Special Meeting Board of Trustees

Village of Lombard Village Hall 255 East Wilson Ave. Lombard, IL 60148 villageoflombard.org Minutes Thursday, April 30, 2015 3:00 PM The Westin Lombard Yorktown Junior Ballroom C 70 Yorktown, Lombard, IL 60148 Special Meeting Board of Trustees Village President Keith Giagnorio, Village Clerk Sharon Kuderna, Trustee Dan Whittington, Trustee Mike Fugiel, Trustee Reid Foltyniewicz, Trustee Bill Johnston, Trustee Robyn Pike and Trustee Bill Ware Special Meeting Board of Trustees Minutes April 30, 2015 I Call to Order The Special Meeting of the President and Board of Trustees of the Village of Lombard held on Thursday, April 30, 2015 in Ballroom C at The Westin Lombard Yorktown, 70 Yorktown, Lombard, Illinois, was called to order by Village President Keith Giagnorio at 3:05 p.m. II Pledge of Allegiance Village Clerk Sharon Kuderna ledge the Pledge of Allegiance. III Roll Call Present 8 - Keith Giagnorio, Sharon Kuderna, Dan Whittington, Mike Fugiel, Reid Foltyniewicz, Bill Johnston, Robyn Pike, and Bill Ware IV Public Participation V Agenda 150190 FY 2015 Village of Lombard Strategic Planning Session Village President Giagnorio thanked everyone for joining. Craig Rapp, Northern Illinois University Center for Governmental Studies, introduced himself and gave a brief background. FY2015 VILLAGE OF LOMBARD STRATEGIC PLANNING SESSION Introductions - Presentation were made by Craig Rapp, and discussions were had by the Corporate Authorities and those Village staff members present, relative to the following: Meet and Greet Exercise: Partnered in Pairs had to introduce our partner. Three Questions were: 1. One personal thing nobody knows about the person. 2. Why did they originally run for Board/apply to the Village? 3. How would they like to be remembered after they have left the Board/Village? We all have in common - Positive change, all want to leave Village in a better position. Differences - Different folks, Different outlooks and experiences. Village of Lombard Page 1 Special Meeting Board of Trustees Minutes April 30, 2015 Gender, age, backgrounds, levels and perspectives. Rolls and Responsibilities - Legal roles described in statue, ordinances and by-laws - elected representative and public policymaker legislator. Issues - Citizen representation approach. Policy/ordinance creation and adoption process. Process of identifying problems, new directions, raising issues. Trustees have different thoughts. How to rectify - Open, good. Honesty. Think we have a good policy to deal with problems. Also have committees to run stuff through. Challenges of thinking you can change something, and then not being able to because you find out it’s a legal issue or not in our control. How are disagreements handled. This group really doesn’t have that problem anymore. Remember to stay respectful. Has to have a trust factor. Open Meetings Act policy makes it difficult to discuss situations. Need to communicate with all members even if you disagree or agree. Only helpful to board if everyone is truthful. Keep President in the loop. Traditional Rolls - Accepted roles, by common practice or tradition. Community Representative and Politician. Issues - Context of roles, Public Perception and Individual vs. group. Watch when you speak for mixed messages. Understand there might be an issue brought to Board that once decision was voted on that is the decision of the Board. Need to back the Boards decision. What you say in public remember you are part of a team. Do not alienate the majority. Do not slam others. Could go to legal issues. Could come back with questions that could be embarrassing. Adhoc Role - Role you assume to “get the job done” - Visionary, Change agent, and Role Model. Issues - Appropriateness and How to use these roles productively. Public can be pushing you to take on a role. Use this role to be productive. Think first and keep emotions at bay. Don’t want to be the white night. Step back, get the facts, does it warrant phone calls and getting others involved. Don’t need to jump for everything. Sometimes listen to the residents and get back to the residents and don’t make promises. Sorting out and how to benefit from situations. Imaginary Roles - Roles you “slip into” by accident, or design, Village Manager, Engineer, Attorney, etc… and voice of the Village. Issues - Staff/Board Conflict and competition/confusion. Don’t really Village of Lombard Page 2 Special Meeting Board of Trustees Minutes April 30, 2015 have this yet in our Village. Our Board can go directly to Department Heads. The committees might help with this. Village Manager Role - Defined in ordinance/law, Leader of the staff, support to the Board, Producer of Results, Change agent, Motivator, Role Model and Political Filter/Synthesizer. His job is convey on Board’s behalf and keep things moving. Communicating is a key factor. Need to keep everyone communicating. We have had these problems but not so much anymore. Village Manager with his own agenda is not a good thing. Need to sit back and watch before making changes or production. Phone calls before the meetings - no surprises. Tough for a Manager if there is a split Board and nothing can get accomplished. Comforting when the Board makes a decision and work for the “winners” of the vote. Will always prefer the 6-0 vote but always push something for time to get more information. Staff Role - Department Operations, Support to committees/Board, Basic service delivery and carry out directives of Board and Manager. Don’t make promises for staff. People don’t understand the process. People also believe what they want and they are watching. Also puts the employee in a bad spot. Maintaining Proper Roles - Agreeing on the definitions, staying within the boundaries. GOVERNANCE - BOARD/TEAM EFFECTIVENESS The Governance Process - What is it? Can you define it? What if we disagree? A common understanding? How things get done. Division of responsibilities and accountabilities between Board and Staff. Best Practice (Carver Governance Model) - Ends - The Board defines which needs are to be met, for whom, and at what cost. Generally, this means creating policies and taking actions that align with the Board’s long-range vision. Be consistent with your vision. Executive Limitations - The Board establishes the boundaries for staff methods and activities - what they believe can responsibly be left to staff. Board-Staff Linkage - The Board clarifies: How it delegates authority and how it evaluates performance based on executive limitations. This typically involves policies and rules for Board-staff communications, Village Manager job description and evaluation and Village of Lombard Page 3 Special Meeting Board of Trustees Minutes April 30, 2015 monitoring/reporting results. Failing to report back. Communication, Time frame on situations, Everyone seeing all the reports, and done on a timely basis. Need to fulfill obligations. Governance Process - The Board determines it’s philosophy, its accountability, and specifics of its own job. The Board creates its own processes to ensure that it fulfills three primary responsibilities, Maintain linkage to citizens/community’s, establish the definition of effective governance, and assuring executive performance. Policies that exist are very good. Board has an extensive policy manual. Carver Principles - · The trust in trusteeship (govern on behalf of citizens) · The Board speaks with one voice or not at all · Board decisions should predominantly be policy decisions · Boards should formulate policy by determining broadest values before progressing to more narrow ones. · A Board should define and delegate rather than react. · Ends determination is the pivotal duty of governance. · The Board’s best control over staff means is to limit, not prescribe · A Board must explicitly design its own products and processes · A Board must forge a linkage with management that is empowering and safe. · Performance of the CAO must be monitored rigorously, but only against policy criteria. Short Recess from 4:35p.m. to 4:48p.m. All members of the Corporate Authorities were presented when the meeting continued at 4:48p.m. Challenge of Politics Organizational Politics Think you understand it? Every organization has politics. Group collectively positive or negative to get things done. Think you’re good at playing the game? Is it a game? Are there rules? What if you’re playing by the wrong set of rules? Individuals trying to get votes to get something accomplished. Then there are Chicago politics. You should have an open and transparent policy. Village of Lombard Page 4 Special Meeting Board of Trustees Minutes April 30, 2015 The Real World of Tough Politics - Characterized by Rules - explicit or implicit - but understood by all Relies on political process - wins by “having the votes” Can be emotional - but is not personal - respect remains intact Playing to win - pushing exclusive agenda, freezing out other side Maximizes political advantage - programs, personal profile, reelection Predictability, consistency, reliability Things get done Passionate, tough, feelings get hurt. Dysfunctional - Lack of Respect, Lack of Trust, No Rules, Unpredictable, Unstable, Not making decisions, Disrespect/Distrust, Disruption/Attacks, Chaos, No decisions, Play to Harm. If things are getting done then not dysfunctional. Feels this Board is functional. Village Manager recommend a formal President Pro Tem ordinance be adopted. Need to have ordinance stating who is going to sit in as President Pro Tem. Consensus from Board that ordinance should be prepared. Who’s a Leader: Village President, Trustee, Chair, Commission member, Manager and Outsider. Leadership Team - Village President/ Board & Manager are a team, Role definition is crucial, majority/minority bloc - Manager response and The role of political leadership can become “slippery” without clear rules and accountability. Teamwork - we have met the enemy, and they are us? What is it? How do you get it? Does it matter? Can’t we just vote? Voting is how you make decisions. Is that how to make a good team. How do you get to that point. How you sort out your job and make decisions that count. Teamwork - What is it? Working together to achieve common goal, Collaborating to expand the capacity and effort of the group and a focused effort based upon shared vision, values goals and congruent policies. How do you get it? Start by wanting it, identify/agree on its value, define shared vision, values, goals, create the atmosphere for success, Act in accordance with values/ beliefs and establish accountability. Certain things for Manager when one Board member complains about another Board member. Not the Managers problem, need to self police. Effective team need to critique each other in a productive way. Village of Lombard Page 5 Special Meeting Board of Trustees Minutes April 30, 2015 Is the Board a Team? Everyone said, Yes, Team Effectiveness - Communication, Respect for differing opinions, open mind and ability to compromise. Willingness to compromise. Is the Board and Senior Management a Team? - Yes Unanimously, Effectiveness: Communication, Willingness to collaborate, Clear Vision, Clear policies. Does the Board have a clear vision for the future? Yes Unanimously Comments: Strategic Plan, Long-range documents, CIP, Mission statement. Strategic plans work for our village. Does the Village have a strategy for addressing the most important issues confronting the community? Unanimously - Yes How is conflict or disagreement handled in Lombard? Talk one on one with member, Open conversations with President, then member, information provided, then discussion. How should conflict be handled? In all cases, directly face to face, directly Board: Communicate, List to concerns, look for solution and compromise. Staff: work through the Manager, Listen If you had the power to change how the Board functions what would you change? Nothing, not much, like things the way they are. What are the most Important issues: Westin Downtown/development in general, State Funding, Governor Budget, Community building. We are in a good place. Sub stain what we have. Keep getting/giving good feedback. RECESS FOR DINNER BREAK A motion was made by Trustee Bill Ware to recess the meeting at 5:30p.m.,and to reconvene the meeting at 6:00p.m., second by Trustee Mike Fugiel. Ayes: Trustee Whittington, Fugiel, Foltyniewicz, Pike, Johnston, and Ware Nays: None RECONVENE MEETING Village of Lombard Page 6 Special Meeting Board of Trustees Minutes April 30, 2015 President Keith Giagnorio called the meeting back to order at 6:09pm. ROLL CALL President Keith Giagnorio X Trustee Dan Whittington X (who left the meeting at 8:34 p.m.) Trustee Mike Fugiel X Trustee Reid Foltyniewicz X Trustee Bill Johnston X Trustee Robyn Pike X Trustee Bill Ware X Village Clerk Sharon Kuderna X Appointed Officials Present: Village Manager Scott Niehaus Village Attorney Thomas P. Bayer Chief of Police Ray Byrne Assistant Village Manager Nicole Aranas Public Works Director Carl Goldsmith Community Development Director Bill Heniff Deputy Police Chief Tom Wirsing Fire Chief Paul DiRienzo Finance Directory Tim Sexton Communications Coordinator Avis Meade Representative Craig Rapp reintroduced himself to staff that joined us after the break. Did an introduction exercise to get to know everyone attending. Had to state name and title. State your experiences with strategic planning of any type-good, bad, indifferent. Also one hope and one fear for this process/retreat. Presentations were made by Craig Rapp, and discussions were had by the Corporate Authorities and those Village staff members present, relative to the following: Our Current Environment (SWOT Challenges), Setting Priorities, Defining Outcomes, Establishing Targets, Village Board /Staff Board owns - Purpose, Directions, Success Definition, Accountability Staff owns - Actiion Plans, Methods, Performance Share - Perspectives, Creation, Accountability Everyone can speak open and honest during this time. Different issues will have different perspectives of how important or how to do Village of Lombard Page 7 Special Meeting Board of Trustees Minutes April 30, 2015 something. Two Parts - Strategic Plan and Business Plan This is the development part - ask questions - Where you are? Where You’re going? How You’ll get there? What you’ll Do? Provide Resources through the budget. When everything is a priority, Nothing is a priority. - Make choices Start with Why, How do we market most products? We know what we do, smaller percentage know how we do it. Then a smaller percentage know why we do it. Where does the why message hit you? Emotional appeal will be the experience you have. Traditional business approach with the emotional side. Business approach start with facts. Experience the Lombard community. The Mission and Vision of the Village of Lombard Statement - Our shared Vision for Lombard is a community of excellence exemplified by its government working together with residents and businesses to create a distinctive sense of spirit and outstanding quality of life. Leaders in Local Government - Delivering great services (internal) staff more responsible for this part Creating great communities (External.) Board responsible for this part. Both share the responsibilities. Job is to make sure you fulfill these to mandates. Culture and Value Proposition. What is our Village? What do we want it to be? As a place to live. As an organization. Core Value Proposition - The primary benefit of a service/product. How an organization differentiates itself; what values it delivers. Organizations choose one of three disciplines: Three Value Propositions - Operation Excellence, Product/ Service Leadership, Customer Intimacy. Get to know the problem and solve it. In government they expect all three. Still want us to have high fiscal responsibility. We as Lombard at operation Excellent with services and Customer Intimacy with problem solving for residents. Doing our best to fulfill them at a high level. Core Culture - Control Culture Military command and control, Competence Culture Research lab/University best and brightest, Collaboration Culture family- teams and Cultivation Culture Church - mission/values. Lombard is Control Culture and Collaboration Culture. Village of Lombard Page 8 Special Meeting Board of Trustees Minutes April 30, 2015 SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis, Identify Strategic Priorities Broke off in four groups. Listed Strengths - Board and Staff 13, Transparency & Communication 7, Customer Service 6, Sense of Place 5, Financially Stable 4. Weaknesses - Limited Financial Resources (aging structures and pensions), Aging/Outdated Facilities, Professional Development (Training), Storm water (lack of facilities), Bond Rating (Westin). Non Home Rule restricted on how to expand finances. Opportunities - Community Development 14 brought some big things to our town - A lot of opportunities in Yorktown, Downtown and Sams Club. Branding 6 - take pride in the Lilac Committee. New Committee developing Taste of Lombard. Infrastructure 7 - Changes all the time. Green 6 - Lead the way, LED lights, natural gas automobiles. Service 7 - Opportunities, More field units, service via technology. Threats - Springfield - State Legislation 9. Mandates, Pensions 7. Development or Downtown 6. Westin 5 . Expansion of “Noncore Services”. Step 2 of Exercise Strength/Opportunities - Weaknesses/Threats - Combine Match Strengths with Opportunities - strategic issues to maximize. Match weaknesses and threats - strategic issues to minimize Weaknesses/Threats Hotel and Conference Center Financial Resources, we are running lean and mean (made worse by threat of Springfield) Development - Key parcels on Roosevelt Rd. Challenged area (adjacent municipalities are a threat relative to business retention and expansion). Service expansion increasing needs for noncore services. Trying to stay positive. Strengths/Opportunities Economic Development (across the Village) Branding/Sense of Place Service Enhancement Green Initiatives Step 3 Village of Lombard Page 9 Special Meeting Board of Trustees Minutes April 30, 2015 Strength and Opportunities, Weaknesses and Threats. Challenges/Issues Hotel and Conference Center Financial Stability Economic Development Branding / Image/Communication (Addressing Demographic Changes) Communication with the community Aging Infrastructure/ Facilities Maintaining Aging Population Challenges (crime) from other areas coming into town, increasing crime Anti-government sentiment Operational Sustainability (Service Levels and Service Expansion) Workforce Development Strategic Challenges - Financial instability, tax base, Community unrest - services/taxes Infrastructure condition/age/quality, Development/redevelopment, economic decline, Organizational effectiveness/efficiency, and workforce issues - replacement, performance, discontent. Strategic Objectives Strategy Map - Performance Measures & Targets Strategic Initiatives. Financial Performance - Efficiency, Satisfaction, Knowledge and Innovation. 4 to 6 Priorities for Lombard to point out the following: Strategic Priority - Key Outcome Indicator - Target - Strategic Initiatives Financial Stability, Economic Development, Branding / Image, Operational Sustainability, Next Meeting will take the listed 4 and put priorities together. Define meaning of each strategic priority. VI Adjournment A motion was made by Trustee Bill Johnston, seconded by Trustee Bill Ware, that the Special Meeting of the President and Board of Trustees of the Village of Lombard held on Thursday, April 30, 2015 in Ballroom C of The Westin Lombard Yorktown, 70 Yorktown, Lombard, Illinois be adjourned at 8:53 p.m. The motion carried by the following vote: Village of Lombard Page 10 Special Meeting Board of Trustees Minutes April 30, 2015 Aye: 6- Dan Whittington, Mike Fugiel, Reid Foltyniewicz, Bill Johnston, Robyn Pike, and Bill Ware Village of Lombard Page 11