 280. Y 28. 70. 110. 150. 200. 240. 281. 29. 71.~ 111. 151. 201. 241. 282, 30., 72._ 112. 152. 202.- 242, 283. 31.~ 73.~ 113. 153. 203. 243, 284.---- 32. 74. 114. 154. 204. 244. 285. 33. 75.115.155, 205. 245. 286._,_ 34.76. 116. 156. 206. 246. 287. 35. 77.~ 117. 157. 207. 247. 288._.___ 37. 78. 118. 158. 208. 248. 269. 38.~ 79. 119. 159. 209. 249, 290. 39.~ 80. 120._- 160._ 210. 250._ 291. 40.^ 81.~ 121......._ 161. 211. 251. 292.____ ?dlu ~ w~ i E ' i `GflAND PR 63. TEXAS 214 263.2181 LONGVIEW, T _214 759-94 FORT WORTH, TEXAS ON FORD-HILL MINDEN, LQUISIANA 214 263.2181 318 4244458 HO USTON, T E XAS _ 318 377.2558 _ 713 4666306 JS AMARILLO,TEXAS Gifford Hill & Company, Inc. 606 3724011 BOX 41177, DALLAS, TEXAS 75247 214 637-3660 .j j r n 02 ~~(J l 1 /J j / F 1711,- r • f ADDITIONAL PLANNING ISSUES iiow to maintain and update the City Maps. How to develop a general mapping system that will provide departments with varied information on each particular lot within the City. 5/12/82 N. CITY'of DENTON, TEXAS 9 5 5 81 GROSS $29549. v~R 99999mscR1rl,oN Retreat Expenses MCOU IT NET $29549.6+ TO: Tanglewood-on Texoms P. 0. Box 265 CHECK NO. 98435 Pottsboro, TX 75076 DETACH AND RETAIN PAYMENT DATE 6/29/82 95581 CITY OPERATING ACCOUNT PAYMENT DATE 6/29/82 CHECK No. 98435 10 THE PAY ORDER Of Tanglewood on Texoma $2, 549.64 P. 0. Box 265 pFldrrr. Pottsboro, TX 75076 I ITy N~4 W Pert HSueouNr ®{;113/ Of Denton • MrRinya! Buti4 g, Dimcoe,Trmi FIRST STATE TANK Of DlN10N 86.1474 f FIRSTS ATE 1119 cm MAHAGRR l:Lh19Ll,7421: 11800 10 L6 sh, % • JC=rIVF STArF MREA PLANTING/SUWFSTIO% FOR NFM YEAR PRE-Rl:'IRFAT K ErIN(N/SWING OF INFORMATION: Set-up schedule at least two months prior to retreat to allow for planning review, ranking, questions and answers, logistics, etc. Discuss the need for outside resource person which skills should be reinforced, :tc., have staff discuss and provide input. Define purpose of planning retreat, and solicit input from directors. Determine if we are still focusing on "Retreat" as we did last year, or are we ready to move on to departmental activities that will push us toward the process that is continually generating new ideas. Determine if L.E.T. should be a pre-requisite for all department directors before continuing the planning process as it now stands. Determine what the time frame is on looking at long range policy questions and committments. WR dh)T YEAR: Chris to speak on "Denton State of the Union", inform group of "Big Picture", focus on "Total Mission of City". Be sure that planning issues are out to all participants at least four weeks prior to meeting prior to retreat. Indicate which issues have been completed, put on hold, etc. Have client do update on issues prior to planning retreat the planning retreat is to address new issues. Have meeting to ensure that all participants are familiar with planning issues and understaid ranking at least one month prior to retreat Be sure that all participants of retreat have the benefit of knowing what happened in last retreat and what is goal of this retreat. RANK i NG : Develop standards for ranking, etc. by using a task force. Have a problem solving session prior to ranking. Have actual items as well as numbers on ranking forms. RlirRFAT ACFIV1TIhS,. Include creative ideas to generate excitement and produce solutions. Begin retreat with a participant activity such as volley ball, etc., spouse participation anil social function. Provide for team development and spirit before problem solving. Have a way to ensure consistent scoring of issues develop credibility in scoring system, and explain fully. Break out issues by on going, new, etc. Have clear and concise instructions on what to do with the planning issues, how to rank, etc.; clearly define ,i group activities. i,..~ , ~ i L " - c~ Executive Staff *eat Planning/Suggestions for next year Page Two Start out with "big group" problem solving, then go to small groups ....then to big groups....then to small groups change the players avoid cliques chmge the mix as the day goes on tailor the groups to iir,:rease spontaneity and creativity make group participant selections randomly. Provide at least one complete morning or afternoon on review of old and new issues. "Gripes to Goals" present a physical type of problem which will promote the team working together rather than going in different directions; games such as desert or aortic survival. Have a group discussion where all departments can toss out questions or areas of concern for another department. Deal with impact of what one department has on the other. Provide time for discussion for short term assignments/projects Allow each department to state their needs, and have the others do some group problem solving. Have Chris go back and review immediately after lunch on last day decisions and why. Pcbl RE[OAI' Tie down priorities, set up meetings with clients, discuss quarterly meetings, develop a task force Have series of progress meetings throughout the year to discuss status of issues. Use staff retreat as an example of adding issues to departmental plan of action impact of big picture. All retreat participants to attend council orientation ALL DAY. Use video tape as a training tool (;et people involved in planning process force communication downward. LOGISTICS: have input from participants for date, facility, food, recreation activities, etc, prior to final decision on logistics. If Tanglewood is used DO NUP USE cwxr ROOM USE MAIN BUILDING. Have a large enough roan to allow for mingling Have comfortable sofas, chairs, conversation areas NOT TABLES 4 CHAIRS (FEELING OF BEING AT A DESK) Be sure that ventilation is good smoke eater Have a roster of spouses who are attending and activites that they are going to participate in. Spouses to receive copies of brochure, literature, etc. Arrange for spouse carpool. 0601M 7/12/82 +z--- i COMMUNICATION TOWER PR3JECT Your unit of government has been awarded a federal grant to construct two communication towers. The first stage of the project is to plan and construct a proto-type tower. If your unit is able to maximize cost effectiveness on the proto-type, the money will be g,:anted to construct the second tower; however, the granting agency retains the right to cancel tha grant if the proto-type does not prove to '~,e cost effective. Your unit's construction project will be compared to that of several other units which have been awarded similar grants, so that the federal agency will have a better basis for judging results. Tl.e federal agency would like to have a tall tower, but has put only two restrictions on the project: the tower must be at least 60" tall, and it must totally support (unaided) a book or similar object designated by the trainer at the top. of th4s tower for at least 15 seconds. Potential revenues will be based on the height of the tower and possible bonuses. Ilie project will be divided into two phases. The first phase is planning and the second phase is constructing. Planning Phase Your group has during this phase to accomplish the followings 1`r *Define your unit's objectives for the project, taking into account cost and revenue data *Organize your unit to accomplish the task *Choose the design or make up your own design for the tower *Develop detailed plans for the construction of your proto-type tower *Establish any controls you feel are necessary *Plan for your tower construction site *Record your plans, including ali budget figures. Give one copy of your p:.ans to the trainer at the end of thc: Planning Phase. Keep at least one copy of your plans for your unit. You are allowed to handle and assemble materials, but no more than two tiers of the tower may be built during the planning phase. All of the pieces must be completely disassembled before beginning the construction L)hast. You will be notified when to begin the construction phase. For now, be .;:,re to study all of the tower data very carefully to determine tower related objectives. Design Possibilities Some of the designs are proven (stable) and some are unstable. Remember, the tower must support a book or similar object designated by the trainer. Octagon Square Rectangle Triangle Pentagon Spire -2- r COST DATA FOR TOWER CONSTRUCTION Material Costs Description of Construction Pieces Unit Cost 1. Purple $19000.00 2. Green 700.00 3. Red 500.00 4. Blue 400.00 5. Yellow 300.00 6. Orange (both wooden sticks and plastic connectors) 200.04 7. Spool Small }sole 500.00 8. Spool Large Hole 400.00 9. Connectors (sound object with five holes on the flat surface) 300.00 10. Wheels 200.00 Time/Labor Costs Costs in thousands of dollars 120 100 80 60 40 -1000*010 20 0 1 2 3 4 5 6 7 8 9 10 Time (Min) -3 REVENUE DATA FOR TOWER Tower Revenue (Based on Tower Height in Inches) Tower Height Revenue 60" $ 15,000.00 65" 800000.00 70" 850000.00 75" 90,000.00 80" 97,500.00 85" 1050000.00 90" 1129500.00 95" 120,:100.00 100" 125,000.00 105" 127,500.00 110" 130,000.00 115" 1329500.00 120" 1359000.00 Bonus and Penalty Awards A Bonus will be awarded to a governmental unit for accurately estimating (within 10 percent) what its construction costs will be. A Penalty will be assessed to a governmental unit if its actual costs exceed its estimated costs by more than 10 Eercent. -4- Vj, 7-r Construction Phase All government units will be started at the satire time for this plisse by the trainer. You should be at your construction site and be prepared to start. Win your unit has completed the space toner, be sure to signal the trainer immediately so that your actual time can be recorded accurately. Remember, the tower must be stable enough to support a book or similar object as furnished by the trainer. When construction is complete, record the actual revenue items and cost items under the column headed Construction Record on your plan worksheet. Calculate whether your unit is eligible for a bonus or a penalty as indicated on the workshect and record it appropriately. Figure the project's cost effectiveness. If it is greater than 1, the proto-type tower was cost effective; if it is less than 1, it was not cost effective. Example: Total Revenue $125,000 s Ratio of 1.25 Total Cost $1009000 Compare yiur results to those of other units. -5- PLAN FOR TOWER CONSTRUCTION Governmental Unit Problem Statement: Objective: Towvv Estimates (Budget) Construction Record Revenue (Tower Height) $ Revenue Costs Tower Height $ Materials $ Bonus Time/Labor $Total Revenue $ Total Costs $ Costs Figure 10f' of Total Materials $ Estimated Cost $ Time/Labor $ Penalty $ _ Total Costs $ Was your total cost estimate within 10% + or - of your actual cost? If so add the 10% figure to your Tower Revenue as a Bonus. Did your actual construction cost exceed your cost estimate by 10%? If so add the 10% figure to your 'anal Cost as a Penalty. SU`Md RY INFORMATION Actual Tower Height _ in. Time needed for construction min, Cost Effectiveness Ratio: Total Revenue Total Cost i ~ CCt4"ICATION TOWER PRO.IEt;I observer's Worksheet Team Use of Process Skills 1. Did the team agree on a definition of the problem facing them? How did they do it? Ye-.$ Ay>/twot y d k•-e&4.3 D,s~~ts,s~ Ce«=~r.s«s 2. How did the team surface approaches to tower design and construction? ' Ll. Sept AL rc.., yic. Ati~^~~ r'1 P-4 C c+ J(f / I /c I ,'r- -teje. 3. When was an objective written? . ul C4J 0l1 •.11- L. Del 'c / 4. What did the team consider in making its design decision? SL t $'clPP6r'r N~!`~ 5. What specific plans were made about the use of time, materials, personnel? Did the team have a contingency plan? f s~~ Ap~ /s f;'~;r✓~ iu~ Cr. 'ctci:2~1Y ~Qye 1 ~'y/~11 y. y e; `1/911 V C// I :'p 1~1~. L 1AT'e,,~♦C~" (~1.~, L-/r^ l~: /~Ort'V y ~(tr. /~?✓'.-eir, t'w~~ f/Kt.G rW the rti -;A~Vl~71p t' `he, team stay with the process? 1 6, How did thhe ang (h'e' R' ~/r n1 d /m t K/K 1t 't 1 ^ S I U UE Die (over) Team Use of People Skills 1. Did the team have high or low energy? Fa It C~ 2. Did it stay high o;, fluctuate? When? Why? s yA~ ~~yh:~ k'~C s! :c ~r(y opt- So l«.rdo 3. How did leadership emerge? Was it shared or did one person dominate? Sl•a~~ e~ l e~afst, - ~ ~ f~ti• rte, p~~.~,,, •P h {fc% ~fa~( r(fsi~ ti ~3. /I , eJ re, 4. What listening or leveling did you notice? Examples. 5. Were team members mostly open and cooperative or mostly secretive and competitive with each other? Give some examples. , b. How did the "angel" help the team maintain a good working climate? ~rl\M Wr~Y WY • Y r..y ni lf'1 ~ Rq DISCLOSURF./FEEDBACK FORM I Directions: The list of questions below is designed to stimulate group dis- cussion around work-related topics. The following ground rules should govern this discussion: 1. Take turns asking questions, either to specific individuals or to the croup as a whole. 2. You must be willing to answer any question which you ask. 3. Any member may decline to answer any question which someone else asks. 4. Work with the person who is answering to make certain that effective two-way understanding takes place. 5. All answers remain confidential within the grov-). QUESTIONS MAY BE ASKED IN ANY ORDER. 1. Flow do you feel about yourself in your present job? 2. What do you see as the next step in your career development? 3. What personal characteristics do you have that get in the way of your work. 4. What are you doing best right now? 5. What are you trying to get accomplished in your work? 6. Where do you see yourself ten years from now? 7. What was your first impression of me? 8. How do you typically behave when a deadline is approaching? 9. What kind of relationship do you want with me? 10. What things do you do best? 11. What factors in your job situation impede yotr goal-accomplishment? 12. Whom are you having the most difficulty with right now? (What is that person doing? What is your reaction?) 13. To whom are you closest in your work situation? 14. What puzzles you about me? 15. What issue do you think we must face together? g ~y ~~r Ys C ~ A. 1r r t L ) i+is t 1 ~ 'f~~ 1 ,r J ' r~ ~•r~' a i i " ,Ji I ~f i ~S i' n s v4 r ) ~ 1~ k~ ~q x iM:yQ d v ; M ! ~q~ 4i p IxWTtr9)~~r rll"xla~yynP.,r a f'rt , iL~ "e s+ 'K ' J 7}(s~h k 9 d ni " r ~ ~ tl ar ~ s ~r w J «rl x , i ~ , `~r~,r+ r• ~ 5 F .tss >r• A'*1sr ri '~J'~pr ~ r rr s r d fY ~1~'~'i ."rs ,~7~'s y~f,l u ~ w ~ Jr + 9d t y r g vr.y. ~ j~~ i r s n ~ e 4 ~Y°f) n+_ r ~ Iy7, J ~ 7n 1 ~n .t ~{r 7)t - J Y~f~Y r,Y' n i v 1 r Ys y,; 4'k~y y J 1 a ~ ! 1 t~ '4 ~ b`n dy P. t ' Ir>~~~1 fi i. ~ ,f Crl r r s ~ i r "r 1 i it 7~ e 1 ~ ir+ J ii ~ ~r ~ ) dlsl/ ~ ~J 1 ~r .Y 7s r J is V )fir 4~ x.11 ai F r~L r~ 'M$~'r' i frrn, h rh~i ~ i tr.Ir 1e~~41 f~ ~,S A~'-~I' r~a~i 1 r'WG ~I • 1 r P ~J t' o ~K~ C~o!lai, Juice end inn tlr ie o E n J rA 1, 7 ~ i p~ 1►x fDt~i~o04~on Rf City E4ek r 81~1~4 4169 ~'~k` eU~ -r~ city G r "#ih~►lr~~tat ~ " 't: ~ ip ✓ ~~r Ors} JJ t ~.t a .,d 9 .q1, r) .M~ Deo " ! l`$8 1 Velpaanrt' ah. i Iisues stall ~ r • K. ~ r ,r ~s lOtl31►.M. Break 10130 A.H, Presentation of Planning. issues Staff 12:00 - ills LUNCH i RECP ATION 1130 Conpllalion and prioritisation of Planning Issues Staff e30 P.M. City iSdnay~r~# olosi~q remark 3100 POM. Social activities' on your own (Vicki will assist with Ceseryations) ' J . rti e xf 4t 4.>'(' q rr n' n i s z L i M P R ! ~j j4 z"~^;N 's .7 J lug' 4Q rr ~f1• r '^1 +~y s a > f t x r Ir w I v~"• s, ,r~ :1 r, R7 17- r y F1n~,.1 x 'r ~f r'~. 'Fe Page 1 of T, S' EXECUTIVE ST EANNIN spring 19,10 Spring 2 IN ORDER OF PRIORITY (MAST DO, SHOULI DO, NICE TO DO) PERSON DATE M8N YEAR RANKING ISSUE DESCRIPTION ACCWNTASLE DUE i M (81) 78 8. How to develop a program of departmental productivity monitoring and reporting. M (81) 79 5. How to implement management objectives by stressing results from the organisation. M (81) 97 6. How to strengthen long range planning at Council level by improving coordination of staff activities with policies establishes by the Council. How to incorporate long range planning and accounting systeq% enhancements to the budgeting mechanism, to provide for decision making. How to examine programs to determine the proper financing policies in light of decreasing tax revenues. How to use conservative, financial practices to eliminate dependence on revenue sharing, to provide financial soundness, to improve credit worthiness, and financial reserves. (Long Range Planning) (Issues 124 i #19 i #1 have been added to this issue.) M (81) 101 16. How to improve the rideability, and durability of the utreet system. M (81) 91 19. ADDED TO ISSUE 16 M (81) 58 How to maintain and improve employee relations. M (82) 86 47. How to provide information on projects and grant funds. M (82) 56 53. How to develop a code of ethics for City Employees. M (82) 99 62. How to improve credibility of Customer service to the customer. M (82) 67 How to respond to Increased citizen demands due to decreAsed federal funds. -S- uuU r GC's[ r 5 t n. ~ ti5, pv .f ~ r • n ~ w. pl ~C u'i ~t S,lr ~ i'i ~,i r ~ ~ 777 a ^~in w:, t^ n~ r Zi .~rSMUTIVE STAY? P ING ISSUES . spring 1981# SprinrI981 In order of Priority (Must Do, Should Do, Nice to DO) Page 2 of 7 PERSON DATE y, MSN YEAR RANKING ISSUE DESCRIPTION ACCOUNTABLE DUE ' M (82) 81 50. ADDED TO ISSU'r4 117 "V4~ M (82) 70 75 How to improve long range Manpower planning. /Y M (81) 101 1. ADDED TO ISSUE 16 M (81) 72 8. How to improve interdepartmental relations and communications. Hors to develop a performance evaluation system that provides effective communications and sets goals for Professional improvement. (issue f22 added to issue i8) M (81) 89 12. How to develop management trainitg programs for mid and lowa* level supervisors. M (81) 88 37. How to provide adequate landfill A facilities. M (81) 77 17. How to improve communications with the general public. How to develop a vehicle to circulate City information to citizens other than newspaper. (Issue #50 added to this issue.) S (81) 69 22. ADDED TO ISSUE 18 M (81) 66 23. How to establish a system to account for and control fixed assets. M (81) 63 21. ADDED TO ISSUE t6 S (81) 66 10. Uow to implement and adhere to the development guide. S (81) 66 11. How to develop a plan to help ensure that Utility services are available to developing areas. S (81) 69 13. ow to improve Code Enforcement. -e- 777777 EXECUTIVE S . TAJP PANG ISSUES Spring 1981, Spring 1982 In order of Priority (Must Do, Should Do, Nice to Do) Page 3 of 7 PERSON DATE MSN YEAR RM KI_NG ISSUE DESCRIPTION ACCOUNTABLE DUB S (81) 70 25. How to plan for future electrical supplies and services for the decade of the nineties and beyond. S (81) 57 26. How to monitor and ensure enforcement of the Affirmative Action Plan. 8 (41) 71 34. Hutt UJ piltaw development of a viable recycling/energy recovery project. S (81) 74 35. How to develop a sound energy management and conservation program. S (81) 63 1361 How to develop an aggressive safety wJ program and whether it should be l managed in-house. S (81) 53 38, How to monitor the increase in the crime rate, and it's relation to the expansion of the police force. 9 (82) 72 70. ADDED TO 13SUE 12 S (82) 71 77. How to develop support for downtown immediately. 9 (82) 68 4. How to streamline the classification (i (JL function. S (81) 83 2. How to plan fox water supplies to meet Denton's needs after the year 2000. How to determine our role in requirements for regional water. (Issue t70 Added) S (81) s0 3. How to plan for Denton's Public Safety Needs. S (81) 83 9. How to assure proper tax values, and collection processes, especially with the transition to the County-wide tax district. S (81) 62 18. How to define various organizational responsibilities, and assign to specific areas. - 7 - M=MIVS STAFF &,xA&m ISSUE Spring 1981, Spring 1982 In order of Priority (Must Do, should Do, Nice to Do) O Page 4 of 7 PERSON RATS MSH YEAR RANKING ISSUE DESCRIPTION ACCOUNTABLE DUE S (81) 90 31. How to direct the industrial development program toward attracting high quality industry. S (81) 83 43. How to survey existing industry to obtain feedback on adequacy of City services to industry. S (82) 80 49. How 0 do benefit evaluations to assess activities. S (82) 82 52. How to develop an economic development plan including Chamber and other local leaders and key departments. (Specifically airport). S (82) 86 55. How to improve the management of motor pool financing and operations. S (82) 74 ~7 Bow to improve the career lattice i Y -process and communication program. IVA 5 (82) 83 58. Now to stimulate development of high-density housing without disturbing existing neighborhood patterns. S (82) 84 59. How to provide data processing sy3tems~ feedback to using departments. S (82) 81 60. How to plan for additional department Data Procesiing needs. S (82) 80 61. How to monitor building modifications so as to avoid conflict with building maintenance and energy conservation. S (82) 80 63. How to establish better utility billing system for City departments. S (82) 89 64. How to establish a credible cost allocation for insurance and telephones to City departments. 8 (82) 75 66. How to train for effective public presentations. S (82) 69 73. How to evaluate leased equipment versus purchases. -8- . ~77 wip- -se BX&4VTIVE STAFF PING I8SUE3 • Spring 19810 Spring 982 In order of Priority (Must Do, Should Do, Nice to Do) page 5 of 7 PERSON DATE M9N YTAR RANKING ISSUE DESCRIPTION ACCOUNTABLE DUE 3 (82) 82 74. How to get sufficient information to all levels to avoie conflicts and duplication of work efforts. S (82) 84 7A How to protect City of Denton right-of-way and easements. S (82) 86 79. How to reduce excessive vehicle down time. THE FOLLOWING THREE ISSUES HAVE BEEN ADDED AS SHO7LD DO: S (81) 0 85 How to provide internal audit control. (WAS ISSUE 120) S (81) 0 86 How to develop an ordinance and policy to facilitate requests for development. (WAS ISSUE #48) S (81) 0 87 How to acquire land for future fire stations. (WAS ISSUE #50) i N (81) 84 74 Hat to maintain Denton's image of a fine and dynamic city. N (81) 68 14. How to establish a permanent security system for all City Facilities. N (81) 70 15. How to improve the fleet maintanence program. N (81) 80 20. How to develop a plan for obtaining additional office and work space. N (81) 72 21. How to develop a plan for the improvement and growth of the Municipal Airport. N (81) 57 27. How to develop a driver's education program for drivers of City vehicles. N (81) 62 28. How to develop an updated transportation plan to improve traffic flow to provide efficiency and promote energy conservation. ~i i S r e Ile ' BX=TIVE STA" P Zia ISSUES Spring 1981, Spring 982 In order of Priority (Must Do, Should Do, Nice to Do) Page 6 of 7 PEFSUN DATE MSN YEAR RANKING ISSUE DESCRIPTION AOCOIINTABLE DUE N (81) 68 29. How to update the emergency contingency plan. N (81) 1S3 30. DELETED N (81) 64 32. How to support and maintain efforts toward beautifying the City. N (81) 64 33. How to provide for the centralized control of all facility maintenance and operations. N (81) 71 39. How to develop an indirect cost plan that can be utilized for cost recovery on grants. N (81) 57 40. How to establish a strong recruitment program for reserve officers. N (81) 57 41. How to plan for the development for a word processing center. N (81) 47 42. How to develop a volunteer program for the City that would allow time for special training, and special projects. N (81) 59 44. How to develop a research library for City departments to avoid duplication of effort, and waste of storage space. N (81) 71 450 How to develop a strong viable relationship with governmental agerc.ies. N (82) 87 48. How to provide more timely reports. N (82) 68 51. How to establish task force bimonthly. N (82) 67 54. How to improve the over all appearance of City facilities. N (82) 59 55. How to remove City operations from the diesel plant and old warehouse. N (82) 75 65. How to efficiently move material and information between City facilities. N (82) 65 67. How to evaluate tho present Vector Control Program. 10 r h f 6 '..i 1 1 t ! .r: FI ~rH • ' ' EXB=IVE STAFF PLow ISSUES . Spring 1981, Spring 1982 In order of Priority (Must Do, Should Do, Nice to Do) Page 7 of 7 PERSON DATE MSN YEAR RANKING ISSUE DESCRIPTION ACCOUNTABLE DUE N (82) 57 68. How to provide additional materials. N (82) 56 71. How to effectively utilize interns and youth in the organization. N (82) 73 72. How to meet the increasing demand on recreational facilities. N (82) 64 76 How to Improve traffic control devices and no parking areas. N (82) 74 80. How to address concern of insurance benefits for retired employees by involvement of upper level supervision in decision making. N (82) 71 X81. How to get support for existing Annexation Policy. N (82) 56 82. How to provide for a Temporary Employment Pool. N (82) 71 83. How to assess our present benefit packages. - 11 - C)TYo! DENTON, TEXAS MUNICIPAL BUILDING / DENTON, TEXAS 76201 / TELEPHONE (811) 566.8200 M E M O R A N D U M Tai Management Team FROM: Chris Hartung$ City Manager DATE: April 19, 1982 SUBJECT: MANAGEMENT STAFF RETREAT The Management Team Retreat is scheduled for Friday, April 23rd, and Saturday, April 29th, 1982, at Tanglewood Lodge on Lake Texoma. The complete schedule is attached. Please note that spouses are invited to join us at Tanglewood for social activities, and are also invited to sit in on the problem solving session on Friday morning. The purpose of this retreat is ►o provide an opportunity for key staff members to contribute to setting the direction for the City'a future activities. I believe that group input on issues having long-range impact by far produces better quality decisions. i also feel those accountable for directing operations should have a say in goal setting. A major result of the retreat would be to see the efforts of our policy group coordinated into a single purpose. In order to optimize the limited time that we will spend together during our staff retreat, I am asking each of you to do some advance preparation: Review MBO ar icles in your planning manual. Jot down ideas for new directions and be prepared to give input to discussion groups. Prepare a list of issues where interdepartmental cooperation or input is necessary. Identify those areas in your own department that are affected (positively/negatively) by some other department of the City. Be sure to bring these with You for discussion. List major policy dccisions that will be made durng the upcoming eighteen months, and bring these with you. Bring a copy of your departmental plan of_a,tion to the retreat to sse as a reference. You will not he asked to discuss it in detail. Management Staff Retreat April 19, 1982 Page Two . Review the Denton City Council 1981 Retreat Planning Issues, and be prepared to comment on progress to date on those issues relating to your operations. Review the 1981 Management Staff Retreat Planning Issues, and be prepared to comment on progress to date on areas that relate to your department. Be sure to bring this with You _to _the retreat. Be sure to cast your vote on the attached 1981 Staff Planning issues sheet. Vote yes or no on each issue as to the need for further discussion. Return your _ballot to Vicki no later than Thursdav at noon. Be sure to bring input from Your staff members on the above. This year we hope to begin building on the work we did last year at the retreat at Lake Kiowa. Hopefully, we will cover a great deal more ground as we begin to integrate these planning issues into the work you have already accomplished on your departmental elan of action. For those of you who may not have copies of the nenton City Council 1981 Retreat Planning Issues, or the Staff Planning Issues, olease see the director of your department. Keep in mind the following acronym as you develop Your list of future considerations for the Cit%'s effectiveness in meeting our mission. S--Strengths that need to be reinforced, built on, and promoted. O--Opportunities that need to he capitalized uoon. F--Faults (weaknessess) that need improvement. T--Threats for which cautionarv steps need to be identified and acted upon. I am genuinely looking forward to the Second Annual Management Staff Retreat. I feel that with your input and support, this year's event will he a great success. G. Chris Hartung, City Manager GCH:vvw Attachments: (1) Ballot (2) Logistics (3) Agendas (1) Map to Tanglewood on Lake Texoma 1981 STAFF PLANNING ISSUES In your opinion, does this issue continue to he a concern, warranting further discussion? Check either ves or no. YES NO YES NO YES NO 1. 24. 49. 2. 25. 4o. 3. 26. 51. 4. 27. 52. 5. 28. 53. 6. 29. 54. 7-A 30. 55, 7-B 31. 56. 8. 32. 57. 9. 33. 58. 10. 14. 59. li. 35. 60. 12. 37. 61. 13. 3B. 62. 14. 39, 63, 15. 40. 64, 16. 41. 65. 17. 12. 66. 18. 43, 67. 19. 44. 68. 20. 45. 70. 21. 46. 71. 22. 47. 72. 23. 48. ISTICS Plan to allow at least two hours of travel time to Tanglewood. A map is attached identifying the recommended route. Travel east on Hwy. 380 to Hwy. 377. Go north on Hwy. 377 to Hwy. 82. Go east on Hwy. 82 to P.M. 1417. Remain on F.M. 1417 to Hwy. 120. Go west on Hwy. 120 through Pottsboro. Just past a "c.untry store" in Fink, Texas, there is a sign on the left directing you to the entrance of Tanglewood. Anyone wishing to carpool with another staff member should make their own contacts. The City Manager's Office will not coordinate travel arrangements. The meeting will begin promptly at 9:00 A.M._on Friday, and Saturday. So, if you need to check into your room prior to the meetir,g, please allow for this in your travel schedule. There will be a hospitality room available for changing on Saturday after the scheduled meeting to allow you to go boating, swimming, fishing, horseback riding, golfing, etc. Anyone who wishes to participate in a soecial recreational event, let Vicki know by Wednesday noon, and she will he happy to coordinate these with Tanglewood Lodge. i encourage any of you who have a boat to plan to bring it along. There is a boathouse available for boat storage. Just let the attendent at the desk know that you wish to also heck your boat and they will make all necessary arrangements. sinner of steaks cooked over mesquite will be served on the patio Friday evening at 7;00 P.M. Saturday dinner will he un to any/all individuals who plan to stay over. Vicki will he happy to make dinner reservations for Saturday evening if she is given all information by Wednesday noon. if there are any questions, or if you need additional information please call Vicki at 8306. Tf you didn't plan to bring your spouse and would like to change your mind, please let Vicki know no later than Thursday corning by 12:00 Noon. L 14A14 AGHH9 NT T 9 AM R9TRI" AT Friday. April 231 198: A G R N D A 8:30 A.M. Coffee, juice and pastries 9:00 A.M. 8xecutive Staff Retreat Rick-Off City Manager 9%10 A.M. Creative Problem Solving Techniques Dave McReath 1000 A.M. Break 10.45 A.K. Creative Problem Solving Techniques, c-)ntinued 12:00 - 1%15 LUNCH 5 RECREATION 1:30 P.M. "Gripes to Goals" Dave McReath 3:00 P.M. Break 3:15 P.M. Progress Report on 1981 Planning Issues City Manager/Staff 5:30 P.M. Adjourn for social 700 P.M. Dinner M A N A G E M E N T T 9 A M R E T R E A T Saturday, April 24, 1982 A G E N D A 8:30 A.M. Coffee, juice and pastries 9:00 A.M. Discussion of City's Master Planning Process City Manager/Staff 9:30 A.M. Development of 1987 Planning issues Staff 10:15 A.M. Break 10:30 A.M. Presentation of Planning Issues Staff 12:00 - 1:15 LUNCH & RECREATION 1:30 P.M. Compilation and prioritization of Planning Issues Staff 2:30 F.M. City Manager's closing remarks 3:e0 P.M. Social activities 7:00 P.M. Dinner on your own (Vicki will assist with reservations) s EXECUTIVE STAFF RETRF.A7 APRIL 23rd, S 24th TANGLEWOOD ON LAKE TEXOMA Cost of rcoTa for Friday night the 23rd, will be charged back to your departTent. The cost for a single rooT is $ 78.23 per person per night. For a double rooT (two staff persons to share), the cost is $41.29 per person per night. Any staff member wishing to bring their spouse will be charged $4.17 for the spouse's ove.night accommodation on Friday. This is the difrere.zce between the single rate of $71.23 which the City will pay, and the double rate for two persons of $82,40. Anyone wishing to stay over Saturday night will be responsible for the full room charges for theTselves and their spouse. However, Vicki will be happy to coordinate your reservation for Saturday. General Government will take care of staff meal costs which will include two meals (lur:h and dinner) on Friday, and three meals (breakfast, lunch and dinner) on Saturday for City Staff only. If you wish your spouse to join you and the staff for dinner either Friday or Saturday, you will need to coordinate with Vicki. You will be charged for the spouse's meal. Anyone staying over Saturday night through to Sunday will be responsible for all of their meal costs. We have reserved a limited number of rooTE, Eo all rerervationr must b•z in to Vicki no later thin Friday, March 19th, at 5:00 P.M. When calling Vicki to Take your rercrvationn, olcaEe have anrwers to the following questions: 1. Will you be rtayinq over? Friday, Saturday or both? 3. Do you need a single or a double room? Friday, Saturday or hoth? 4. Are you going to share a rooT with another staff member? Friday only? Friday b Saturday? Which stiff member? 5. Do you want different room accommodationE for Friday and Saturday? 6. Are you bringing your rpouse? Friday or Saturday or both? 7, will your spouse be joining y:u and the staff on Friday and/or Saturday for dinner? 8. Would you like to participate in any of the functiunr at 'ranglcw)od that you would like to have Vicki to coordinate for you? if there arc other questions, please :all Vicki at 8306, 0311M r . -77 Making MBO Work - The Missing Link the greatest value from management by objectives and results comes from its use as a form of participative management" George L. Morrlsey Management By Objectives (11110) manner may produce a higher level participative management - has been less than the resounding of performance on the part of benefits that have economic as well success in some organizations that penple further down in the organi- as social advantages. The second its advocates, myself included, zation if for no other reason part will identify several specific predicted. While there are many than someone "up there" finally methods for effective MOR com- reasons contributing to such expe- told them specifically what wr;s ex- munications - methods that can riences, the one "missing link" that pected, however, that is not be used selectively, adapted and seems to crop up most often is a where the real payoff comes from practiced by any manager in any failure of key managers to recog• the use of this process. organization, with or without a nize that it is a human, not a The greatest value from Man- formal NIIJO system in effect. mechanical process. agement By Objective or, as I Many organizations have imple- prefer to call it, hfanagL-nent by Benefits tnented M130 as though it were an Objectives and Results NOR). 1. 14 encourages eommitmeW administrative procedure or re- comes from its use as a form of rather than cornofiance. Com porting system. Where that has participative management. In that pliance implies "doing it because I happened, it should not conic as a way, the steps in the biOR process have to." Commitment means "do• surprise to learn that there is become the basis fur effec- ing it because I believe in it." The something less than wholehearted tive management communication boss can demand compliance, but commitment on the p.rt of most throughout the organization, This not commitment, and compliance managers in the organization. It is article will hove two parts. The usually results in "doing what has coLlce:vable. of courre, that inter first will deal with some of the to be done, but not much more," duction of the steps in this process basic benefits that can come from Commitment is a voluntary action in an arbitrary, mechanical using the MOR process as a form of and, more often than not, comes in I direct proportion to the amount of perience th re can radiate in all know how. All you need from the involvemer.l the individual has in directions. More specifically, of Board is a license to do it your the iecision making processes. course, where there is a high level way. Most Boards are happy to The more influence I feel I have in of perbr;nalandcontinuing commit. allow their President to manage determining the things that will af- ment or the part of members of top the "company" in any legal and feet me, the more likely I and to Oe management, the chances for suc- ethical manner that achieves them committed to their successful ac- cessful organization wide applica- the results they want. complishment, lion are substantially higher. 'T'herefore, if the "fuzzy ball" re- Conceptually, the mnjor difff,r "Yo-Yo" Pattern ferred to earlier comes down to once between nn ohjective and an I visualize the formation of or- you from higher management assignment lies in who in tkes the, g;anl%alional objectives, ideally, as levels, you ran add your inputs to- deter s:?nation. An abj:ctive is following, a "yo-yo" pattern. Top gelher with those from Ley people something 1 set for myself. usually management starts by shaping "a in your unit. If you do not have with :substantial in,rut from my big fuzzv ball" that identifies major that opportunity to significantly boss, my subordinates and others. concerns and a general picture of influence higher level objectives An assignment is something that is the direction it wants the organ!-a- that affect you, you can still create given to me by my buss with the tinn to follow. This "fuzzy ball" is a „fuzzy ball" of your own, Even if expectation I will carry it out as than "rolled down the string" al most of your "objectives" appear specified. '1Th,.-re i-. a place for both. Io%k ing; those with a key responsi- to . • "cast in concrete" by the time Obviously, it is neither practical hilily to help shape it. By the time they reach you, there is still, nor necessary to negotiate an it i,, ' fulled back up the string," it nor mall}, a Vreat deal of latitude agreement on everything; that h: is ~siil look ,orricwhat different from (more than most managers are to he dine. Bowrver, if we tcanl rc hon it started. Members of top willing to adrnit) in determining real cummitrnent from our Invple, m;u ag;enuvrt now have the benefit how to achieve them. By defining theouterlir nils, you can still make we've got to give them "a pie,e of of inputs from all those whcr call the action." The rnanagserial risk is sake it work ur not work and, it possible for your subordinates to somewhat higher, of course, when with this added data, should he influence what affects them. we allow otters to .exercise their* ahl+~ to et a rh.rllenging' yet real n 1. tr It encaurages negotiatfon aruf nrt~ dcxisiun making; abilities. 15'hcn islir, ,.t of organizational at a!j eemvnt. In most <,Irjrrlivc sctting,~ discussions, each we consider the potr~rili;d pa} .ft ahjcr tip "s much ❑rure effectively l,,rrlicipant corner in with a some- frorn subslantially hiq,,cr Ietels of th;rn rt they hail done so in perspective related perforrmnee, a reraistie cost bcoc ti,nr. w %}t;+btasic dif(citrr„notrmaperspeiv importance fit an;rl~ sis make,, such a risk h,,rk ,i. It r uahfes every rnrrnaprr to p like art outstanri'irng in%vstnu•nt. hr Pro >ii1ent, Pefure you start and approach. This should be seen lr-rr pn; nri r,+; fin,vrs at thern, ns healthy, Complete agreement. • ncoUra lore , If ,1 e rhoul some diasentirg points of babinced t,y rratifq By chnllt mjng- rt rit r0wr ;hat "top manage meitl" „il i those scho are slg!niltcartly' afh,ct is surw'ilnng, of a euph('ITirsrn, It %iv% , ruU.,. :,,id to org;an;zatlonal nd to nLtke Soule inpurs into giro riia • niit neccssnrily represenl that stagnation. Ideally, objectives posed rwirses of action, wr can tap srn,tll suit 1 group that `;its on the „ ri d to Milk represent the best in to the creative polential that lies ojoprrrn„st point of the total orgptn thinking of all concerned and will within v%uryune. Conversely, ii;tlion;d pyrawirt. You, also, can h; better than v:hat any one per- highly innovative ideas are of he . tol, management," reg,"ardlesa s' w~ old have eume up with indi• velue only when they can be of your Ievel in the organization. vir,ua,ly. `,While differences should achieved. (;etting ivictious and This uses he approached with what be aired openly, negotiation must suggested rnmlihcatiI nls from is fro rltwntly referred to as the lead town agreement that all p;irti~ those who have to g t.t the j„b done Urnt President Cwwep!, c•ipants understand and ac•rept. can help to keep our p1mming; of Consider yourself to be 5. It reduces or chwinates the forts in a realistic perspective, 1)-c ident of year "company need/rinse, Dord "can't."When a 1 am frequently asked if it is uu aring that part of the or'ganiaa- new strgt;;e-ted objectivp or assign- niure effective to start tho MOR tion that you head up, whether ment comes along, there is a process at the top, rnicfdle or but- that he a major department with natural teml,tation for the torn of an organization. My semi hundreds of employees or a small manager with a full worktoad to facetious answer is "Yes!" It can lie operation of two or three pcople• say, or at zst think, "I can't do started at any level where there is ;our Koss represents the lioard of it!" By h;n irng a realisl.ic set of oh• a responsible manager who wants I>irector,;. Your jog is to maang;e jeclivr-s, pmticuhrrly if they have to wal.o it work. A •uccessful ex• your "company" the hest wary you liven co.;tcd wit properly. the man. • ager is in a position to make trade- be ceremonial "flow are things go. sure of all managers to a specific off decisions or recommendations, ing?" "Fine!" types o affairs, or management approach, MOR or Since it is virtually impossible to oriented toward individual prob- any other, should reduce the anticipate all requirerrtents likely lems usually after the problems poter-t:al for semantic confusion to come along, it is almost have occurred. By following the among those who have to commun- inevitabie that a manager will be recommended practice of agreeing icate with each other ou manage- faced with a reevaluation of prior- on and adhering to a progress re. ment concerns. The terms used ities at some point during the pro- view schedule, there is a built-in here are certainly not the only jected period of time. mechanism for making sure that ones that could be applied, but fact, it is practically a cer- both the boss and the subordinate they are appropriate to the man- taint:, that actual accomplishments are brought up to date periodically agemenl processes being de• will be somewhat different from on what is happening related to scribed, 'their use among people what was forecast at the time ob- total performance. Furthermore, recognizing them in a similar con- ' jectil,es were established. Tnat such a review can be focused on text inevitably facilitates effective does not invalidate the forecast. specifics rather than generalities. communication. What the forecast does accomplish 7. It encoxrages inter-group 9. It provfdet a tangible ration- is to provide us with a more valid communication and teamwork. ale for budgeting/funding re- rationale for shifting directions if The various steps in the MOR pro- quests. It is virtually a universal later requirements suggest that to cess {roles and missions, key re- practice now for organizations that be nerrsstrv. It means, however, sults areas, indicators, objectives, "hold the purse strings" to insist that if we (to shift, it is with full aetion plans and controls) tend to on hare) justification for profosed awareness that %%e are shifting and bring to the surface areas where expenditures, even when support. that there is a good reason for do- oilen communication and cooprra- ing; ongoing efforts. This applies ing so. Furthermore, it rlear lion with other groups or individ whether we are talking about change in direction calls for a uals are both necessary and de ir. higher level management, corpor. renegotiaron of the original a,grcv- al tr. They also tend to highlight ate or parent company head- ment. If standard pattern 15 e, r.Cia V;+ lure conflict nr po,(,ntial quarters, congressional or legislat. tablished that new "Objectives" or conflict exist in stwh it way that ive committees, approving agene- assignnl(rts that cane along are they can he more -eaddy dealt ies, foundations or local boards of expected to he accomplished in 0d. with and resolved. There is conflict directors. Irrespective of the bud- dition to those in the original in every organization. Managed ef- gvtin); system used, the ma.,age- agreement, it is an c,uun im itatinn f, ,tivcly, it can he one of the most ruent process of breaking an opera- for the as:iy!nev to play ganu•s with powerful tools available for tion do'sn into its component tht, original agrverner t in anticipa- creative growth. Unmanaged, it parts, together with an evaluation tion of the inrvitnhlc, can he one at the most destr.rctive. of bath the benefits at d the related O.s 0 other h;+nd, if it is clearly A necr-ssar - ingredient for rnanag costs, can provide the kind of data undrrstoml at the timr of the or ing conflict vffrclively is the ability needed to support such budgeting iginal agreernent that , my signify to break complvx operations down or funding; requests. + cant change-, are subject to iirtu their component parts and to Thera are many other communi renegotiation, the suliordinatr- focus on the specific rontribulions cation, advantages that can come manager can sac to his or her hors, various in lividuals nr units roust from applying Management by Ob. "I ran meet the rw%o, requirements make in order to achieve results. jrrtives and Results in an organi- anll this is what it will cosl." It That's N1anayvwent by Objectives zrl inn, particularly when a partici- nr;+y r equire the nimi:wer to and Itesult,! pative approach is used. We have modify, lrn,tpun+~ or cancel tnlne g. It proridct; u common (1111- identified some of the more critical objectives in the Original ague !)"al 41 base. t)nc of toe pruhlerrrs 01W~ here. ]lowever. they are ra- ment. By once again o + rl 'ing the ther arademic unless they can he ! i l a ti that separates management !ruin concept of cost-hrnefil n;dysis, roust of the other accepted prof e• Pal into action. 50, next, let's see vorls how wr, can make the conrmunica. we are aldr to focus n+ore of our at lions o it lack of a accepted tentinn on what we earl do rather tions work, than w ha. r can't dr' 1!try. Nlern!ion the word, account, hility, responsihility, authority, Ellective fAOfi Communlcatlons G. It pror0cs a rational basis for function, activity, ohjectiveor ron- In examining the various rne- rcriroc and (rcdback on progress trot in it group of it dnr.en managers thuds of using Management by Ob- turrard objr-dines. In many, if rant gaud you are likely to get 12 differ jectives and Itesuits (\101t) as a most, organizations, reviews of eat interpretations, any of which conununicalions medium, we will progress during the year tend to could he correct. A co,nmon expo approach it from five different per- spectives: individual ti-Inv-to-one). as appropriate and final ag-cement e. Performance reviews are con, infra-unlit (team applications), reached with the buss prior to the ducted at or near the end of the inter-group (both internal and ex- start of the forecast period which forecast period in the agreement. ternal to the total organization), the agreement is to cover. Both A one year time period is the span organ izafi,)n•ivide (particularly top should have copies of final agree- that is most frequently used in or- management role) and support or "lent for reference. gar,izations. However, six month staff units (spli-60 concerns). Each or quarterly spans are not uncom- of the many method, to be b. Problem discussions should bp man, particularly at tower levels in identified h:•re will he icait a ilh initiated by either the boss or the the organization. Although relat- very- briel1y in order to highlight subordinate as soon as proWenls, e,1, this is different from perform- the various options available. M, current or potential, related to tie :trwc appraisal. Our concern here is recognize,ofcourse, Owl an entire gotiated agreements become ap ttith assessing total performance book could he w-rilten corering this Il:trent to either party. Discussion against agreed-upon objectives for are., alone. should focus on what the problem the purpose of improving our ef- 11is and what should be done to take fectiveness in the next forecast Individual care of it not on fixing, or trying perirxd, not for coming up with a to escape from, blame for the 110h- "score card" on an individual. Individual (one-to (,ne) is the most frequently-used application tern. While. obviously, this perform- If vhf MOR process in tt htt hr aall in Prw,,ress rceieu s are conducted cance Ail[ on,idered be %%henndapprai al tti be gcr l periudically durinv the forecast conies around, the two should not the steps (roles and missions, key periodd, prcferahly at pre ideter- be flail toga ther or the value in fur results :Yeas, indicators, ohjec alined tunes tmonthly, Ili monthly, turf, planning is liable to be re- lives. action plans and controlsl to r uart_erly) estal,lishcd as it part of communicate on :I one to one basis the at;reemmnt ,liiiii- , if not lost altogether. It with the boss an,l!or each key- soh , These should he cntrcly appropriate for a new >een as an Opportunity for the sub agreenwnl to be negotiated at the ordinate. Place yours,-lf, mentally, ordinate to bring the boss up to same time as, or shortly after, in ritt stole hoss Or ulltlirdinon date on everything, good and not cornplnlion of the performance re. role in d ing thin a s apl t h p rmi sn rtr,nrl, effecling the suhordin Sit w, Irsing that analysis as a The s;ns r atc's area of accountability. I tie I,artial dat.t has(, for setting new ICSS of tit' side of the desk on tsrittcn agreement serves as a ohj,(tites, At any rate, unless Mdch )otl are sitting. lop w:d re6,%s dorurnent to cruurt• there is a clear case of incornpe a, l~'cr~,,trufiorl That Iht• ItCtl pi,-lure is covered. Icncy, this should tint he seen as :I 1. [eol,an,l mfss„ns Iunil I)isl'UtiIiOll of specific problems, time for recriminations or excuses charter. purpose, job description when brought up during a pro- hut, rather, a learning period for any statement that c<t;tblishe, greys review, should be Seen as both p,rlies leading; to increasing the n,.'nre and scope „t the oat;,, sccrtnd,tr} trt it mutual it c~t,,Smcnt the rcanageri.tl etfectivenes, of ing effort In he l,crforrncd AjIhiit of the current Situation as relit tI-,I bath tot them. the unit, should III, drafted or, if 1u prr,'ro-ss tmymd obit,cliveS. one exist reviewed and nundihid by the subnrdin;de, and ;tgrlI,tilf,rlt '1. /f, nr r;uHati,rn of unit roh~~ and Intra•Unit reached wi!h the Koss ;t, it ft und;I till ;uul or p,trIs of the 1lIIR G,lnr-unit (learn applications): lion for all cork the sti:,ordinate ,\ttrevw(,nt should take place at Irnnicafly, the ttyu kinds of groups will he held accounlahlo fur. Ant In,. tin;c there i. a signifivarit shift th:,t I,. function must fre unrc),ol•.ell questions should hate in prinritie<, ori;ani~ationai direr ,lucntly and most ell:ctively as a ohjr-ctites set for de;ttini" ttlth IIfOri nr 111.1 n1111t,lk1ble cireurn tr;trninwanyorganirationsarethe them. Fin!h slwlld hate rupics of stances that impatl heavil} on the small group of senior managers final avroenwnt for referslillrprdir ,tv" ability to meet oh- tyho make up the top management c, tiffs for e\nrnple, loss of key group at one extreme and small G, MOP Avo,cmr of Ikey rc,ults 1, r.onn, I unapt icipmed short- );rn,IpS of professional and techni- areas, indicat ors, nhjeetIvI-I, or ,I,I;c. of pai ts, etc.I. In order to en c;tl spr'ciallsts reporting to a first whatever palls of it are to be ap. vWlrJge pti,dcnl riJ hiking nn the Ian, supervisor at the other. The plied (snhrstitute a hateyer l5ord pal i of sul-ordinatc,, there must rt•asorts for the latter are fairly olt- labels Ir,' ;tpfrropriatt• if a differcrit h • , , "escapc hatch- for dealing sinus since most such groups are approach I,hoingfoU,mcdl,should tt !I the ul,Npected Mhcrtvise, built around it similar or related be drafted by the cnk,rdinate. till thy, ~;rhordim,tt will nnly set "safe" sot of skills and something of a lowed Icy rbsr,•ussiorr, trtorHficattnrl oh;, ~ titcs. common purpose. The top manage- e ment group, on the other hand, has than the final psoduc•t. While the indicators and objectives. In the to be somewhat schizophrenic in result should be a working state- case of the top management group, that its members, in most cases, ment of roles and missions that all the corporate. level objectives are are both individual heads of major member,; will subscribe to and likely to be finalized through such functional units and members of support, the "clearing of the air" a process. the policy-making, strategic plan- on controversial or misinterpreted c. Action plrns and controls are ning group for the total organiza- issues is essential for continuing logical areas of participation for tiun. It is in this latter role where team effectiveness. team members where they play this group is more likely to operate A retreat or planning conference partial roles in the achievement of as a team. away from the normal business lo- unit objectives. Since there are, While the sanle dynamics can cation with substantial time normally, several alternative ways and frequently do work at any flexibility is usually much more of achieving an objective and, in level in the organization, there conducive to open discussion and fact, many action steps will be- tends to lie greater diversity of resolution. A third-party facilita- come' objectives for subordinates, both interest and purpose at inid- tor or consultant can he particular- their itctive p3rticipaii~in at thie dle levels which makes operating ly helpful here. Also, while agree. stage hv omescru~ilits hthe amount as a team mort,difficult. My reason meet on a final statement might the for raising that issue, however, is come as a result of an extended of impact they may have on the ob to point out that, regardless of the meeting, it is more likely to re, jective.s lhernselvec, they can and level in ltt he or{~iniiation, l the tappli' quire two or more such meetings shutild ha~c influence o h t r cation 7 before an acceptable draft is dev'i'l Iho,st i livu" ;ind ltcsults ;,S an intro unit oped. The cost, in terrns of the iiChieved. je same thing applies or tram effcctlt-n(ss process is, time of people, may he moderately in e',till,lishing controli. In essentii+lly , the same. Differences high. However, the potenti,l bem" addition, ,,irir e we should he are, primalk, oaf's of sogw and fit from having all rnenibrr. of the luokirig for the most economical milgilitudv. team pulling in cssrnti,tlly the and effrrlivc means, team mern- i rrs can help devise common con Yi. Iilrl✓,i iltf~l 7iiii.ilrlll.t dl'tf'rClllil.l- ~illni' diri'i',{Oi, h i'+ o..in..... , tine free iwntIy series as an .-ffec- making it nno~ of the hest invest tti(ir nweeedds, Irol nss rctdhuatciwill serve all live initial te.m,, cfiori. liicntifying means the group cruil~d inF; g ( nt or e!limin huth the philo,~rphu':~i and opals One caution: don't alto , the dulrlieation and waster, effort, tIONAI 15511e~ that MUst be rt'SUlveii group Inemhi'r's to go sir in%ok d rl. I0iri dl,il cr&qui is an ex in the unit tenet provides all oppor. in endless semantic dir.c'ussions on trernrl,v powerful communication, tunity for' group rnrinbcrs to share specific wording, to he used that tool w here there is a relatively Iheir perrepti lns and their feelings the conceptual value is lost. YOU high Ieve3 of trust among group show kr'v f,rrrrrs that effe:t the arc, far better off coming out rely mi-mhrrs. Here, in addition to the way Ihi-y wort'. together. While litely' quickly with an imperfect develolrrnent of total unit efforts, this io,i'\ hr it tire consuming ef- ?Llty tili`ot that can sert't' as it 11,4111 hill li,'i}/:I ill a{,10 U-,ei the rest fort at the Uulvrt, it };its at issues working tool, with an i+greemcnt of Ihe p,rou-, Incn',hers ai a sound- inl' hoi,rd for itny nr all of his or her that arc often taken for grunted tore evaluAv arnd rrrodify it After it and rarely disCLISSd. There are, gkcn period of tune, such as six N1011. Agre(-ment. Such participa- generally, far more differences ii; months. Hirt could range from simple feed. points of view anion); tnvmlwrs of it 1,. Kru re.+'ults arc ov, irrhr-alors hack and helpful suggestions up to so calh'd team thail most of there and objcclirc's for Ow unit for their and, possibly, including group ap would pr ed ct. (Try asking each to c(luivalcnt in your li'rmino logy) proval as a requirement. Further- write, independently, their art. can he developed from among Ieam nnore, this helps to identify areas savers to the questions: What mmnhers whose iridiviclual contri t,'here nuitual support is need-d or business are Ac in? Why do we butions form a common thread. whirr potential conflict exits, in exist'? Who are our cust.orners? 'These could incorporate only those such a way that they can be dealt 'I'lien, have each rearl them to the areas where they will he function- with posilivl-ly. rest of the grrnlp. 1)(in't he stir ing as it team or they could he ex r. Irrlrit oral ro vicir is an exten. prised if there, are some rather paneled to cover the total contribu- ,ion of the inlra unit critique in substantial variances.) tions of the unit. A frrqucnt varia- that it cnronrages one or more of This, perhaps more than arty Lion on this is where the unit hear) ea ' individual's progress review's other step in the 11U11 process, is uses other numbers of the team as to hi' eonducterl with the group ra- -in example ofwhere the proressof a resource in the determination of lhi'r than the hen; ;lhrne. This geltiiig there is far rnore critical hi, or her own key rosults areas, srrvr:; it fluid purpose of providing A broader feedback base and keep. vast amounts of wasted effort a. Corporate roles and missions ing other group members informed because of inadequate or late sup determination and interpretation on what is happening. To be effec- port from these other units, not to is a responsibility of this group. By live, the frequency of this kind of a mention the inevitable recrimina- first identifying the critical phi- review should be limited to keep tions and hard feelings. lusophical and operational issues such meetings from turning into that need to be resolved, the top ritualistic "show and tell" exer management group should formu- irises. c. Confli-f resolution between late a tentative statement of roles units ran be dealt with much more and missions for the total organiza- openly and objectively when the tion, probably using a retreat or 3. focus can be on specific areas of n- planning conference away from the Inter-Group fluence, objectives or action plans. normal business location, as sug- Inter-group Thoth internal and Sher, will be conflict between gested under Intra-unit (team ap- external to the total organization): units. The truly eifective manager plications) earlier. This tentative It is a rare organizational unit has learned how to turn that con- statement can then be tested with whose work does not seriously flict into a positive, rather than a other managers in or out of the or- affect or is no heavily affected by, destructive, force. Many of the ap- ganization, modified as approp- the work of several other units, proaches to conflict resolution sug- riate, and put into final form. This These ould include peer units in gested in the technology of Orgam- should then be disseminated the same organization, support or- zction Development will work throughout the organization, pref- ganizatiuns, customer/client/user even more effectively where there erably with interpretive discus- groups, suppliers, unions, compar arc clear statements of roles and lions conducted by members of the able units in other organi/nlions, missions, objectives and action top management group who were etc. The concerned unit should flans in existence. involved in its formulation. The clr ar!y iderl ify those others with roles and missions statement itself whrirn a significant anruunt of close plus the interpretive discussions Cooperative and cornmunic•atir,n is with members of top management essential, 'T'hen, using une or inure can go a long way toward opening Of tFc folhv,. inf; means, work un up communications throughout the irnpr,tiin1k: it, hierarchy in addition to clarifying organizational direction and the a. flnlc s card [Willi ins, ','Ufr' expectations of top management. Ayreemo ruts, amt/or sc k efc'd 4. objertives should be shared +tith Organizalion-Wide ether units that are ~ignifi.;:nr! ~hgarizarun udde (particularly affecl(.d. This .sharing; conlrl ranl:c, top managenicnt role): As mcn- frorn a detailed discussion, analysis ti pried ear!icr, mrrrnhers of the top b. Corporate objectives can be and negutiatiua lrekkeen the im t inanagru;ent group have to bc• formulated in a similar manner to rrranagvrs and keV nu•ntl,ers oil swro sfhat s;-hizophrn,oiesince. they corporate roles and missions, ex- their staffs to a simple erchan!;e c,f wc,+r at least t%oo separate "hats" c+rpt that a more organized ap. chr urnents accunlpanied by what in the organi/ati,rn. When they are preach to getting inputs from ever clarification may be recloired filling their rules in organizational othtorsis necessary in order to vali- The purpr,se is to keep l;.th um:ls pr li.•y narking ant! strategic plan- dale the objectives. The `yo-yo" aware of nnr,ual support everts .u Min, , they must relate more pattern suggested in the first part that neither is surprised by thu cl+n r Uv to factors that impact the of this articly fits such an organ- othc,r. total url:aniiatiun, even when that ized approach conceptually. Prac- ar'?iun stay he at the expense of ticaliy, such an input process must ,onrc,rns ~+ithin the functional by facilitated in a short time span, b. Arlion 1,11m, and rrrr:l rojtc null unit. t hr} head up. In the lung; pnvferahly 30 (lays or less, if it is to identify other units affected, what rnn, of course, such a posture work effectively. will he done in connection %%it sr+40uld increase the value, and of Corporate objectives should re. them, and who will be accountable fc ctiveness of their functional units fleet both the short term (usually for srclinr That it $,'HS d(mv. In a, w0l. Organization-wide imple- related to the fiscal year) and the [Mans ubjccli%es, a wclde:.t arnuunt rm-ntatiun of Management by Oh long term (usually beyond the fis. of adcrcnco rutnnurnie:niurr nr ne};u jci tives and Results could he an cal year - using a rolling five year tt+tint % 0th other units euuld save vx.rmple of such an application, plan, for example). Once they are e 17 1 T 0 finalized, corporate objectives corporate docurnents, managers customers, and staying ahead of should be disseminated throughout throughout the organization have a the state of the-art. the organization as quickly as pos. common frame of reference and Furthermore, support organiza- sible, with top management inter- cart feel more a part of the total op- tions that set their objectives in pretation as necessary, so that unit eration. antic:pat ion of, rather than in reac- managers can prepare their own tion to, their customers needs are objectives in support of, or consis• 5' in a rnu,,li stronger position to in- tent with, those of the total organ- Support or Staff Units ftuence the direction those needs vation. Support or staff units (special should take. c. Documentation and reporting concerns): Obviously, the same d Al IO advisory services are systems are necessary ingredients factors described above in relation those inforaninR/lraining/consult- to other organizational units apply inf'g/reviewing:ervices designed to of an organization wide application squally well to the management of of .AOR. This does not mean that it a support or staff unit. However, assist managers in the organiza• th up are two special concerns tion in the implementation and has to become another "paper as mill." It can, if managers allow it related are two one that would maintenance of NILO. These ser- to, but that will relegate it to vices are freouently provided by another procedural exercise rather ~ oulldtapply all Sto those swith a se ec ft organizational units responsible than a dynamic management a f for training, personnel, organiaa• process. Documentation and re- rc organizational responsibility retional planning/development, ad• latezl to itIOR implementation' ministrative services, or by spec:al purls that go to top manilla ment or that any distributed throughout u. Generul support scrtices arc N1110 support groups. Such groups the organization shoud: be limited those services }provided to other can perform an extremely valuable strictly to those that are of direct units within the total organization service provided they see their concern to those receiving them. where, in reality, they are the role as primarily advisory or suit- So called "information copies" tend unit's eustrrruen, whose need,, must portive, not administrative. to multiply like amoebas, partieu he satisfied. Consequently, many Providing information designed larly in large organizations. support units sec themsehes to increase understanding of the It and large, supervisory con lar);ely in a reactive mode of oiler- lrrocess as it is being applied, con- trol must he built on a relationship al ion for example, the personnel 11411-tin}. or providing training for bet+veen a manager and his or her unit that responds to requests for managers in the necessary skills, immedir,te superior. This means filling staff vacancies or the data ;assisting individual or small that most of a given m nrager•'s re- processing unit that programs t,nd groups -if managers in applying the ports should go no further than one produces a new analytical report process to their own operations, level above and one below. Top when requested. While a certair, and providing a sounding board to management can control the amount of reactive service is in- help managers evaluate and more "paper mill" by limiting their docu w itable, an increasing number of sharply define their own objec- mentation and reporting require support units ore adopting a much tives, can make a major conlribu- rnents strictly to those things in stronger anticipatory po.sture• tion to effective MBO implementa- which they woA become directly George Odiorne, irn a recent ad Lion. Where such groups have tak- involved. lly doing that, they are dre.a (A.STI) Region 8 Confererce, en ora the, role of administering, also conununicating a very power- Scottsdale, Arizona, October 1, dire( ting, approving, screening or ful motivational message that 1975), suggested that staff or;-ani. moniloring the MBO related ef- they trust their managers to man- rations should he setting many of forts of other managers in the total age, their objectives six months in ad• organization, the result has been, vans v of the line ory,anizutions inure often than not, the creation d. Periodic romrnwairati,;ras from they serve, so that their services of new bureaucracy which either top management to the rest of the are rewlily available when they are usurl s the responsibility that organisation can and should be a nerrled, not lagging behind. In or managers should accept for them regular part of an urt;anizatinn- der to do that, many support units selves or makes the AIBO process wide MOR application. This would should have it key resnlt area virtu,dly impotent as a positive inclurlrr progress reports on certain called something like "Anticipated managerial tool, fart of the mis• corporate objectives and informa• Needs Assessnx~nt." Objectives lion of such a support group should tion on new developments affect- flowing out of that ,would relate to be to work themselves out of a jeb. ing corporate roles, missions and the development of early-warning objectives, fly building this form of information systems, involvement The MfIO Ad: iser concept, as communication ;around these in tulvaoco planningefforts of their inlruduced in England and practiced in many other parts of and controls), or whatever varia- ular style and situation will it work the world, advocates the selection tions on those are applicable in the for you. WWI of individuals with line manage- process you are following, must be ment experience for a limited-lime seen as providing a means for in- (Adapted, with permission, from the assignment in that role, following creasing the understanding and forth, omin f Management by Objectives which they will be returned to a commitment of the people who and Result+ in the Public Sector rby George 1,. M1furrisey, Adi, Wes.ey line rnanaKetnenfPosition. AnaP' must work within that framework.Putilrs ~hing Companp, Reaadinngg, M1fa.art• propriate indicator of effectiveness Effective communications at every chuselts, 1976.1 for an D1HO advisury group, after step along the way provide the _ initial implementation, might be catalyst for bringing that about. George Morrisey is president of "number or percentage of manag• In the first part of this article, MORAssa:iates,aconsulting firm based ers satisfactorily practicing NIBO we examined many of the signifi- in lluena Park, Calif., and the author of without our assistance." The basic cant benefits that can come to an M1funage,nent by Objectives and Results mission of such a group should be organization that practices MOR (Addison liYesley) and several other to help managers perform their as a form of artici live manage. books, tapes, teaching materials and ar• P P ticles in the field of management. An own management work better, not ment. Next, we looked at several active ASTI) member, he was a winner to do it for them. different ways in which MOR can of the 1972 73 ASTU Award for In Summary be used to increase the effective- publications relevant to the training and Afnnagement by Objectives and ness of organizational communica. development profession. His background Results (h1O10 is a human, not a tions. Please recognize, however, includes more than 20 years as a practic• ing In mecrhanical, Process. Consequent- that the ideas P the resented here are the manager and key specialist both public and private sectors. Ilia s latest ly, the six identified steps (roles designrd more a5 stimulators than ba+k, Management by Objectives and and rnis,,iuns, key re.ults areas, in as prescriptions. Only when you Results in the Public Sector, is sched- dicators, objectives, action plans have adapted it to your own partic- ul,d to be published in Spring, 1976. fa'i CJ A55011Arl5 50 CONSULTANTS TO MANAGEMENT Corporair. Office. 6861 Stanton Avenue, fluero Park, CA 40622 s (71-1) 99.1.4940 Fastern Operntiortti: 9653 Lee Ilighwoy, Suite 6, f:oirfeir, VA 2Y110 • (703) 091.1144 l II Management by Objectives and Results A Snapshot by George L. Mortise), Management by Objectives and atic planning, an uncomfortable is a significant cha zge in what the Results (MOR) is a common activity for many of us. It can be organization will t ; doing. sense, systematic approach to illustrated graphically as a hori• 2. Key Results Areas relate to getting things done that is based zontal funnel. As a process, it the job of the individual manager. on principles and techniques that moves from the general to the Unless it is a one-person organ;- many good managers have been specific. Its purpose is to sub- zalion, factors identified here will practicing for decades. In spite of divide an effort that is large and have some significant differences the new jargon that has come into complex until it reaches a unit as well as some similarities with vogue, there is nothing mysleri• size that is manageable. Then it is those identified under roles and ous about it. It does not require a integrated through a human proc• missions. They fix priority on manager to stop what he or she ess ti,at promotes understand- where the time, energy and talent has been doing successtully fo ing, involvement, and commit- of the individual manager should years and learn a whole nev ap- ment. (1','hile a modest departure be concentrated. Examples: Pro- proech. Thal %,ould be idiotic. it from the flow diagram that ap- duction, Cost Control, Staff De. does require the manager to pears in my book, Management velopfnent, Customer Contact. focus on results rather than. ac- b~, Objectivos and Results, this they normally would be limited livities, building on the strengths "funnel" is conceptually consis- to from four to eight for each that he or she has developed: over tent 16silh il,) manager, concentrating on the the years with modifications and 1. koles and Missions describe "critical few" rather than the additions as good judgment dre• the nature and scope of the work "trivial many." tales. Its effect should be in to be performed. They establish 3, Indicators are those factors, reducing the "fire fighting ' syn• the reason for the organization's capable of being measured, that drorne (it can never he ehmi- existence. The "organization" can can be looked at within each key naffed) with greater attention be the entire enterprise or the result area, which will gi%e an in. bung given to "fire prevention" specific organizational unit(s) for dication of effective or ineffective as the mars. of a Truly firufessional which this parl~cular manager is performance. Clearly, these are manager. accountable. A description of the not absolute measurements The MOR process is simple economic, functional, and other (there are none in management); deceptively simple. Nlost rnana• commitments invoked, plus a de- they are capable of being manipu. gers and students of management termination of the philosophical lated with relative ease. 0 have do not havr great difficulty in basis for conclucting the yet to see a management system comprehending it intcO dually organization's affairs, are an in- that I couldn't "beat" if I set my After all, it is perfectly logical. Die tegral part of this step in the MOR mind to it.) For them to work, difficulty comes in appl cation process. Once established, it is those with a vested interest must because it does require system- not likely to change unless there agree that the indicators selected C O M M U N I C A T I O N ORG'li INDIVIDUAL T ROLES KEY G RESULTS INDICATORSI OBJECTIVES I PLANS CONTROLS AREAS I I I - M I S S I O N S I still rovide reasonable visibility four of my immediate subordi- fashion (sufficient to take correc- of pprrforman(e. Furthermore, nates within first quarter at a cost tive action if required) with the there trust be an assumption of not to exceed current budget plus least expenditure of time and ef• integrity on the part of all con. 40 hours of my time." fort." cerned. Examples: Cost Control 5. Action Plans represent the 7. Communication is the - "unit overhead as % of direct sequence of actions to be carried catalyst that ties ;he whole proc- labor(ost;" Stall Development - out in order to achieve the objet- ess together. MOR is not a "number of subordinates with a live. (This incorporates the steps mechanical system, it is a human rnulually-agreed-upon and im- of Programming, Scheduling, and one. The process must serve as a plemented development plan." Budgeting as described in my communication vehicle among Note that "indicators" only iden- book.) These will be broken the people affected. As people lily %%hat will be measured, not down only to that amount of de- become involved in the decisions how much or in shat direction. tail required for the accountable that affect them, they become Thy s serve as an intermediate manager to make his or her con- committed to carrying them out. step, prior to setting objectives, iribution to the objective, Many That is where the real payoff designed to increase the probabit- action steps, in turn, will become comes. ea, ity that we are directing the use of objectives for subordinates. responsibility C As stated es arntdrResfufts8s a rel1 our resources to where they will eq y for by l get the best payoff. determining further detail should atively simple process - derep- 4. Objectives are statements of rest on the shoulders of the indi. lively simple. It is based on a measurable results to be vidual performing the action, common sense, logical approach achieved. Generally, they will re 6. Controls are designed to to the use of familiar and proven late to one or more of the keep the accountable manager in- principles and techniques of manager's kev results areas and formed of progress against objet- management. The difficulty indicators. They can be clearly Lives. They close the loop in the comes in application which can expressed using this model: To m0k process and provide the only be tested by trying it, faction verb) (single key result) by rationale for adcfing the phrase (Adapted, in part, from Man- (date) at (costs Examples: "To re- and Results" to "Manage- agemenf by Obiectives and duce unit overhead frorn 100°6 to meni by Objectives. , Objec- Results by George L. Morrtsey, 8='r of direct labor without loss of tiles, by themselves, are mean- AddisonAWesley Publishing Co., roductrvil b December 3) at a ingless unless there is some %%ay Reading, Mass., 1970) p 1 } (if ensuring their accom I sh• cost not to exceed 60 sNork4hours P Mot- by unit management;" "lo reach ment. To the extent possible, they Copyright 1474 George L. A1or- agreement on and begin im• should be visual (I favor simple risey plernentation of an individual de• charts) and should provide for MOR Ass ;cicrtes, F.O. Box X879, velopment plan ssith not less than "adequate visibility in a timely Buena ark, CA 90622, (7141 9~5- t For o fuller description of the N.OR process, see the following texts: Morrisey, George L,, Manoeement Ly Objectives and Results lot Fusiress end fndustry Mcrris:,y, Gcorge L., Moncnemerl Ly 0bjectives and Results in the PuLIic Sector Addison•W'csiey Pw6hslong Company, Rccding, Mossochusetts 01667 COMMUNICATION TOWER PROJECT Your unit of government has been awarded a federal grant to construct two communication towers. The first stage of the project is to plan and construct a proto-type tower. if your unit is able to maximize cost effectiveness on I the proto-type, the money will b4 wanted to construct the second tower; however, the granting agency retesns the right to cancel the grant if the proto-type does not prove to be cost effective. Your unit's construction project will be compared to that of several other units which have been awarded similar grants, so that the federal agency will have a better basis for judging results. The federal agency would like to have a tall tower, but has put only two restrictions on the project: the tower must be at least 60" tall, and it must totally support (unaided) a book or similar object designated by the trainer at the town of the tower for at least 15 seconds. Potential revenues will be based on the height of the tower and possible bonuses. The project will be divided into two phases. The first phase is planning and the second phase is constructing. Planning Phase Your group has during thfs phase to accomplish the following: *Define your unit's objectives for the project, taking into account cost and ,I revenue data *Organize your unit to accomplish the task *Choose the design or make up your own design for the tower *Develop detailed plans for the construction of your proto-type tower *Establish any controls you feel are necessary *Plan for your tower construction site *Record your plans, including all budget figures. Give one copy of your plans to the trainer at the end of the Planning Phase. Keep at least one copy of your plans for your unit. You are allowed to handle and assemble materials, but no more than two tiers of the tower may be built during the planning phase. All of the pieces must be completely disassembled before beginning the construction phase. You will be notified when to begin the construction phase. For now, be sure to study all of the tower data very carefully to determine tower related objectives. Design Possibilities Some of the designs are proven (stable) and some are unstable. Remember, the tower must support a book or similar object designated by the trainer. Octagon Square Rectangle Trf•ngle Pentagon Spire -2 COST DATA FOR TOWER CONSTRUCTION Material Costs Description of Construction Pieces Unit Cost 1. Purple $1,000.00 2. Green 700.00 3. Red 500.00 4. Blue 400.00 5. Yellow 300.00 6. Orange (both wooden sticks and plastic connectors) 200.00 7. Spool Small Hole 500.00 8, Spool Large Hole 400.00 9. Connectors (round object with five holes on the flat surface) 300.00 10. Wheels 200.00 Time/Labor Costs Costs in thousands of dollars 120 100 80 60 i 40 20 0 1 2 3 4 S 6 7 8 9 10 Time (Min) -3- REVENUE DATA FOR TOWER 'tower Revenue (Based on Tower Height in Inches) Tower Height Revenue 60" $ 75,000.00 65" 80,000.00 70" 85,000.00 75" 90,000.00 80" 97,500.00 85" 105,000.00 90" 1120500.00 95" 120,000.00 100" 1250000.00 105" 127,500.00 110" 130,000.00 115" 132,500.00 120" 1351000.00 Bonus and Penalty Awards A Bonus will be awarded to a governmental unit for accurately estimating (within 10 percent) what its construction costs kill be. A Penalty will be assessed to a governmental unit if its actual costs exceed its estimated costs by .lore than 10 percent. -4- Construction Phase All government units will be started at the same time for this phase by the trainer. You should be at your construction site and be prepared to start. When your unit has completed the space tower, be sure to signal the trainer immediately so that your actual time can be recorded accurately. Remember, the tower must be stable enough to support a book or similar object as furnished by the trainer. When construction is complete, record the actual revenue items and cost items under the column headed Construction Record on your plan worksheet. Calculate whether your unit is eligible for a bonus or a penalty as indicated on the works^e~t and recc~r6 it app.;(priately. tho t'4 CU5C efi 2CClVefleSS. If it iS g[eali'[' than 1, the proto-type to%;ut was cost effective, if it is less than 1, it wa, not cost of f c•Ctive. a Example: Total Pevenue = $1250000 Ratio of 1.25 Total Cost - $100,000 Compare your results to those of other +inits. -5- PLAN FOR TOWER CONSTRUCTION Governmental Unit Problem Statement: Objective: Tower Estimates (Budget) Construction Record Revenue (Tower Heielit) Revenue Costs Town r Height $ Xaterial; $ Bonus $ Time/llbor $ Total Revenue $ Total Costs $ Costs Figure 10% of Total M serials $ Estimated Cost $ ` Time/Labor $ Penalty $ Total Costs $ Was your total cost estimate within 107. + or - of your actual cost? If so add the 10% figu . to your Tower Revenue as a Bonus. Did your act,iLl construction cost exceed your cost estimate by 10%7 If so add the 10% figure to your total Cost as a Penalty. SUM%, ARY INFOPUMATION Actual Tower Height in. Time needed for construction min. Cos[ Effectiveness Ratio: Total Revenue Total Cost ` -6- T"Onvood oat ma May 3 , 1962 Ms. Margaret Green City of Denton Municipal Building 215 East McKinney Denton, Texas 76201 Uc;ur A1s. Green: ()n lultait of gill. A [11 01111 m 111,i~'CJI [tt ul l :rnp.l~ tiiuu<1 I :uin 1 would like to lh.nik you Vi'; y rXUAL four :1111-rri1w ir, to ho-1 your r~t~ ~ ling of April 23 through Apt it 24, 1982. We hope thin wuod i m-t ywir ~rviry I--'poctatiurr nti(1 we will Ict%k' you till hack with u5 soon. If you were piciised with TJnglewood we wuuid greatly apprecitito your telling, your friends and associ,ites about us. Again, many thanks for your fine business. Please let us hear from you again soon. Very truly yours, I & (I N'111cy C Day Assishn Vier: President of Marketing NCD: re P. U. &;x 265 Polfsho.c, Texas 75076 Phone (214) 786.2968 ' t•. zi Presbyledon Chsch in the Untied States David Wm. McCreath Mission Education CommunicCor Synods of Red River and Sun V4 Stemmons Freeway Dt nton, Taxes 76201 ;817) 382-9656 April 19, 1982 Ms. Betty McKean Mwtiicipal Building Danton, TX 76201 Dear Betty: Enclusrd is my surj,io ted Man for working with the city staff on April 23. It hill varw it[ (1t~i1 a•, I co[~plete preparations, but, it will remain in tiii5 o!rllit - ~1111t yr11.r sec' song, difficulties that need to be changed. I under'sta,d that will meet at fanyelwood Lodge on Ap,i1 23, beginning at 9:00 a.r~. You ti-,ill supply chartpads, markers, and other supplies. Please arranrje for each participant to have adequate paper, and pencils. I shall conclude q portion of the day at 2:30 p.m. There will be a one hour lunch break. We agreed that my contract would be $150 plus expenses. I enjoyed my time with you and Chris last w?ek. I look forward to working with yo,i further. Sincerely, David McCreath DM:jb Enc cc. Chris Hortunrl i i SKILLS OF CREATIVE PROBLEM SOLVING CITY OF DENTON EXECUTIVE STAFF RETREAT April 23, 1982 OBJECTIVES: At the completion of this portion of the retreat, the par~iglipants will have practiced five skills to improve problem-solving. .learned a method for transforming difficulties into problems amenable to solution. .learned theoretical material on group behavior and communication. .enjoyed time together away from the interferences of everyday Hork. EQUIPMENT AND SUPPLIES: Newsprint, markers (3 colors), masking tape, easel, copies of hand-outs (I shall supply) PPCCESS: Open with introductions. This is primarily se I can get names, but will be done in a way that becomes fun for the group. It will also become part of the group theory presentation. Theory input on communication. The principle emphasis will be on non-verbal communication, and cn the "rehersal drop." A theoretical model for Based on Bill Shutz' work, combining group understanding groups. characteristics and human needs. A side trip to explore creativity. Using a simple exercise, we'll look at the kind of creativity that helps problem solving. At this point, some of the disparate material will be coming together. Break for coffee, fruit juice, etr.. Hoer to define a problem. The How to...of How to's... Using "Gripe-to- Goal" sentences. Tie group will spend time practicing the 62finition of problems as "How to..." fmalyzing a problem. Four steps in five minutes. The group will practice, with increased flexibility, defining "How to's..." Page 2 Skills of Creative Problem Solving April 23, 1982 The skills of listening snd The focus will be on active listening and paraphrasing. establishing trust and confidence through paraphrasing. The participants will practice these skills. Stroking as a means of increasing Learning to encourage the development of creativity. ideas, rather than shooting them down. Part of the effort is to build new ways of obtaining status in a group. The skills of focused building. Here is a way or departure from brainstorming, and involves learning how to nurture an idea before injecting a new one into the process. The itemized response. This skill brings together all the others. A good deal of time will be spent practicing these last two skills, for the problein solving process relies heavily on tnem. Depending upon lunch time and tie speed of the group, wt: ;hall break for lunch either after Stroking or after he Itemized response. Following lunch, we shall take time to answer questions, then s,}end the remainder of the time putting the process together and practicing it. DM:jb 4/19/82 Presbyterian C*h in tho United Statas i David Wm. McCreath Misslon Education Communicator Synods of Red River and Sun 920 Stemmons freeway Denton, Texas 76201 ;817)382-9656 April 29, 1982 Ms. Betty McKean Assistant City Manayer City of Denton 215 E. McKinn,,y Denton, TX 76'01 Dear Betty, I am enclosing a collation of the responses to my trori: with your staff at 1anglc,tur~rl, tqith rnames left off. I think you vill agree with me that the trainirifl ret wilh a f,iir aF,iount of success. I viould be int r-ested in toll, ~tll!l if prr,iilr. u,rd any of the s) iil~ I I~ru;!it rr1 f iid~:r. Sc:ii,jl E,~~o,~le notc,d 16,11 they ti~uuld h,iVO lilr,d to have dealt mare with donartirelltal I 11,1(1 purpwcly ovoided th.it, based uE,orr our luncheon discussion aboiit tier, rt,ei1 to have scr!:e shired obje;.tlvc,s. Ilrirrever, if some of the departr,r_ t~, tdant to eontiMJe to develop th+_,se skills, I a+n open to arranging fu,'ther~ contracts. l have enjoyed getting acquainted with you and your staff. Sincerely, Da61 crllcCrea tit DM: jb Enc TANGLEWOOD RETREAT RESPONSES 1. 1)"How to" methodology 2 Reinforcement of active listening 3 Itemized response 2. 1) Wish: nothing specific 3. System similar to many others, particularly L.E.T. How to get help in solving problems working together to solve problems. 1. Procedure for problem solving Itemizeu response Idea of having one person (client) take responsibility for problem. 2. Wish problems would magically be solved or transfered. 3. useful 1. H I to forTilize the prohlor solving procedure I•'lr r- rw o awn re of the rwd to yo rare ink raV ion firm others. 3. ij AlA 3 useful thinq, 1. new approach to problem solving 2. strategy for changing grips to action or goals: 3. positive interaction of this group Concern: More time to go in depth on skills - practice - focused building and itemized response - more time for process flow - This was very enlightening and stimulating - have picked up many things to incorporate and share with my staff 1. 1. Promoted team building and interaction. Warmed the group up. 2. Helped build problem solving skills so that we can have a more productive planning session. 3. Offered a system (process) that is so simple we can take it back and apply it in day to day activities. 11. More time for more exercises; more time for flow of process. I did loose the organization of steps somewhat until you clarified a the end. III.Tnis was the perfect start to what we are trying to accomplish. THANKS? Page 2 • Tanglewood Retreat Responses A. 1-A problem solving technical 2-information on actual listening 3-information on group dynamics. B. There really is nothing which was left out. Although I am involved in the process almost daily,l have a better picture of the dynamics involved. 1. Skills that I can take back to staff. Left/right brain exercise - procedure for problen solving. 2. More time. 3. 1. Learning how to be an active listener - 4ow to make a response that is not negative - Procedure for problem solving - 2. complete follow through on a problem solving 3. Learn to look for norms and recognize A. 1. The idea of trying to relate from one area into the problem area. 2. The use of askinq what is useful and what is still your concern. 3. The ability to list the various how to? B. 1. Would have like to have cover more gripes to goals or (hoar to change staff's gripe!; to (foals an,, plans) r i.rnat rv r-n fli r-nn tlI iri ric l 4l.a n7, rl l'll ttl; 1. Learninc, the technigr.es of itEnii ed tes~;n5e. 7. interaction of ;,hat I learnr.d with my trwF group. 3. Learnin~t the 5 elcr;,ents of a group. b,hat do you wish had happened? I wish the program had been reld in a less formal (conference type setting) arrangements. 1. 1. Good use of practice exercises. 2. Techniques very u-,eful in improving communications. 3. Developed good relationship with group members. II. 'dish for more on the subject. III.Need to work on eye contact with group members. A. New perspective of problem solving B. No bad ideas C. New concepts on problems I have. II. Use a wider crosssection of examples and work completely through them. III.b'ery interesting presentation which may be helpful in dealing with day to day and long range problems. 1. To find out that there is no completely bad ides. 2. How to disvover a prrblem: i.e. my gripe, my concern, my wish, my goal. 3. Learning the skills and procedure for creative problem solving. My wish is that we could tiave practiced more to clarify the use of the procedure (problem solving). The day or should I say seminar was enlighting and exciting. I will, hopefully, use it at home in my work. Page 3 Tanglewood Retreat Responses Useful 1. Learned a procedure for analyzing an idea. 2. Learned how to switch from ani;!ate to inanimate to facilitate associational and non linear thought. 3. That what vie learned last year about brainstorming weren't no good! But I thought it was? 14ish 1. VA greater pursuit of non linear/associational thought processes. Free thought - none 1. 1. Asking open ?nded questions. 2. Problem solving procedures. 3. Problem solving techniques. 2. I wish I could have learned more about my owrr departmental problem solving. 3. Session very good. 1. }low to solve a problern How to stir nl; tc errativit,y - fecwed buildinq 7 t to Lo defer; iv( 0!, c°, trv ~ 3. P(!In ill ii e~_ r i~ I'li~ ' n 1'f111 I~e SOrJ lG F'-. rlld~t recO.A i_n„dtlatj5. 2 F. 3.verg nr_n'e practiOnq r,c~ild I:~,~c bean better 1. Provided a new prubleri solving tuchnicjues. 2. shc)rred r;e a way to hr~lp a fclI(1~•r vr)r~xr. 3. Brought to a {dace I am enjo:r' g. I wish %:e could have done more examples in different groups. A. Three useful: 1. What 5 elements of group are. 2. Method for approaching problem solving. 3. There is not completely useless idea B. What else could have happened: 1. Would like to have gotten deeper into problem solving and creativity given the time. Useful - The idea of parallel association to get out of a rut the itemized response "My gripe" approach What was left out - beef up illustrations This process is excellent, and I feel has real potential for us in my area. 4/29/82 DM:jb I I 1 AlhW UO,Texonu F ro Oklahoma City 77 Ardmore OKLAHOMA Du rant IE.cOMA- `--TANGLEWOO ON TEXOMA ` r ~ Den«cn 1She rm an TFXAS 35 n 75 380 '1 Denton 121 Dallas• Ft, Wonh A iq*rt te7 960 Dallas Ft. Worth D•F.W Tumpike N TANG L E1h'OOpI S INN & TOWER 1 TO BOATHOUSE - 19TH HOLE IRO SHOP TE1~lti ' ~ rO(Uh1 C01E ~~IURSF i tifNHE Iti 1 t< ay µ woo onTexoma "THE INN AND COUNTRY CLUB" , r i F. f t Y• ♦ e 4°t .n , 4 e r w,'. n "7T""' S V+'{ F y rd's i . , not everything is big in Texas • 70 Comfortable Guest Rooms • 8 Professional Meeting Rooms • Complete Audio-Visual Equipment • Unusual Menus... Outstanding Dining • Moonraker Lounge - 8 stories high • Yacht Club Lounge for dancing • 3 Swimming Pools ...2 Lighted Tennis Courts • 18 hole Championship Golf Course • Horseback Riding • 50-foot Yacht and Ski-Boats ONLY 9o MINUTES NORTH OF DOWNTOWN DALLAS ~O o on Texana TANGLEWOOD CLUB HOUSE 214.786-2968 ' . TSBORO TEXAS M76 ~ i 18 HOLE CFV+MPIOrJS}IIP y } 'ce t r ti.. 100 COURSE y ~yt ,,7 • . ENTRANCE TO TANGLEWOOD '~r s ➢4 Y H.Vf 120 .............I POTTSSORO : H.VY 75 TO [Cil Or! % r: GRA.'S(X,lC=Rr4'rAIRPORT HKY691 . r SNERMAN W1411 . . N ' i~:~~ gal HA 1 75 FROM ['At LAS FIRES t, U S, 6.R rules of pH wlll Corers all play orAm :vdMied by loin Mes. 2. Players coral weer spproprlefd to ma will on clot property. 7. PToy n &Mq carts most no can pM'Aare mllsble and keep cars In dx felrway at IN urm 4, Plane obser" IN signs and be conskerele of players o4sd and behind. S. Ilene de eol IFW ft tofl sauna. 6. Plena %flow eS toll 104morm. Thank You. i 2 3 4 5 6 7 1 9 D'IV 10 11 12 13 14 15 16 17 16 IN TOT. HOP. NET HOLE MEN'S YOS 396 410 181 170 373 470 165 406 353 3234 376 384 157 333 195 366 490 405 466 3197 6451 6 10 16 11 11 4 12 x _ 6 _ HANDICAP 1 3 15 11 5 17 9 7 13 4 4 3 1 3 4 5 4_ 6 36 72 PAR 4 4 5 3 4 5 3 4 4 36 16 1 19 14 12 6 8 2 .6 [AWOICAP 1 13 17 11 15 3 9 6 1 c 4 4 3 4 2 4 5 1 5 36 74 R 5 6 3 4 5 3 4 6 3S SCORER AT-TEST ATE We have thirteen meeting roornt that combine comfort with function. Each room easily adjusts to the z type and seating requirements of your group. Well designed lighting and sound systems, suited to the atmosphere of individual rooms, contribute to a high level of alertness... even during long, serious working tv, sessions. Tanglewood Presents And, of course, we have a full range of audio-visual ' equipment. A successful business conference requires a setting Tasteful accommodations and excellent food in which total efforts can be concentrated to achieve demonstrate the class of Tanglewood. set goals. This can be accomplished by scheduling Seventy elegantly designed rooms, including ~;x your meeting in a location that provides the relaxed, yet luxury''master suites" in our unique Lighthouse, professional setting to put ordinary day to day viewing the lake, hills and trees, are available. distracii~ns out of mind. The Yacht Club is a focal point of activity at the The relaxed casual atmosphere revolves around Executive Conference Center, where our main dining heavil wooded shorelines of beautiful Lake Texoma, room, and intimate Captain's Cabin are located. Menus providing a natural setting for well planned conferences. i feature a wide variety of delicious dishes from local Professional class is provided in beautiful meeting, - specialties to a well stocked wine cellar. The Yacht Club living and dining facilities with the teamwork m also houses several informal meeting areas and club a well prepares' staff to provide that extra touch of lounge with woodburning fireplace. The Moonraker personal service. Cocktail Lounge sits eight stories atop the Lighthouse To provide your conference with the total meeting ^ ^ Ar." commanding a magnificent view of Lake Texoma and experience you need casual class... you need surrounding area. Tanglewood. Tanglewood is casual, a world away fromcitynoise w ! Tanglewood has the total recreation plan. and confusion. We offer a quiet environment where Wise meeting planners build personal fitness and concentration and conviviality blend as naturally as ideas into on ling schedules. it's u secret that mt- no trees, hills and water to stimulate fresh thinking, "deas conceived the course are just as new direction, and personal enjoyment. Your , effective as those developpe ed at a conference table. It, . •4, ~~L'-ate executives can turn their attention from daily :y+ rti t t~ 4 Relationships built here can create a their of ce. s seam when your executives et back cr ther office, concerns to discovering new ways to become a more . r ' s 'r i- Three swimming pools cohesive group and better productive individuals. at} : anglewood, offers total recreation: 00 d has class to serve your group. ` ` ''~w r % f ~''r►~'f . f W • Lighted tennis courts TanglewooCher friendly professional staff is well prepared • An t with 7Arnuld.Palme championship golf course to service your groul. From a small corporate work 1 built with tong and chi pr as consultant session of 12 executives to a formal reception for 200, • Practice orse putting and chipping greens youll have at your side a team of specialists to assist • Horseback riding and stables you in conference planning and food service. The • Nature trails and jogging paths success if your meeting depends on our attention • Came room fur billiards, ping gong and cards to the smallest detail, like seeing that your ~ • The 5outhwest's largest marina, where meeting room is set, down to the last piece of chalk and w Tanglewocxl keeps water-ski boats, and even a eraser; that coffee breaks are served promply on 50-foot luxurious motor yarht for schedule; that a golf cart or fishing guide is ready when A on the-water activities. you are. Tanglewood is accessible. Tanglewood conference rooms are flexible. 3 We're only 90 minutes by car from Dallas on Lake We view your meeting m a whole concept, so we Texoma.We're even closer from Dallas-Fort Worth designed our Executive Conference Center to ensure + + Regiunal Airport.Youcan flycharteredorprivateplanes that meetings go smoothly. All meeting, dining and into nearby Grayson Cvanty Airport or our private bedroom facilities are located within a few steps of each airstrip ad;oining Tanglewood. other sv valuable time Is not lost in transit, ...Tanglewood is Casual Class ~O 0 onTexoma WE ARE KNOWN BY THE COMPANIES WE KEEP... "Your management is to be commended for the selection and training of your staff, they are professionals." (Safeway Stvres, Inc ) "Your receptivity to our needs and concerns and the positive, pleasant manner in which you dealt with them'saved the day'." (Education Service Center -Region 10) "As usual, Tznglewood did it up delightfully. The guests were actually awed by the accommodations and the dinner... The East Texans are still on Cloud 9." (The Denison Herald) "The food was the best that we have ever partaken and this says a lot when you consider the number of meetings we have compiled for a comparison. Our sincerest thanks for making this debut a memorable and unparalleled success." (Oscar Mayer) "With the variety of recreational activities available to us...that, in itself, contributed a great deal ~a what we considered a very successful meeting.. , We would certainly encourage you to continue to maintain such high standards" (State Farm Insurance) "It is easy to work hard and relax completely after working in sui h surroundings (Small College Consortium, Silver Late College - Wisconsin) "The accommodations, food service, and conference facilities were excellent." (Department of Health, Education and Welfare) Our annual Kickoff Meeting was an overwhelming success! Without question, Tanglew'ood was instrumental in making it so." (I B M ) This was the best conference v:e have had to date." (Cullum Companies, Inc "This meeting was the best ever... "(Cosmic Enterprises, [tic, Midas Muffler Shops Illinois) "it is certain Tanglewood will be first choice when we are ready to schedc'e our meeting next year." (Ryder Truck Rental, Intl "All of our group requested that we...retreat again at Tenglew•ood." (Rink Pillsbury, Inc.) "Your service was excellent and_ your flexibility helped us a lot. I would recommend your facility for meeiings..." (Associated Aviation Underwriters) "If we were to itemize specific incidents that helped make our sales meeting so successful, this letter would go on indefinitely." (U. S. Electrical Motors - Connecticut)