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HomeMy WebLinkAbout2011-08-30 Packet - WorkshopCITY OF UKIAH CITY COUNCIL Special Meeting Ukiah Civic Center Conference Room #3 300 Seminary Avenue Ukiah, CA 95482 August 30, 2011 5:30 p.m. WORKSHOP NOTES ROLL CALL Ukiah City Council met at a Special Workshop Meeting on August 30, 2011, the notice for which being legally noticed on August 29, 2011. Mayor Rodin called the meeting to order at 5:35 pm. Roll was taken with the following Councilmembers present: Landis, Crane, Baldwin, and Mayor Rodin. Councilmembers absent: Thomas. Staff present: City Manager Chambers, Assistant City Manager Sangiacomo, Director of Planning and Community Development Stump, Airport Manager Owen, Community Services Administrator Marsolan, Electric Utility Director Grandi, Assistant Director of Finance Roth, Controller Newell, Director of Public Works and City Engineer Eriksen, and City Clerk Currie. 2. UNFINISHED BUSINESS 3. WORK STUDY SESSION a. Strategic Service Planning Process Discussion b. Other Strategic Discussion as Desired by Council No Action Taken. 4. PUBLIC COMMENT 5. ADJOURNMENT There being no further business, the meeting adjourned at 7:30 pm Anne M. Currie, City Clerk CITY OF UKIAi i CITY COUNCIL AGENDA Special Meeting Ukiah Civic Center Conference Room #3 300 Seminary Avenue Ukiah, CA 95482 August 30, 2011 5:30 a.m. WORKSHOP ROLL CALL 2. UNFINISHED BUSINESS 3. WORK STUDY SESSION a. Strategic Service Planning Process Discussion b. Other Strategic Discussion as Desired by Council 4. PUBLIC COMMENT 5. ADJOURNMENT Please be advised that the City needs to be notified 24 hours in advance of a meeting if any specific accommodations or interpreter services are needed in order for you to attend. The City complies with ADA requirements and will attempt to reasonably accommodate individuals with disabilities upon request. Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection at the front counter at the Ukiah Civic Center, 300 Seminary Avenue, Ukiah, CA 95482, during normal business hours, Monday through Friday, 7:30 am to 5:00 pm I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than 24 hours prior to the meeting set forth on this agenda. Dated this 29th day of August, 2011 JoAnne M. Currie, City Clerk Community "The essence of community, its very heart and soul, is the nonmonetary exchange of value; things we do and share because we care for others, and for the good of the place. Community is composed of that which we don't attempt to measure, for which we keep no record and ask no recompense. Most are things we cannot measure no matter how hard we try. Since they can't be measured, they can't be denominated in dollars, or barrels of oil, or bushels of corn— such things as respect, tolerance, love, trust, beauty—the supply of which is unbounded and unlimited. The nonmonetary exchange of value does not arise solely from altruistic motives. It arises from deep, intuitive, often subconscious understanding that self-interest is inseparably connected with community interest; that individual good is inseparable from the good of the whole; that in some way, often beyond our understanding, all things are at one and the same time, independent, interdependent and intradependent—that the singular "one" is simultaneously the plural "one." In a true community, unity of the singular "one" and the plural "one" extends beyond people and things. It applies as well to beliefs, purpose, and principles. Some we hold in common with all others in the community. Others we may hold in common with only some members of the community. Still others we may hold alone. In a true community, the values others hold that we do not share we nonetheless respect and tolerate, either because we realize that our beliefs will require respect and tolerance in return, or because we know those who hold different beliefs well enough to understand and respect the common humanity that underlies all difference. Without an abundance of nonmonetary values and an equal abundance of nonmonetary exchange of material value, no true community ever existed or ever will. Community is not about profit. It is about benefit. We confuse them at our peril. When we attempt to monetize all value, we methodically disconnect people and destroy community. True community requires proximity; continual, direct contact and interaction between the people, place, and things of which it is composed. Throughout history, the fundamental building block, the quintessential community, has always been the family. It is there that the greatest nonmonetary exchange of value takes place. It is there that the most powerful nonmaterial values are created and exchanged. It is from that community, for better or worse, that all others are formed. The nonmonetary exchange of value is the very heart and soul of community and community is the inescapable, essential element of civil society." Dee Hock Excerpted from Birth of the Chaordic Age Harvard Business Review www.hbr.orCj When the economy recovers, things won't return to Leadership' In a normal—and a different mode of leadership will be (Permanent)Crisis required. by Ronald Heifetz, Alexander Grashow, and Marty Linsky Included with this full -text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea 2 Leadership in a (Perrnanent) Crisis Reprint R0907F L.eade ship in Q it err lallent) C11s1s The Idea *n Br*ef • Are you waiting for things to return to normal in your organization? Sorry. Lead- ership will require new skills tailored to an environment of urgency, high stakes, and uncertainty—even after the current economic crisis is over. You'll have to Foster adaptation, helping people de- velop the"next practices"that will enable the organization to thrive in a new world, even as they continue with the best practices necessary for current success. Embrace disequilibrium, keeping peo- ple in a state that creates enough dis- comfort to induce change but not so much that they fight, flee, or freeze. Generate leadership, giving people at all levels of the organization the opportu- nity to lead experiments that will help it adapt to changing times. • You won't achieve your leadership aims if you sacrifice yourself by neglecting your needs. PAGE 1 When the economy recovers, things won't return to normal—and a different mode of leadership will be required. Leadershipin a (Permanent) Crisis by Ronald Heifetz, Alexander Grashow, and Marty Linsky It would be profoundly reassuring to view the current economic crisis as simply another rough spell that we need to get through. Un- fortunately, though, today's mix of urgency, high stakes, and uncertainty will continue as the norm even after the recession ends. Econo- mies cannot erect a firewall against intensify- ing global competition, energy constraints, cli- mate change, and political instability. The immediate crisis—which we will get through, with the help of policy makers' expert techni- cal adjustments—merely sets the stage for a sustained or even permanent crisis of serious and unfamiliar challenges. Consider the heart attack that strikes in the middle of the night. EMTs rush the victim to the hospital, where expert trauma and surgical teams—executing established procedures be- cause there is little time for creative improvisa- tion—stabilize the patient and then provide new vessels for the heart. The emergency has passed, but a high-stakes, if somewhat less ur- gent, set of challenges remains. Having recov- ered from the surgery, how does the patient pre- vent another attack? Having survived, how does he adapt to the uncertainties of a new reality in order to thrive? The crisis is far from over. The task of leading during a sustained crisis— whether you are the CEO of a major corpora- tion or a manager heading up an impromptu company initiative—is treacherous. Crisis lead- ership has two distinct phases. First is that emer- gency phase, when your task is to stabilize the situation and buy time. Second is the adaptive phase, when you tackle the underlying causes of the crisis and build the capacity to thrive in a new reality. The adaptive phase is especially tricky: People put enormous pressure on you to respond to their anxieties with authoritative certainty, even if doing so means overselling what you know and discounting what you don't. As you ask them to make necessary but uncom- fortable adaptive changes in their behavior or work, they may try to bring you down. People clamor for direction, while you are faced with a way forward that isn't at all obvious. Twists and turns are the only certainty. Yet you still have to lead. HARVARD BUSINESS REVIEW • JULY -AUGUST 2009 PAGE 2 Ronald Heifetz (heifetz@cambridge, leaders_hiL_corn), Alexander Grashow (ac�rashow@cambridgge_leadership .com), and Marty Linsky (magy( cambridgedeadership.com) are partners of Cambridge Leadership Associates and the coauthors of The Practice ofAdaptive Leadership (Harvard Business Press, 2009). Heifetz, the founder of the Center for Public Leadership at Harvard University's John F. Kennedy School of Government, and Linsky, a member of the Kennedy School faculty, are the coauthors of'A Survival Guide for Leaders"(HBR June 2002). Hunker Down—or Dress "beset" The danger in the current economic situation is that people in positions of authority will hunker down. They will try to solve the prob- lem with short-term fixes: tightened controls, across-the-board cuts, restructuring plans. They'll default to what they know how to do in order to reduce frustration and quell their own and others' fears. Their primary mode will be drawing on familiar expertise to help their organizations weather the storm. That is understandable. It's natural for au- thority figures to try to protect their people from external threats so that everyone can quickly return to business as usual. But in these times, even the most competent authority will be unable to offer this protection. The organi- zational adaptability required to meet a relent- less elentless succession of challenges is beyond anyone's current expertise. No one in a position of au- thority—none of us, in fact—has been here be- fore. (The expertise we relied on in the past got us to this point, after all.) An organization that depends solely on its senior managers to deal with the challenges risks failure. That risk increases if we draw the wrong con- clusions from our likely recovery from the cur- rent economic downturn. Many people survive heart attacks, but most cardiac surgery patients soon resume their old ways: Only about 20% give up smoking, change their diet, or get more exercise. In fact, by reducing the sense of ur- gency, the very success of the initial treatment creates the illusion of a return to normalcy. The medical experts' technical prowess, which solves the immediate problem of survival, inad- vertently lets patients off the hook for chang- ing their lives to thrive in the long term. High stakes and uncertainty remain, but the dimin- ished sense of urgency keeps most patients from focusing on the need for adaptation. People who practice what we call adaptive leadership do not make this mistake. Instead of hunkering down, they seize the opportunity of moments like the current one to hit the organi- zation's reset button. They use the turbulence of the present to build on and bring closure to the past. In the process, they change key rules of the game, reshape parts of the organization, and redefine the work people do. We are not talking here about shaking up an organization so that nothing makes sense any- more. The process of adaptation is at least as much a process of conservation as it is of rein- Leadership in a (Permanent) Crisis vention. Targeted modifications in specific strands of the organizational DNA will make the critical difference. (Consider that human beings share more than 9o% of their DNA with chimpanzees.) Still, people will experience loss. Some parts of the organization will have to die, and some jobs and familiar ways of working will be elim- inated. As people try to develop new compe- tencies, they'll often feel ashamed of their in- competence. Many will need to renegotiate loyalties with the mentors and colleagues whose teachings no longer apply. Your empathy will be as essential for success as the strategic decisions you make about what elements of the organizational DNA to dis- card. That is because you will need people's help—not their blind loyalty as they follow you on a path to the future but their enthusias- tic help in discovering that path. And if they are to assist you, you must equip them with the ability to perform in an environment of continuing uncertainty and uncontrollable change. Today's Leadership Tasks In this context, leadership is an improvisa- tional and experimental art. The skills that en- abled most executives to reach their positions of command—analytical problem solving, crisp decision making, the articulation of clear direction—can get in the way of success. Al- though these skills will at times still be appro- priate, the adaptive phase of a crisis requires some new leadership practices. Foster adaptation. Executives today face two competing demands. They must execute in order to meet today's challenges. And they must adapt what and how things get done in order to thrive in tomorrow's world. They must develop "next practices" while excelling at today's best practices. Julie Gilbert is evidence that these dual tasks can—indeed, should—be practiced by people who do not happen to be at the very top of an organization. As a vice president and then se- nior VP at retailer Best Buy from 2000 to early 2009, she saw a looming crisis in the com- pany's failure to profit from the greater in- volvement of women in the male -oriented world of consumer electronics. Women were becoming more influential in purchasing deci- sions, directly and indirectly. But capitalizing on this trend would require something beyond HARVARD BUSINESS REVIEW • JULY—AUGUST 2009 PAGE 3 Adaptive Leadership in Practice Best Buy I A senior vice president helped the company adapt to the reality that women increasingly make consumer electronics purchasing decisions. Beth Israel Deaconess Medical Center I The new CEO helped a dysfunctional organization created through the hasty merger of two Harvard teaching hospitals adapt to modern health care challenges. Egon Zehnder International The founder fostered a leadership style that helped the executive search firm adapt to the rise of online recruiting and competitors' IPOs. a smart marketing plan. It would demand a change in the company's orientation. Getting an organization to adapt to changes in the environment is not easy. You need to confront loyalty to legacy practices and under- stand that your desire to change them makes you a target of attack. Gilbert believed that in- stead of simply selling technology products to mostly male customers, Best Buy needed to ap- peal to women by reflecting the increasing in- tegration of consumer electronics into family life. So Gilbert headed up an initiative to estab- lish in-store boutiques that sold home theater systems along with coordinated furniture and accessories. Stores set up living -room displays to showcase not just the electronics but also the entertainment environment. Salespeople were trained to interact with the previously ig- nored female customers who came in with men to look at systems. Gilbert says that championing this approach subjected her to some nasty criticism from managers who viewed Best Buy as a retailer of technology products, not experiences. But fo- cusing on the female purchaser when a man and a woman walked into the store—making eye contact and greeting her, asking about her favorite movies and demonstrating them on the systems—often resulted in the couple's purchasing a higher -end product than they had originally considered. According to Gil- bert, returns and exchanges of purchases made by couples were 60% lower than those made by men. With the rethinking of traditional practices, Best Buy's home theater business flourished, growing from two pilot in-store boutiques in mid -2004 to more than 350 five years later. As you consider eliminating practices that seem ill suited to a changing environment, you must distinguish the essential from the expend- able. What is so precious and central to an or- ganization's identity and capacity that it must be preserved? What, even if valued by many, must be left behind in order to move forward? Gilbert wanted to preserve Best Buy's strong culture of responding to customers' needs. But the company's almost exclusively male cul- ture—"guys selling to guys"—seemed to her a barrier to success. For example, the phrase "the jets are up" meant that the top male execu- tives were aboard corporate aircraft on a tour of Best Buy stores. The flights gave them a chance to huddle on important issues and Leadership in a (Permanent) Crisis bond with one another. Big decisions were often announced following one of these trips. After getting a call with a question about fe- male customers from one such group visiting a Best Buy home theater boutique, Gilbert per- suaded senior executives never to let the jets go up without at least one woman on board. Because you don't know quite where you are headed as you build an organization's adapt- ability, daptability, it's prudent to avoid grand and detailed strategic plans. Instead, run numerous experi- ments. Many will fail, of course, and the way forward will be characterized by constant mid- course corrections. But that zigzagging path will be emblematic of your company's ability to discover better products and processes. Take a page out of the technology industry's play - book: Version 2.0 is an explicit acknowledg- ment that products coming to market are ex- periments, prototypes to be improved in the next iteration. Best Buy's home theater business was one experiment. A much broader one at the com- pany grew out of Gilbert's belief that in order to adapt to an increasingly female customer base, Best Buy would need to change the role of women within the organization. The com- pany had traditionally looked to senior execu- tives for direction and innovation. But, as Gil- bert explained to us, a definition of consumer electronics retailing that included women would ultimately have to come from the bot- tom ottom up. Appealing to female customers re- quired empowering female employees at all levels of the company. This led to the creation of "WoLF (Women's Leadership Forum) packs," in which women, from store cashiers to corporate executives, came together to support one another and to generate innovative projects by drawing on their collective experience. In an unorthodox attempt to neutralize the threat to Best Buy's traditionally male culture, two men paired up with two women to lead each group. More than 30,00o employees joined WoLF packs. The company says the initiative strengthened its pipeline of high -potential leaders, led to a surge in the number of female job applicants, and improved the bottom line by reducing turnover among female employ- ees. Gilbert, who recently left Best Buy to help other companies establish similar programs, was able to realize the dual goal of adaptive leadership: tackling the current challenge and HARVARD BUSINESS REVIEW • JULY—AUGUST 2009 PAGE 4 Keep your hand on the thermostat. If the heat's too low, people won't make difficult decisions. If it's too high, they might panic. building adaptability. She had an immediate positive impact on the company's financial performance while positioning the organiza- tion to deploy more of its people to reach wider markets. Embrace disequilibrium. Without urgency, difficult change becomes far less likely. But if people feel too much distress, they will fight, flee, or freeze. The art of leadership in today's world involves orchestrating the inevitable conflict, chaos, and confusion of change so that the disturbance is productive rather than destructive. Health care is in some ways a microcosm of the turbulence and uncertainty facing the en- tire economy. Paul Levy, the CEO of Beth Israel Deaconess Medical Center, in Boston, is trying to help his organization adapt to the industry's constant changes. When Levy took over, in 2002, Beth Israel Deaconess was a dysfunctional organization in serious financial trouble. Created several years previously through the hasty merger of two Harvard Medical School teaching hospitals, it had struggled to integrate their very different cultures. Now it was bleeding red ink and faced the likelihood of being acquired by a for- profit company, relinquishing its status as a prestigious research institution. Levy quickly made changes that put the hospital on a stron- ger financial footing and eased the cultural tensions. To rescue the medical center, Levy had to create discomfort. He forced people to con- front the potentially disastrous consequences of maintaining the status quo—continued fi- nancial losses, massive layoffs, an outright sale—stating in a memo to all employees that "this is our last chance" to save the institu- tion. He publicly challenged powerful medi- cal factions within the hospital and made clear he'd no longer tolerate clashes between the two cultures. But a successful turnaround was no guaran- tee of long-term success in an environment clouded by uncertainty. In fact, the stability that resulted from Levy's initial achievements threatened the hospital's ability to adapt to the succession of challenges that lay ahead. Keeping an organization in a productive zone of disequilibrium is a delicate task; in the practice of leadership, you must keep your hand on the thermostat. If the heat is consis- tently too low, people won't feel the need to Leadership in a (Permanent) Crisis ask uncomfortable questions or make difficult decisions. If it's consistently too high, the orga- nization risks a meltdown: People are likely to panic and hunker down. Levy kept the heat up after the financial emergency passed. In a move virtually unprec- edented for a hospital, he released public quar- terly reports on medical errors and set a goal of eliminating those errors within four years. Al- though the disclosures generated embarrassing publicity, Levy believed that acknowledging and learning from serious mistakes would lead to improved patient care, greater trust in the institution, and long-term viability. Maintaining the right level of disequilibrium requires that you depersonalize conflict, which naturally arises as people experiment and shift course in an environment of uncertainty and turbulence. The aim is to focus the disagree- ment on issues, including some of your own perspectives, rather than on the interested par- ties. But the issues themselves are more than disembodied facts and analysis. People's com- petencies, loyalties, and direct stakes lie behind them. So you need to act politically as well as analytically. In a period of turmoil, you must look beyond the merits of an issue to under- stand the interests, fears, aspirations, and loyal- ties of the factions that have formed around it. Orchestrating conflicts and losses and negotiat- ing egotiating among various interests are the name of the game. That game requires you to create a culture of courageous conversations. In a period of sus- tained uncertainty, the most difficult topics must be discussed. Dissenters who can provide crucial insights need to be protected from the organizational pressure to remain silent. Exec- utives need to listen to unfamiliar voices and set the tone for candor and risk taking. Early in 2009, with Beth Israel Deaconess facing a projected $20 million annual loss after several years of profitability, Paul Levy held an employee meeting to discuss layoffs. He ex- pressed concern about how cutbacks would af- fect low-wage employees, such as housekeep- ers, and somewhat cautiously floated what seemed likely to be an unpopular idea: protect- ing rotecting some of those low-paying jobs by reducing the salary and benefits of higher -paid employ- ees—including many sitting in the auditorium. To his surprise, the room erupted in applause. His candid request for help led to countless suggestions for cost savings, including an offer HARVARD BUSINESS REVIEW • JULY—AUGUST 2009 PAGE 5 An executive team on its own can't find the best solutions. But leadership can generate more leadership deep in the organization. by the 13 medical department heads to save 10 jobs through personal donations totaling $350,000. These efforts ultimately reduced the number of planned layoffs by 75%. Generate leadership. Corporate adaptabil- ity usually comes not from some sweeping new initiative dreamed up at headquarters but from the accumulation of microadapta- tions originating throughout the company in response to its many microenvironments. Even the successful big play is typically a prod- uct of many experiments, one of which finally proves pathbreaking. To foster such experiments, you have to ac- knowledge the interdependence of people throughout the organization, just as compa- nies increasingly acknowledge the interdepen- dence of players—suppliers, customers, even rivals—beyond their boundaries. It is an illu- sion to expect that an executive team on its own will find the best way into the future. So you must use leadership to generate more leadership deep in the organization. At a worldwide partners' meeting in June 2000, Egon Zehnder, the founder of the execu- tive search firm bearing his name, announced his retirement. Instead of reflecting on the 36 - year -old firm's steady growth under his leader- ship, he issued a warning: Stability "is a liabil- ity, not an asset, in today's world," he said. "Each new view of the horizon is a glance through a different turn of the kaleidoscope" (a symbol of disequilibrium, if there ever was one). "The future of this firm;' Zehnder contin- ued, "is totally in the hands of the men and women here in this room." From someone else, the statement might have come across as obligatory pap. But Egon Zehnder built his firm on the conviction that changes in internal and external environments require a new kind of leadership. He saw early on that his startup could not realize its full po- tential if he made himself solely responsible for its success. Individual executives just don't have the per- sonal capacity to sense and make sense of all the change swirling around them. They need to distribute leadership responsibility, replacing hierarchy and formal authority with organiza- tional bandwidth, which draws on collective intelligence. Executives need to relax their sense of obligation to be all and do all and in- stead become comfortable sharing their bur- den with people operating in diverse functions Leadership in a (Permanent) Crisis and locations throughout the organization. By pushing responsibility for adaptive work down into the organization, you clear space for your- self to think, probe, and identify the next chal- lenge on the horizon. To distribute leadership responsibility more broadly, you need to mobilize everyone to gener- ate solutions by increasing the information flow that allows people across the organization to make independent decisions and share the les- sons they learn from innovative efforts. To generate new leadership and innovative ideas, you need to leverage diversity—which, of course, is easier said than done. We all tend to spend time with people who are similar to us. Listening and learning across divides is taxing work. But if you do not engage the widest pos- sible range of life experiences and views—in- cluding those of younger employees—you risk operating without a nuanced picture of the shifting realities facing the business internally and externally. Creating this kind of environment involves giving up some authority usually associated with leadership and even some ownership, whether legal or psychological, in the organi- zation. The aim, of course, is for everyone to "act like they own the place" and thus be moti- vated to come up with innovations or take the lead in creating value for their company from wherever they sit. Zehnder did in fact convert the firm into a corporation in which every partner, including himself, held an equal share of equity and had an equal vote at partners' meetings. Everyone's compensation rose or fell with the firm's overall performance. The aim was to make all the part- ners artners "intertwined in substance and purpose:' Zehnder's collaborative and distributed lead- ership model informed a strategic review that the firm undertook just after his retirement. In the short term, the partners faced a dramatic collapse in the executive search market; their long-term challenge was a shifting competitive landscape, including the rise of online recruit- ing ecruiting and the initial public offerings of several major competitors. As the firm tried to figure out how to adapt and thrive in this environ- ment, Zehnder's words hung in the air: "How we deal with change differentiates the top per- formers from the laggards. But first we must know what should never change. We must grasp the difference between timeless princi- ples and daily practices." Again, most sustain - HARVARD BUSINESS REVIEW • JULY -AUGUST 2009 PAGE 6 able change is not about change at all but about discerning and conserving what is pre- cious and essential. The firm took a bottom-up approach to sketching out its future, involving every part- ner, from junior to senior, in the process. It chose to remain a private partnership. Unlike rivals that were ordering massive downsizing, the firm decided there would be virtually no layoffs: Preserving the social fabric of the orga- nization, crucial to long-term success, was deemed more important than short-term fi- nancial results. In fact, the firm opted to con- tinue hiring and electing partners even during the down market. Rooted in its culture of interdependence, the firm adapted to a changing environment, producing excellent results, even in the short term, as it gained market share, maintained healthy margins, and sustained morale—a major source of ongoing success. Adaptive work enabled the firm to take the best of its history into the future. Taking Care of Yourself To keep yourself from being corralled by the forces that generated the crisis in the first place, you must be able to depart from the de- fault habits of authoritative certainty. The work of leadership demands that you manage not only the critical adaptive responses within and surrounding your business but also your own thinking and emotions. This will test your limits. Taking care of your- self both physically and emotionally will be crucial to your success. You can achieve none of your leadership aims if you sacrifice yourself to the cause. First, give yourself permission to be both op- timistic and realistic. This will create a healthy tension that keeps optimism from turning into denial and realism from devolving into cyni- cism. Second, find sanctuaries where you can re- flect on events and regain perspective. A sanc- tuary may be a place or an activity that allows you to step away and recalibrate your internal responses. For example, if you tend to demand too much from your organization, you might Leadership in a (Permanent) Crisis use the time to ask yourself, "Am I pushing too hard? Am I at risk of grinding people into the ground, including myself? Do I fully appreci- ate the sacrifices I'm asking people to make?" Third, reach out to confidants with whom you can debrief your workdays and articulate your reasons for taking certain actions. Ideally, a confidant is not a current ally within your orga- nization—who may someday end up on the opposite side of an issue—but someone exter- nal to it. The most important criterion is that your confidant care more about you than about the issues at stake. Fourth, bring more of your emotional self to the workplace. Appropriate displays of emo- tion can be an effective tool for change, espe- cially when balanced with poise. Maintaining this balance lets people know that although the situation is fraught with feelings, it is con- tainable. This is a tricky tightrope to walk, es- pecially for women, who may worry about being dismissed as too emotional. Finally, don't lose yourself in your role. Defin- ing your life through a single endeavor, no matter how important your work is to you and to others, makes you vulnerable when the en- vironment shifts. It also denies you other op- portunities for fulfillment. Achieving your highest and most noble aspi- rations for your organization may take more than a lifetime. Your efforts may only begin this work. But you can accomplish something worthwhile every day in the interactions you have with the people at work, with your fam- ily, and with those you encounter by chance. Adaptive leadership is a daily opportunity to mobilize the resources of people to thrive in a changing and challenging world. Note: Some of the information in this article was drawn from "Paul Levy. Taking Charge of the Beth Israel Deaconess Medical Center,"HBS case no. 9-3o3-oo8 and "Strategic Review at Egon Ze- hnder International,"HBS case no. 9-go4-o71. Reprint R0907F To order, see the next page or call 800-988-o886 or 617-783-7500 or go to www.hbr.o HARVARD BUSINESS REVIEW • JULY—AUGUST 2009 PAGE 7 Further Reading The Harvard Business Review Paperback Series Here are the landmark ideas—both contemporary and classic—that have established Harvard Business Review as required reading for businesspeople around the globe. Each paperback includes eight of the leading articles on a particular business topic. The series includes over thirty titles, including the following best-sellers: Harvard Business Review on Brand Mina em---ent �-- t Product no. 1445 Harvard Business Review on Chan Product no. 8842 Harvard Business Review on Leadership --- ------------------ Product no. 8834 Harvard Business Review on M People Product no. 9075 Harvard Business Review_ on Measuri Corporate Performance Product no. 8826 For a complete list of the Harvard Business Review paperback series, go to www.hbr.org. Harvard Business Review To Order For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www.hbr.orq For customized and quantity orders of Harvard Business Review article reprints, call 617-783-7626, or e-mail customizations@hbsp.harvard.edu PAGE 8 City Of Ukiah Services 26 -Aug -11 Revenues Total Expenditure GF Expenditure GF Cost $ 12,953,209 $ 12,928,148 $ 12,500 $ 288,800 $ 150,600 $ 207,312 $ 179,200 $ 5,098,358 $ 108,150 $ 566,042 $ 2,990,948 $ 20,900 $ 145,003 $ 762,388 $ 23,500 $ 77,542 $ 791,696 $ 537,000 $ 546,743 $ 55,000 $ 125,093 $ 67,000 Private $ 150,662 Public $ 268,972 $ 302,300 290,748 $ 947,000 1,004,511 $ 2,915,084 $ 12,652,222 SERVICES GENERAL GOVERNMENT Planning Building Inspection PUBLIC SAFETY Police Animal Control Fire/Ambulance PUBLIC WORKS Engineering & Administration Street Maintenance Traffic Signals COMMUNITY SERVICES Parks Recreation Aquatics Sun House CONFERENCE CENTER GOLF COURSE Steps to the City of Ukiah's Restructuring Process PHASE 1 -DETERMINE PRIORITIES 1. Discuss and agree upon services to which we apply criteria. 2. Apply criteria services 3. Evaluate role of "incidental services" (e.g., code enforcement; staff support to commissions/ citizen committees; project planning/information/technical assistance for citizens re: permits, planning process; volunteer projects); parking district; airport; and utility billing.) 4. Evaluate role of general administration 5. Evaluate role of capital projects 6. Determine relative priorities for services 7. Journey Map (Sue Haun) PHASE 2 -DEVELOP RESTRUCTURING SCENARIOS 1. Determine how current spending compares with city council service priorities 2. Council discusses broad tools for staff to use for cost saving (e.g. contracting, partnerships) 3. Council gives direction to staff vis-a-vis analyses to conduct for restructuring scenarios to align expenditures with priorities. 4. Continue iterative process between staff and council to develop final scenarios. PHASE 3 -ENGAGE COMMUNITY REGARDING RESTRUCTURING SCENARIOS PHASE 4 -DEVELOP 5 -YEAR PLAN 1. Provide staff with direction for development of FY 2012/12 general fund budget. REVENUES AND SERVICE COSTS CITY SERVICES CRITERIA Totals Quality of Life Finance & Investment Consistency with Council Priorities General Total General Fund Revenues Expenditure Fund Cost Expenditure How many people benefit from this service re: to city population? (5) How well does it attract and retain new people and promote economic development? (7) Does $1 How well does invested now it achieve represent revenue increased enhancement revenue or /economy of saved dollars in scale/improve the future? services? (9) (10) How important is it to achieving annexation? (5) How important is it to focus on this service given limited staff resources? (9) 12,953,209 12,928,148 2,067,296 GENERAL GOVT 14,127 City council 59,051 City clerk 20,110 Elections 113,598 City manager 281,591 Finance 94,119, City Attorney 288,800 Planning 246,724 Human res./risk mgmt 63,267 Admin support 34,274 City treasurer 98,255 Comm.out/public info. 155,725 Information tech 390,343 Misc. gen. gov't 150,000 207,312 Bldg. inspection 8,197,456 PUBLIC SAFETY 4,795,157 Police 113,329 COPS grant 170,572 Major crimes tsk 19,300 Police reserve 108,150 Animal control 565,942 2,944,751 Fire 46,197 Fire reserves Exercise Steps: 1. Review and agree that all city services up for discussion are listed. 2. Review and agree on criteria that need to be considered in evaluating each service. 3. Review and agree on numerical weighting value for each criteria on a scale of 1-10, with 10 being high and 1 being low. 4. For each service, assess how well the service meets or satisfies the criteria on a scale of 1-10, 10 being a complete fit. 5. Multiply the criteria weighting value determined in step 3 against your numerical assessment of how the service fits the criteria. This value is placed in the box corresponding to the cross section between the strategy and the criterion being considered. 6. Total the values for each service and place that value in the last, "Totals", column. 7. At the conclusion of looking at each service against all the criteria, evaluate the options (go to Phase I, step 4). 930,891 PUBLIC WORKS 145,003 Engineering & admin 762,388 Street maintenance 23,500 Traffic signals 1,732,504 COMM. SERVICES 77,442 791,696 Parks 537,000 546,743 Recreation 125,093 Aquatics 110,000 268,972 Sun house 302,300 290,748 CONF. CENTER ( enterprise) 947,000 1,004,511 GOLF COURSE (enterprise) 3,678,306 13,329,598 RDA (prior to legislation) Housing Capital outlay Program/projects Housing bond projects Redev. bond projects Exercise Steps: 1. Review and agree that all city services up for discussion are listed. 2. Review and agree on criteria that need to be considered in evaluating each service. 3. Review and agree on numerical weighting value for each criteria on a scale of 1-10, with 10 being high and 1 being low. 4. For each service, assess how well the service meets or satisfies the criteria on a scale of 1-10, 10 being a complete fit. 5. Multiply the criteria weighting value determined in step 3 against your numerical assessment of how the service fits the criteria. This value is placed in the box corresponding to the cross section between the strategy and the criterion being considered. 6. Total the values for each service and place that value in the last, "Totals", column. 7. At the conclusion of looking at each service against all the criteria, evaluate the options (go to Phase I, step 4).