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6. Resolution 4686 - Vision Statement, Mission Statement, Core ValuesREPORT TO: City of Kalispell Post Office Box 1997 - Kalispell, Montana 59903-1997 - Telephone (406)758-7700 F.(406)758-7758 Honorable Mayor and City Council FROM: Chris A. Kukulski, City Manager SUBJECT: Resolution 4686 formally adopting the City of Kalispell's "Vision", "Mission" and "Core Values" MEETING DATE: March 18, 2002 BACK GROUND: On March 8' and 9`s the City Council, City Manager, Interim City Attorney and Department Directors worked with facilitator Morrie Shechtman developing our "Core Values", "Vision" and "Mission" Statements. This process provided the City with clear direction in moving our community forward. The attached Resolution 4686 allows the Council to formally adopt the "Core Values", "Vision" and "Mission" Statements. We will work hard to utilize these "Statements" and "Core Values" in everything we do in our role as an organization, employee, volunteer or citizen. Our next step is to put our "Core Values" to work by utilizing them in every relationship and decision we make. We also need to identify short and long term goals and measurable action items that move us to our Vision: `Building a Community that Expects Excellence." Measurable action items provide amechanism for the public to hold the City accountable to "Building a Community that Expects Excellence." RECOMMENDATION: Adopt Resolution 4686, formally adopting the City's: Vision: "Building a Community that Expects Excellence" Mission: "To Provide the Services, Resources and Competitive Environment that Enhances the Quality of Life for all Citizens" Core Values: Individual Responsibility, Honesty, Respect and Personal & Organizational Growth. FISCAL EFFECTS: NA ALTERNATIVES: As suggested by the Council. Respectfully submitted,, Chris A. Kukulski City Manager Report compiled March 13, 2002 RESOLUTION NO. 4686 A RESOLUTION BY THE CITY OF KALISPELL ADOPTING A VISION STATEMENT, A MISSION STATEMENT, AND CORE VALUES FOR THE CITY COUNCIL AND STAFF. WHEREAS, the City wishes to adopt a Vision Statement, defined as "a statement of the preferred future"; and WHEREAS, the City wishes to adopt a Mission Statement, defined as "a statement of purpose"; and WHEREAS, the City wishes to adopt Core Values, defined as "a belief system that guides every decision". NOW THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF KALISPELL, MONTANA, AS FOLLOWS: SECTION I. That the City hereby adopts as its Vision Statement the following: "Building A Community that Expects Excellence" SECTION II. That the City hereby adopts as its Mission Statement the following: "To Provide the Services, Resources and Competitive Environment that Enhance the Quality of Life for All Citizens" SECTION III. That the City hereby adopts as its Core Values the following beliefs: Individual Responsibility: Take personal accountability for actions, words and deeds. Honesty: Represent yourself with credibility and integrity. Respect: Treat every individual with dignity, fairness and compassion. Personal & Organizational Growth: Strive for excellence through ongoing learning and development. 4686 core values.wpd 1 SECTION IV. This Resolution shall become effective immediately following its passage by the City Council and approval by the Mayor. PASSED AND APPROVED BY THE CITY COUNCIL AND SIGNED BY THE MAYOR THIS 18TH DAY OF MARCH, 2002. Pamela B. Kennedy Mayor Attest: Theresa White City Clerk 4686 core values.wpd 2 City of Kalispell Post Office Box 1997 - Kalispell, Montana 59903-1997 - Telephone (406)758-7700 Fax(406)758-7758 VISION Definition - a statement of the preferred future "Building a Community that Fxpects Excellence " P MISSION OQ` Definition - a statement of purpose "To Provide the Services, Resources and Competitive Environment that Enhance the Quality ofLife for All Citizens " CORE VALUES Definition - a belief system that guides every decision Individual Responsibility Take personal accountability for actions, words and deeds. Honesty Represent yourself with credibility and integrity. Respect Treat every individual with dignity, fairness and compassion. Personal & Organizational Growth Strive for excellence through ongoing learning and development. March 2002 Retreat with Morrie Shechtman 3/8/02 Goals of Retreat Clarify Organizational and Personal Values 2. Clarify a sense of Vision & Mission Provide for good communication with each other and constituents and relationship building • City should consider a goal of "increasing/raising peoples expectations in life." • Who is our customer? Primary and secondary. • Goals - how we accomplish vision Belief Systems Theory of Plenty - there are infinite resources to meet your needs. This allows you to think big, take risks and realize the worst thing that can happen is to make a mistake of which you then move on. Growth/learning cannot happen if you're not willing to take risks and learn from mistakes. Theory of Scarcity - there are finite resources to meet my needs. We must take anything and everything we can get (developments, jobs, housing etc.). This is a survival mentality - Kalispell is in survival mode. Core Values Values are the foundation of how you live your life. As an example: If you have NO respect for human life, you will not hesitate to kill. • If you don't plan, you will lose your values. • Your values almost never change over your life time. Your goals change continually. • A Value is: a belief system about how the world ought to be. Characteristics of Core Values • Not to be confused with Goals. Goals are where you are going and values are how you get there. If clear on values, everything falls in line. • Values force you to make a decision. "If not, it isn't a value." • Is it unequivocally black and white. Critical to help you draw a clear line in the sand. Values are absolute. Page 1 of 4 • Its situationally neutral, values pertain in any situation. • Its people neutral. • Unambiguous and incapable of further definition. • Core Values are most important to who the City of Kalispell is as well as who you are individually. • Values are in behavior, not in words. * You know you have a value system when you sacrifice in order to retain your core values. This sacrifice is measured by an individuals level of INTEGRITY. Core Values Core values that were discussed: ✓ Honesty (trust, credibility, integrity) ✓ Respect (openness) fairness, dignity, compassion ✓ Accountability (reliability) ✓ Individual responsibility ✓ Credibility ✓ Excellence ✓ Fairness ✓ Development/Personal Growth ✓ Striving for excellence ✓ The Golden Rule ✓ Consistency ✓ Reliability ✓ Compassion ✓ Dignity ✓ Serving ✓ Risk -Taking The City of Kalispell's Core Values * Individual Responsibility: Take personal accountability for actions, words and deeds. * Hones Represent yourself with credibility and integrity. * Reject: Treat every individual with dignity, fairness, and compassion. Personal and Oreanizational rg owth• Strive for excellence through ongoing learning and development. The City of Kalispell's Vision "Building A Community That Expects Excellence" • A Vision is: "A statement of the preferred future." Where we want to go. • The Vision must be followed up with specific, measurable goals and action strategies. Mission "To provide resources, services and the environment that enhances duality of life for all citizens." • Why we exist - Why is the City government there? Page 2 of 4 ✓ Provide services that individuals can't do themselves. ✓ Enhance quality of citizens lives. ✓ To help people improve their health, safety, and welfare. ✓ Create an atmosphere for the above. ✓ Should provide us with clarity of focus. ✓ Biggest challenge is not in taking a position, but clarity in defining our position. ✓ We will be successful; if we put everything through the same values filter. ✓ Will take us out of reactive mode. Dispute Resolutions • Core values are the beginning point in developing a relationship. If you do not share values, you will not build a productive relationship. • Always do a value screening first. • Value homogeneity in values (the act of becoming the same). This is an absolute in successful organizations. This does NOT exclude diversity of people, backgrounds, color, race etc. But does exclude diversity in values. • Behind every objection is an "unstated fear". • "Its about building relationship, not being right." • Is this action consistent with our core values? How to Resolve Disputes 1. Identify the blockers - what are the blockers? 2. Who will manage the relationships? 3. Identify loss. 4. Does it meet the core values? Skills for Success Create a safe atmosphere for disclosure - comfort level to share, ability to take risk. • Disclosure builds connections. • Challenge creates credibility. • Make decisions with clear direction. Must take time regularly to reflect on core values, make sure you are following and using these values to make decisions 2-3 times per year. Leadership Great leaders have: 1. Clarity of Direction. 2. Ask tough questions and do not have all the answers. 3. Delegate responsibility but always retain accountability. Page 3 of 4 Successful people want to deal and work with people and organizations that make decisions. Make them quickly and move on. Where do we go from here? Values, Vision and Mission need to be printed and placed in the Council Chambers at the front of each seat and on the wall. 2. We need to complete clarity sentences below each Core Value, 3. Short and long term goals need to be established - goals are how we accomplish the vision. This must be done in the next six months. The goals and action statements must be measurable in order to ensure accountability. 4. Utilize our Core Values in approaching every relationship. This results in decisions being made in a timely fashion, improving productivity, and success. Talented, successful people want to be a part of successful organizations. Page 4 of 4 Ar 1- L-D Jv� aff� �-� 10LIDAOD4? -sFZ. - u x7 -a3 C&7w Ja� °-r u" :0000000 �V The Shechtman Group 329 Boulder Hill Pass, Oswego, IL 60543 Voice 630.554.6632 Fax 630.554. E-mail: info shechtmanoroug.com Website: www.shechtman rou _corn Value Clarification Vignettes 1. Your daughter has a talent for the piano. She has been practicing for eight years. Last year, at her urging, you bought her a piano. She now wants to quit. What do you do? 2. Your direct report is known for her bullying of subordinates. Her department has the highest productivity and the highest staff turnover in the company. What do you say and do? 3. Your twelve -year -old son asks you to tell him the story of your youth. Part of that story includes a "wild" youth beginning with smoking cigarettes at twelve years old. What do you tell him? 4. Your company opens an office in a foreign country, and almost immediately, your business there goes through the roof. Just before the end of the year, your regional manager tells you about regular bribes he's been paying a number of foreign nationals, and that these are required to be reported on that country's corporate tax returns. What do you do? 5. You share with your spouse, some very personal, compromising, and highly confidential information about a colleague. A few months later, you learn that your spouse has shared this information with a number of his friends, who, in turn, shared it with a number of your colleague's clients. What do you do and say? 6. Your thirteen -year -old daughter introduces you to her nineteen -year -old boyfriend. Later she confides she has been having sex with him. What do you do? 7. Your top salesperson, who is married and has a family, has a history of extramarital relationships. He doesn't flaunt these relationships, nor does he go out of his way to hide them. You get a call from one of your biggest customers, who tells you that your salesperson's behavior is totally unacceptable to him and he is considering pulling his business. What do you do? 8. You have a high-ranking position in Federal law enforcement, and receive a report of a brutal, senseless double murder of a young couple, that occurred in your jurisdiction. The description of the suspect and all the circumstantial evidence points toward your son, who has been in trouble earlier in his life. What do you do? We broke into groups of four and spent ten minutes listing each issue or project facing the City. We then consolidated and prioritized them. After discussion and debated, the top six were as follows: 1 26 Planning w/County (City -County InterlocaUGrowth Policy) 2 23 Local Option Tax 3 20 Annexation Policy 4 3 Space Needs (during discussion everyone agreed this needs to be ahead of the Community Center) 5 17 North Fire Station 6 18 Community Center This is the list in order of votes as calculated. Red dots were given the highest value at 4, blue dots at 3, yellow dots at 2, and green dots at 1. 1 26 Planning w/County (City -County InterlocaUGrowth Policy) 2 23 Local Option Tax 3 20 Annexation Policy 4 18 Community Center 5 17 North Fire Station 6 9 Growth Policy 7 8 Extension of Services Policy 8 5 WWTP Expansion 9 4 Design Standards 9 4 Infrastructure Extension 9 4 Regional Mall 10 3 Revenue Enhancements 10 3 Space Needs 10 3 Tech Park 10 3 Westside Bypass 11 2 Performing Arts Center 11 2 Redevelopment Downtown 12 1 Assessments 12 1 Utility Fees and Rates 13 0 Building Permit Jurisdiction 13 0 Community Water System 13 0 Equity Site Re -Use 13 0 Evergreen 13 0 Expansion of Airport 13 0 Financing Extension of Services 13 0 Fire Training Tower Facility 13 0 Future of Kalispell Center Mall 13 0 Jail Expansion 13 0 Legislative Participation 13 0 Parking Commission 13 0 Policy for Infrastructure Replacement 13 0 Policy for Vehicle Replacement 13 0 Private Partners 13 0 Reduction of Drug Impact 13 0 Rural Fire 13 0 Salary/Benefits 13 0 Streetscape