ITEM 1 Onboarding of City AdministratorITEM 1
Y
CITY OF
se o
MINNESOTA
TO: Mayor and City Council
FROM: Adam Flaherty, City Administrator & Finance Director
DATE: July 31, 2017
SUBJECT: Onboarding Process for City Administrator
On Monday, Richard Fursman with HueLife will be facilitating an onboarding process with the City
Council and City Administrator. This meeting will also serve as the initial performance review for
City Administrator / Finance Director Flaherty as outlined in the employment agreement approved
by the City Council on April 19, 2017. An outline is as follows:
Onboarding Process
The following information is a short summary from Richard of what to expect:
What is Onboarding?
A process designed to help with the transition of having a new City Administrator and help
bring that employee aboard the organization.
What is Onboarding Intended to do?
It is identified to help the organization and the new City Administrator set firm expectations
through expressed values, operating norms, styles of communication, etc. It also identifies
immediate priorities, special situations and expected approaches to issues.
What's Involved?
An online survey was provided to City Council and Department Head staffing. Richard will
prepare a report based upon survey results. Richard will sit down and review the report,
which acts as a guide for discussions on the various issues and practices that come up.
How Long Does the Meeting Take?
Richard will facilitate two meetings, one with the City Council and the City Administrator,
the other with City Staff and the City Administrator. Each meeting takes between 60-90
minutes depending upon the length of discussion.
Goal of Onboarding
The purpose of onboarding is to prepare the new City Administrator for contribution and
success as quickly as possible.
City of Otsego 113400 900' Street NE, Otsego, MN 55330 1 Tel. (763) 441-4414 Fax (763) 441-9163
ITEM 1
Key Outcomes of Onboarding
- Establish priorities
- Review cultural nuances
- Setup strategic planning process
- Verify key strategic relationships
- Indentify best elected relationship & governance
- Clarifying performance expectations
- Determining organizations' readiness for change
- Identifying risk factors
One of the key outcomes identified above would be to further discuss the Strategic Planning process
for the City. The most recent facilitated strategic planning session was in 2012. The City has been
rapidly growing and experienced a number of significant changes since that time, including two
new Council members as well as significant changes to City staff.
HueLife has submitted a proposal to the City to facilitate such services, and was last reviewed with
the City Council on May 8, 2017. The proposal has been included as an attachment with this packet,
which will allow for additional discussion, review and questions with Richard regarding the
process. If the Council is in agreement to move forward with the strategic planning process, staff
would be seeking direction from the Council on coordination efforts with HueLife.
Initial Performance Review
As outlined in Section 4 of the employment agreement for the City Administrator / Finance
Director, the City shall review performance on or about August 1, 2017. The timing of this initial
performance review was to align with the employee's annual anniversary date of employment with
the City, dating back to August 2015 when Mr. Flaherty was hired as the Finance Director.
Should the City Council provide a satisfactory performance review to the City Administrator /
Finance Director, the employment agreement outlines that a salary increase from Grade 21— Step 4,
to Grade 21— Step 5 shall be approved as a result of this review. If the Council should choose to
grant said increase, a motion as provided below would be necessary.
Motion to approve an increase in the salary for the City Administrator /Finance Director
from Grade 21 -Step 4, to Grade 21 -Step S, effective August 1, 2017.
Next Performance Review
As outlined in Section 5 of the employment agreement for the City Administrator / Finance
Director, the City shall review and evaluate the performance semi-annually for the first two years of
employment. Following this schedule would indicate the next performance evaluation would be
conducted in February 2018. The City Administrator / Finance Director will bring forward an
agenda item in December 2017 to coordinate this process and schedule a meeting with the City
Council.
Materials Attached for Discussion
1) Strategic Plan Facilitation Proposal
City of Otsego 113400 90`x` Street NE, Otsego, MN 55330 1 Tel. (763) 441-4414 Fax (763) 441-9163
Project Introduction
The City of Otsego is a rapidly changing community with significant growth and demands on
staff and council. The City recently hired its finance director to take on the additional role of
City Administrator. The City desires to ensure that the new team focuses on priorities and
has the foundation and support to succeed. The City understands a strategic plan and
implementation plan will help focus direction and resources in the most effective way
possible. An onboarding component will be built into the process to help the new
administrator.
Scope and Outcomes
A retreat will be conducted for the purposes of constructing a strategic direction of the City
and to ensure the focus is where it should be for the next year or two. There will also be
emphasis placed on the group getting to know each other better (team building).
1. Create vision and strategic directions
2. Identify goals and actions to support the vision and directions
3. Develop priorities for 2017/18
4. Build relationships (Insights Session*)
*Insights Session (OPTION - to help everyone get to know each other a bit better. Other Cities such
as St. Cloud, Rosemount, Maple Plain and many others have found this to be highly impactful)
The Insights Discovery Personal Profile is a personal development tool which gives
individuals an engaging, reinforcing and transformational insight into themselves and
others.
Team effectiveness: Insights emphasis on neutral language and the most respectful
interpretation allows members to communicate more effectively and efficiently, which
promotes collaboration and teamwork, improved productivity, and increased trust and
engagement. Critical issues can be raised and managed in a respectful and effective way.
Other benefits
The Insights session is also designed to have a positive impact on:
Leadership Development
Change Management
Group Engagement
Developing and retaining talent
Improving "Customer" Experience
Increasing Agility
Increased Productivity
Strategic Questions
Strategic questions will be the focal point of the retreat. Some of the following may be useful
in accomplishing the outcomes described above. These will likely be modified after further
discussions with key stakeholders.
1. What efforts would yield the greatest results for the City?
2. What types of development are most needed in the community?
3. What trends are establishing themselves that the City should be capitalizing on right
now?
4. What structure will provide the best, most effective way of governing for the
citizens?
5. What will success look like?
6. What actions are needed right now to ensure the strategic plan is actualized?
7. What teams need to be formed to ensure success?
Strategic Plan Facilitation and Onboarding Proposal I 1
Draft AGENDA (2o17)
3:00 PM
Introductions
Welcome by Mayor
Review agenda and expectations
3:30 PM
Insights Discovery Workshop
What impact our personal
preferences (personalities) have
on our team and the organization?
6:00 PM
Dinner
6:30 PM
Strategic Planning Process Overview
Setting the context for strategic thinking
7:00 PM
Visioning Exercise: Otsego 2022
What do we hope to accomplish by
Practical Vision for the City
2022 as a result of our efforts
today?
9:00 PM
Adjourn
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Reconvene and Review (Breakfast)
8:00 AM
8:15 AM
Success Impediments
What is blocking usfrom moving
Underlying Contradictions that hold us back
toward our vision?
9:45 AM
Break
10:00 AM
Strategic Directions
What are specific actions we need
Focus our intentions and energy
to take to address the blocks and
move us toward the Vision?
Noon
Lunch Break
12:30 PM
Implementation Strategy
What are the specific, measurable,
• Generate Actions toward the Vision
accomplishments for the first
• Identify milestones and measures
year?
Develop Roadmap to Implementation
2:00
Roles and Responsibilities Reflection
Onboarding process
Conversation about Roles and Responsibilities
3:00
Closing Reflection & Adjourn
Design and Execution
The steps for implementing the planning process:
❑ Design Drafting. The purpose of design drafting is to ensure the understanding of
the current situation, to establish the outcomes and objectives of the session, and
to select topical questions for session workshops that are relevant and energizing
for the group.
Li Process Design. We will customize our approach and select appropriate tools and
methods to meet the needs articulated in the design conference.
❑ Prepare Materials. We will prepare a variety of materials to stimulate the
imagination, encourage participation, inspire critical thinking, and expand the
context.
Goal Setting Retreat. We will facilitate a two-day retreat.
❑ Prepare Documentation. We will prepare documentation of the workshops and
provide final report within three weeks after the retreat.
Strategic Plan Facilitation and Onboarding Proposal 12
Facilitation Methods
We will use two methods of facilitation during the retreat. The Strategic Planning
portion will use a method developed by the Institute of Cultural Affairs (ICA) and is now
trademarked as TOP's. The organizational questions that come into play will be
facilitated with process consulting elements. Both process methods are described
below.
(Customized to your needs)
The Technology of Participation (ToP®) is a constellation of life understandings and
group facilitation methods for transformation at personal, leadership, organizational
and community levels. It is based on natural thinking processes and has been evolving
since the late 1950s, extensively tested and refined in community and organizational
settings around the world. Originally known as 'ICA Methods' it has been honed since
the mid 1980's into an effective group of tools and processes for working with
organizations and communities known as ToP. The methods most often used in similar
situations are Focused Conversation, Consensus Workshop, Action Planning, Strategic
Planning and Focused Implementation.
Process Consulting is a powerful tool which is used to enhance group effectiveness, shorten
meeting times, and address conflict. It helps teams to work together more effectively,
and its effects can last long after the consultant has departed. The benefits of process
consulting are usually: shorter meetings, more productive meetings, better decisions,
increased feelings of participation or potency, greater satisfaction with the team or
meetings. Process consulting is carefully intervening in a group or team to help it to
accomplish its goals. The consultant does not try to help the team as an expert, instead,
the consultant helps the team to help itself. Process consulting also requires a client
who is aware of their problems, and who is willing to listen and change some habits if
needed. In some ways, process consulting is as difficult for the client as it is for the
consultant, because they must put aside any natural defensiveness and temporarily
yield their authority in some ways. However, the rewards far outweigh the efforts and
risks.
How We Facilitate
A fundamental assumption is that everyone has a contribution to make and that sharing
the experience and knowledge of all participants is a valuable part of the planning
session. The facilitator's role is to select appropriate tools and methods, manage
participation, facilitate knowledge and idea sharing and guide the group in the decision
making process.
Strategic Plan Facilitation and Onboarding Proposal 13
Roles and Responsibilities
The role of Huelife, LLC is to:
• Develop, customize and facilitate goal -setting retreat
■ Provide a safe, welcoming, inclusive and productive event
• Produce documentation and professional report
• Set-up and tear -down meeting room
• The role of the City is to:
• Select participants
• Assist with pre -retreat meetings
• Assist with agenda formation
• Provide all information having a bearing on the project /process
• Schedule meeting room
• Provide food and snacks
Anticipated Participants
Having key stakeholders present is the best way to ensure the plan will be appropriate,
workable, and received enthusiastically. There are several different groups who have active
interests in the future success of the City. We design our process so 10-15 participants can be
accommodated comfortably. The following represent a partial list of those who should be
invited to the retreat.
✓ City Council
✓ Key Staff (including consulting staff)
Strategic Plan Facilitation and Onboarding Proposal 14
Organization and Individual Backgrounds
Huelife, llc.
Richard and Irina Fursman founded Brimeyer Fursman when they merged Global Synergy
Group (GSG) and The Brimeyer Group in 2007. The name changed in 2016 to Huelife. The
mission of the company has remains the same.
"Help Individuals, Organizations and Communities Grow, Change
and Perform with Character and Purpose."
As organizations face change through phases of growth or decline, shifts in focus or mission,
we assist by helping create successful strategies for change.
Facilitators
Irina Fursman
Irina is co-owner of Huelife, llc., and is the primary architect of the various group
facilitations of the company. Irina is a national certified facilitator and facilitator trainer.
She received her certifications from the Institute of Cultural Affairs. Irina was born, raised,
and educated in Russia and Ukraine where she earned her Bachelor Degree of Education
and Masters of Science Degree in Mathematics and Computer Science before moving to the
United States in 2002. She also worked professionally in Ukraine, as a currency broker and
as a professor of mathematics at Simferopol Technical College.
Irina has facilitated various types of meetings for Cities, Non -profits, NGOs, and Private
Businesses. In addition to facilitating sessions, Irina also trains in the art and science of
facilitation. Irina has presented nationally and internationally on the subject of citizen
engagement, strategic planning and sustainable development.
Dr. Richard Fursman Ed.D.
Richard is a seasoned strategic planning and work environment facilitator. He has
facilitated various types of strategic planning retreats throughout Minnesota and the
Midwest as well as with Cities and Universities in Ukraine. He has done numerous
organizational studies and executive recruitments as well.
Richard has over 20 years of senior management experience in local government as a
department head and City Manager. He is an Adjunct Faculty Member at the University of
St. Thomas where he teaches Master's level Courses in Leadership. He earned his Doctorate
in Organization Development and Bachelor of Arts in Economics from the University of St.
Thomas and his Master of Arts degree in Urban and Regional Affairs from Mankato State
University.
Dates: Retreat: June
Report: Following retreat.
Fees $4,000 + expenses (mileage, copies)
(Insights? If Insights is used, there is a charge of $85 per participant for their profile, color printing,
and binding)
Strategic Plan Facilitation and Onboarding Proposal 15
Organization Development & Community Engagement Clients (2010- 2017) Partial list
City of Detroit Lakes Strategic Planning (2017)
City of Cottage Grove Strategic Planning (2016-17)
City of Rosemount Strategic Planning (2017)
City of Bloomington: Citizen Dialogue (x2) 2016
Osseo School District Strategic Planning and community outreach (2015 - 2017)
City of Country of Ukraine - Peace Summit (July 4/5, 2014) Kiev, Ukraine (250 Participants)
City of Brooklyn Park, MINNESOTA- Organization Alignment, Strategic Planning, Employee and
Civic Engagement (2009 - 2013)
Geneseo, ILLINOIS- School District - Community Engagement Workshops (2012)
City of West Des Moines, IOWA - Strategic Planning (2011-14)
NAUKMA University, Kiev, Ukraine - Reorganization of Economics Department (2010)
Barron County, WISCONSIN - Countywide Visioning Process (2010)
City of Electra, TEXAS - Strategic Planning, Community Engagement (2012)
City of Canton, SOUTH DAKITA - Strategic Planning (2010 - 2014)
City of Norfolk, NEBRASKA - City Strategic Planning (2010)
Medtronic, Boston, MASSACHUSETTS and MPLS. MN - HR Department Training (2012)
Hinckley Casino - HR Department- Facilitation Training (2012)
Hennepin County, MINNESOTA - Supervisory Training and Employee Engagement Workshops,
Facilitation Training (2012-2014)
City of Shakopee, MINNESOTA - Strategic Planning and Governance (2013)
City of Chaska, MINNESOTA - City Strategic Planning (2009 - 2017)
City of Vasilkiv, Ukraine - Organization Analysis (2010)
City of Eveleth, MINNESOTA, Economic Development Authority Strategic Planning (2010, 2017))
City of Falcon Heights: MINNESOTA Human Rights Commission Action Planning (2010)
Edina Schools: Early Family Education (2016-17)
City of Oak Park Heights, MINNESOTA- Board Governance Session (2011)
City of Victoria, MINNESOTA: City Council Goal Setting (2011- 2013)
City of Roseville, MINNESOTA: Human Rights Commission, Board Development (2011)
City of Medina, MINNESOTA - Leadership Transition Program (2011)
City of Boryspil, Ukraine - Civic Engagement and Strategic Planning (2011)
City of Wyoming, MINNESOTA - Strategic Planning (2013)
City of Worthington, MINNESOTA - Community Engagement & Strategic Planning (2011-13)
City of Montrose, MINNESOTA - Strategic Planning (2011- 2013)
City of Crystal, MINNESOTA - Employee Effectiveness and Team Building (2011-2017)
Hennepin County, MINNESOTA - Medical Center, HR Department Formation (2011)
Ramsey County, MINNESOTA - Health Department, Action Planning (2011)
City of Robbinsdale, MINNESOTA - Strategic Planning, (2012, 2013, 2014, 2017)
City of Hopkins, MINNESOTA - Civic Engagement (2012)
City of Golden Valley, MINNESOTA - Human Rights Com Participatory Assessment (2013)
City of Oelwein, IOWA - Strategic Planning (2013)
City of Cloquet, MINNESOTA - Strategic Planning and Governance (2012-2014)
City of Prairie City, IOWA - Strategic Planning and Governance (2012)
City of St. Cloud, MINESOTA - Economic Development Authority Strategic Planning, City Council
Governance and Team Building Session, City Strategic Planning (2011-2017)
City of Champlin, MINNESOTA - Strategic Planning (2013)
City of Wayzata, MINNESOTA - Strategic Planning (2013)
City of Willmar, MINNESOTA - Organization Analysis (2014)
Winona County, MINNESOTA -Team Development Workshops (2014)
Strategic Plan Facilitation and Onboarding Proposal 16