The URL can be used to link to this page

Home My WebLink About03-1-02 thru 3-02 Executive Staff Retreat "It is not the critic who counts not the man who points out how the strong man stumbles or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again because there is no effort without error and shortcomings, who knows the great devotion, who spends himself in a worthy cause, who at the best knows in the end the high achieve- ment oftriumph, and who at worst, ifhe fails while daring greatly, knows his place shall never be with those timid and cold souls who know neither victory nor defeat." &I r "" ~ Success To laugh often and much; To win the respect of intelligent people and the affection of children; to earn the appreciation of honest critics and endure the betrayal of false friends; to appreciate beauty; to find the best in others; to leave the world a bit better, whether by a healthy child, a garden patch or a redeemed social condition; to know that even one life has breathed easier because you have lived. This is to have succeeded. Ralph Waldo Emerson \6P,O\ e . City of La Porte .'~"""'>_.. ..--- if!,;' ;i: Interoffice Memorandum ! i Ii ~ lui! (:"(:"Q ')7 r;nm " IL' It. ; I ~ i To: :::~~:C:::i~ Manager's Admi~::tra:~~:::rP From: Date: February 26, 2002 I Subject: Executive Staff Retreat March 1-3,2002 Attached is the agenda for the Executive Staff Retreat on March 1-3,2002. For those of you who will be playing golf on Friday, March 1, the team list is listed below. Directions to the golf course are included in the agenda package. This will be a fun and informative retreat. I hope you and your spouse enjoy the events and sessions planned for you! Galveston Island Municipal Golf Course Tee Time: 9 am Inclusive per person (includes green fees, 12 cart, and range balls) Team 1 Mayor Malone Robert Herrera John Joerns Carol Buttler Team 2 Doug Kneupper Stephen Barr Steve Gillett Martha Gillett c: Robert T. Herrera, City ~anager Attachment I " Executive Staff Retreat March 1-3,2002 San Luis Resort Island Martha Gillett City Secret$ry ----- ---- - I e e I Executive Staff ~Retreat I Friday, March 1 9:00 am. Tee Time for Golf I 6:30 to 7:00 p.m Social Gathering 7:00 p.tn. Dinner / I Saturday, March 2 8:30 am. Breakfast I 9:00-10:30 a.m. Meeting I 10:30-10:45 am. Break 10:45 - 12:00 p.m. Meeting I 12:30 - 1:30 p.m. Lunch I 1:45 - 3:00 p.m. Meeting 6:30 p.m Social Gathering I 7:00 p.m. Dinner I Sunday, March 3 8:30 am Breakfast 9:00-10:30 am. Meeting I 10:30 - 10:45 am. Break I 10:45 - 12:00 p.rn. Meeting 12:30 - 1:30 p.rn. Lunch I I NOTE: I -Dress is business casual -Hotel: Check in @ 4:00 - Check out @ 1:00 p.m. I -San Luis Resort- 5222 Seawall Boulevard- Galveston, TX 77551- (409) 744-1500 -Luggage may be stored in hotel holding area ifrooms are not ready for check-in on arrival I -Golf - Galveston Municipal Golf Course- 1700 Sydnor Lane- Galveston, TX - (409) 744-2366 - Meeting - Leeward Room located on 2nd floor of Conference Center I I e e I I Galveston Island Municipal Golf Course 1700 Sydnor Lane; Galveston, Texas 77554 I (409) 744-2366 I 1. SH 146 South 22.14 miles 2. Take the 1-45 S ramp .14 miles I 3. Merge on 1-45 S 5.33 miles 4. Take the exit - exit number IB-towards 715t Street .09 miles I 5. Stay straight to go onto Avenue J/Broadway St. 1.24 miles 6. Turn RIGHT onto 615t St./TX-342 SPUR ." . 96 miles 7. Turn RIGHT onto STEW ART ROAD 3.05 miles I 8. Turn RIGHT onto 99TI1 STREET .29 miles 9. Turn RIGHT onto SYDNOR LANE .75 miles I I I DESTINATION: 1700 Sydnor Ln Galveston, TX I 77554 US ~,tt\APQV&:'5"-: ,- - .....-.,-- .m':f'\.~"--:;: , U: ,300m '900rt I ------.:. A . .~~ .. ,,.. ...~ -"'."~- ..,..,..- $.... I ~ ~ \.t\ Q '. .O~/-/'~ ,~/., I '/ ',~ All ria hts reserved. Use I "".....v-r.,c.-. I Subiect to L1cense/Coovrlaht ~B_"-,m I I I I e e I I I Executive Staff Retreat I I San Luis Resort, Galveston Island March 1,2002 I Fridav I 9:00 a.m. Tee Time for Galveston Municipal Golf Course I 6:30 p.m. Social- Landry's Seafood Restaurant I 7 :00 p.m. Dinner - Landry's Seafood Restaurant I ,I I I I I I I I __n________ ___ --- --------------- I e e I I I Executive Staff Retreat I San Luis Resort, Galveston Island March 2, 2002 I, Saturday I 8:30 a.m. Continental Breakfast - KiosklLeel"ard Room I Tab] Mission Statement I Organization Chart Biographical Information of Staff 9:00 to 1 0:30 a.m. I Tab 2 Leadership in Public Service- Alex Briseno, Speaker I 1 0:30 to 1 0:45 a.m. Break I 10:45 to 12:00 p.m. I Leadership in Public Service Session Resumes - Alex Briseno, Speaker I 12:30 p.m. Lunch - The Cafe I I 1 :45 to 3:00 p.m. Tab 3 Life Strategies for Public Sector Partners- I Mary Briseno, Speaker 6:30 p.m. Social- Fisherman's Wharf I 7 :00 p.m. Dinner - Fisherman's Wharf I I e e I Executive Staff Retreat I San Luis Resort, Galveston Island March 3, 2002 I Sunday I 8:30 a.m. Continental Breakfast - KiosklLeeward Room I 9:00 to 10:30 a.m. Tab 4 Discussion- Leadership in the Public Sector I . Introduce two quotes you refer .0 that help motivate you during difficult tasks or times. I . Explain the relevance of the quotes to the group. I Tab 5 . Identify a rising star on the management level. I . Describe why this person stands out from the others. . Describe what areas you want this person to I improve in. . Describe what you plan to do to continue this I person's growth. I 10:30 to 10:45 a.m. Break I 10:45 to 12:00 p.m. Tab 6 Discussion - Perceptions of Executive Staff . Introduce one word you feel describes Executive I Staff and why. Tab 7 I . Introduce one word or phrase you feel describes an area Executive Staff needs to improve in and why. I 12:30 p.m. Lunch - The Cafe I I --------------------....--- I tit " I I City of La Porte I Mission Statement I I I To be recognized as one of the top three municipal corporations I within the State of Texas. To strive for excellence at all levels and to perform our duties with confidence, creativity, and I innovation. To maintain the trust of the community in delivering public service programs timely and effectively. To I grow progressively with the community and to be responsible for the well being of our employees. I I PRINCIPLES I 1) Openly communicate with each other for the benefit of the organization as well as for ourselves. I 2) Each team member will insure that projects are successfully I completed by offering their expertise or assistance as needed. I 3) Mentor each other by providing professional development I through shared knowledge and experience. 4) Acknowledge when project . complete by a IS I communicating with the other members of Executive Staff. I lee e e II _ _ I 1.11 ~ \..' I.. 'Il 10 ~I .... f.. -:-: .:.....~ .... -~.-,.." '.; t:ro-.,:" ,. .:.'" . '..,!'" ",': ~':"'..: ,":.'~."".~-; ~ -:1; II k:.':. ~RJ=f:~~~~'<l r~.;'., : --! .~~~, ."" ,". -. ..~,~ ': ".' .". . '_h'~'-"_'~:':""":'J-.J.' II I I I ~ , ..... . I .' ELECT MAYOR AND COlJNCIL ;:, I 0 ,_."::';:.~..,;~',::~-i,-_'~<~._::':"~ ,'<'. '.':-if-. I :<. ~'-~~C~~C~~T:~~~" .:.: _:- >--Cm'ATro'RNEY-::' '.:..'..,,: t :~:~~_::.'~:':;- ::. ,J~~.\~~" . :.~, '.-- ;,; -:.;'~.)- :~ >: . L~~-:. c',': ".~~~,,':' "-" ~~'.;'k:::~,~..~ ~ ,:.,'-;j~ I I - :'~~~~~f .. ~_:.-< :~.: :~~i 'Joh_n.Joe~~.. :-:', . .'~. .} I II - r ..,,- . 10....... -J '-""';;J" - .-:..:..:11....'.,., .: .:.~ . ......:.. -:;0 .-. ~~~- _0_' ~-""-.'''''''' .f_....,;;.... ............... I ...~. _..;:..~....-l"'.... ~ I '-~'PARKsAND- :~' ~f'f' PUBLIC-WORKS- i~:t'~GoiF.criURSE.A, ~:.', .-FniE.,....-. l ;'.Ai>MiNIS1liATIVE: J. ~".CiiY.SEC~TARY. L\ '.:- 'F,iNANC~'" . 'lL . '..:' poLi~" . 1U;CREATION'f DoUgKn~PQer' Jr,: ~. 'Stev.e GiU~n ":.~'-'!~;~:: : J:UexOs~~nd: .,JT :':Joe~,aSe': it ' ...,. S~RVICES" ":..J i:" . 1\-f.ln~~C;;itiett . 'J ~~ C}'litJii.uArwDde~' j:.: . ':'Ri~hardReri:~ 'StephenBalT'jl: -..,........-- .h_..'___..~__-_: - ". -'--.... _. - ,JohnDunhUm,j': '" CnrolButtlcr ,1""'" . ,"-"...-- . ".--. .'. ,..' .'.. .-.;-,'.' .. ~_~~ ~ . . _ *.:~ ~..-' ~"2..:._ _.~.:/ _ ". .... -"." --_..- .-' ~:~ I I ' Line of Authority I Effective Date of Revision: February 14,2002 I I I I - J I l' I . Kf r~~ - - '.. 4, "'~ I' I~ 1 1 I 1 , Biographical I \ Information of 1 , I II Executive Staff I , I Ie "'~- ,,"'~-"~'.'," _..- .,_..,....... ' ,"~ ! I 1 , I I I I e e I I City of La Porte Executive Staff Biographical Information I Robert T. Herrera, City Manager (Sylvia) I Graduated from Baylor University City Manager since January 1986 Assistant City Manager for La Porte from July 1982 - January 1985 I t WI ~ I riill !!!:!H~! ~ I ~ I! ~ I ~ ff@ I ~i rfJJ 1!Nl1@Jj fiill ~ fFrilllfN1 if&) ff@ ff.2l r@jlifQl I John Joems, Assistant City Manager (Jackie) < Graduated from University of Texas I Assistant City Manager for La Porte since October 1986 Director of Community Development from October 1983 - August 1986 Graduate Engineer from October 1980 - October 1983 I I ffJ ! ! ~ rmJ !!tilll ITmJ rmJ ! !"@J I ~ I fii1 II f5JJ I ! r2J ! rrilllr&1 H~J r ["rID I fEUl rB1Il r@ I rral i rml1 mIl ! ~ ! jC;J I: r:!J I Carol Buttler, Director of Administrative Services (Alan) Graduated from University of Houston I Director of Administrative Services since April 2001 Oversees MIS, Human Resources, and Purchasing City Manager's Administrative Assistant from October 1998 - April 2001 I City Manager's Secretary from June 1993 - October 1998 r;=;-;, ,-",,....,: :~f'Fr5lf........tr="1 ..-J,,....,. ~~!........!,--,.,9fFr51rFr51rFr51' - '=1-'= r=;-: r.......1 ,i r.ltft~lir.J111rI!1 fill.! piJl!q::!.Ji\R!!i,,",..i ;t!r-";llfFJ ,I ~~llruq~!1f!iJ I~J~.H@;!JI~ l@li'2ilfiillp~l@. ~ ' -... , i--..i." :..=.oj "---~ . '-Ji 1 L-J . -- f L::::... ' '--'- i ~I L=..l . - f ~ ......,. ----..r: 0.-.: --I L..-l-...! L=..: L-, I Cynthia Alexander, Director of Finance Graduated from Jackson State University I Director of Finance since April 2000 Oversees Accounting, Tax, Cash Management, Utility Billing including Meter Readers Senior Accountant from March 1987 - August 1988 I Accounting Clerk from May 1982 - March 1987 '";'::..,i ~ r="i rr.::il m51"=" ifrffi r= 1""71 fRl '"=' rr.:i1 ~ r - . r;::::;"l.~ f[I rF@r=.-; IT&ll"mIl r--:1 fi51 ~ I ii~II~I~~,~II~i~I~I~,~II~!~I~{~I~I~~!~i~,~~!~!I~!~ Doug Kneupper, P.E., Director of Planning (Diana) I Graduated from University of Houston Director of Planning since June 1998 Oversees EngineeringIPlanning Division and Inspection Services Division I City Engineer from 1996 - June 1998 ~l~~~~!~t.~,~~~~~\r~.l~~'~f~l~tr-ll-II_'~~;~I~ ,;~!; i i ~ 1: n.ii! R! [~[, ~i; p-,.):; IrJ!:: rJ \ 1: ~.: i lltS'!! r.:.!J i~ Hi ,'.1 lln:JI:fEi2j I (l".J, ,I r:d w.~! :p".': I ff.Q., r!2:!) i; ru;~, r.il I ;~~~lt.._,l~~f......-,.L..--i~::::::"'l.---'~i::=.f~~~t.::.::.i..~i~j~t' .""'-'j -, -..-..;~~~!~ I e e I ~~~~~[~i~~~~~.~~~'~I~~~~~~'~tl-!~.~t : rF.i j ~! ~ l rFJ il!r..lt. r~ II ~! ffQ.J r fiD li~ f r rJ l! ir-J ij i roll i~l: I riJ .tffiL (ffjlt I rFQj I Ri, .1l:=J! [ff!.i II f').l, f~ I i!:8l~ ;~, . :t..::=..!.........t.=J I ~ r.-..!~,~t- ~.~I'--"f'r.-.t~r...==..'--.-:-___:...::::JL..:.::;j .'--1L--L--:.~. I Steve Gillett, Director of Public Works (Martha) I Oversees Public Works Administration, Street Maintenance Division, Equipment Services Division, Water Production Division, Water Distribution Division, Wastewater Collection Division, Wastewater Treatment Plant Division, Solid Waste Division, I Airport, and La Porte Water Authority Operations Graduated from Texas Lutheran College Director of Public Works since November 1986 I Assistant Director of Public Works from November 1981- November 1986 Project Coordinator from September 1980 - November 1981 I ~~fFdlr~.f~Jl@~ @@lJ~lnm[@1J~J[@fr@J@lJ~~ , Stephen Barr, Director of Parks and Recreation (Marcy) I Graduated from University of Houston Director of Parks and Recreation since July 1994 Oversees Parks Maintenance Division, Recreation Division, Special Services Division, I Sylvan Beach Division, and La Porte Recreation and Fitness Center Division ~~-~~~~~~~~=~~~~~~~~==~ ~ 'I [[ill I 'till i mJ ~ q B I ~ I rrw Ii ~ i! rFJ t drilll ffdl'!"rJ I! r;:.J!j rru I !\'';:;'l fF.ill ~ fiiJ : rBlJ n.d l]1lj fNll rr:ill,fnJ I ! ,I..:::.l _ L.! !..!::::U ! - !.I:::::.I L!:::::U ! '-' i ~ l.=.J '---.ll.=J : J..::J 1l.S ! 1..-. I t==.: I l..:::.I' = '- I . l!:::.. I Martha Gillett, City Secretary (Steve) I Graduated from Texas Municipal Clerks Certification Program and Professional in Human Resources through Society for Human Resources Management City Secretary since June 1997 I Oversees City Secretary Office Operations and assists City Council Assistant Human ResourceslRisk Manager from February 1985 - December 1988 Personnel Liaison/Public Works from November 1981 - February 1985 I ~;-1'~'~~=~:~'~'-'1~1~1~1~'~'~"-"~=~'-1~=~ :!r..!ttln.li!~ilrtll ~1rr;lHriiti!:=J!!r";fpc:-!Jw"tj,!r;:J1Wu jl 'IlnJ IIr:dn~l'P'ii 1~!@!!!~Irr:JH~:~ i\~-'~ ~ '~~ 11--:--'-- -....l ~:.:=J!~' ;...... ~ t.=.J-- - ~ !""'-! .!_..l I John (Champ) Dunham, Assistant Fire Chief (Pam) Graduated from San Jacinto College Assistant Fire Chief since January 1981 I Oversees Fire Suppression Division of the Fire Department Fire Engineer from 1973 - 1981 Humane Officer from 1975 - 1973 I f r&J! ~ I@JH@I!rillI[[ill!!c:!1!@llEJ Ii ~ l~ I ~l r21j!Nt] @I~!~! rrm! @ll ~ ~~ I rrm!@.!@ I Joe Sease, Director of Emergency Services (Joyce) Director of Emergency Services since March 2000 I Oversees Fire Department and EMS Division Volunteer Fire Chief since 1974 '~r~1~~~~~I~f~~~~I~~~1~;~[~~~~~9~~~~!~ I ' ("',,}.; ~ i ru! l [~} \; n.J '; f I r~! ~; r.::J! f r-J i I ~ t:.J i j f\.,,: t; i r~: ~ f; t;.~. f: ~ n.: t i f r~', ~ J ~ ~ I ~ rJ!, 1 t raJ~, ~ j ~ t! r;dJ {i: rJ l ~ ru ~ i C:!.J l ~l ~! t rw ~ j fnl ~ ....:::=._,.. ~ ~;_'~!-i~~; !~~ ~~;~:=..; ~..==.. ~.- I - ::...-0 ~r"",-,}. ~ 1~~li"";"': tt=.. I e e I ~~~~I"~~~~_ -~~r~j~i~~~~~~t~:Z~~~~~ " ,;.\ ff rr;:1f !"F1! f ffd1 ! i !:::.h Iiilll res I r~.i! fiJ I fF.i!! p.J d ~ r:.:. If E!dJ 1 rriJ Ii fff . i ....1; ! r;=J! H ~ if r..: l Ii r.:dJ I !1[: !["r:, ; , ~ i : 8J ,'~:r~---t..=::::.,1 - ~~:...-.. '-,~ ,~tr~' ____i.s.-.,!'J ;r~-,~---~~t~ -i.--..JL--.:..J.,~1L--.J:i.---. I Richard Reff, Police Chief (Patricia) I Graduated from Abilene Christian College Police Chief since July 1999 Oversee Police Department Administration Division, Police Patrol Division, Criminal I Investigation Division, and Support Services Division r~lj~..~rwl'_i~I~I~'r_if@'I_"~'~!j~'~!~!~I~'~i~'I~i'~l~~ -: r..: ,~)h lj, C!dJ!, l""...; ! ri.l!! ~ lll!d.l r r'-" I I r::u: {U I rti ~ 1!:!::.1 !!::!! i r..! , r..' q N.! :1"'..;\ Ii r::!J Ii ~ !1l~J' i i L:.::.., ~ ~. ~ t.lo..oo-'- 'L:::::.J ' - ; - i--' ~ l.-..> ,- -- l..;;;;;;..1 . - ~ I '--"' I ~r t..=.l ~ t..=. I Crystal Scott, City Manager's Administrative Assistant I Attending San Jacinto College Central City Manager's Administrative Assistant since November 2001 Assistant City Manager's Secretary from November 1998 - November 200~1 I Inspection Services Secretary from February 1996 - November 1998 Communications Technician from June 1995 - February 1996 I I I I I I I I I I I I >"~ i I 'h. I I I f_ I I I I I Leadership in I Service I I . I I I , I I I I e e I I Leadership in I I Public Service II I . The Nature of Public Service I - Public Service has special demands and requires special people. I . Challenges Facing Local Government I -Cities function in a uniquely challenging environment. I . Ten Elements of Leadership: A Formula for Success I - Leadership principles that work! I . The Power of Teamwork I - Meeting the challenges with a motivated, high performance team. I I I I I I .:<.:" I., . "1:'~: I I I; 1 I 1 ' I '.: :...., ~.._: ;.~ .... .....,LtfeStrategies I I 'foI'Public. Sector 1 ' ' , .<., ' ," .' '. ;.,;j;;~;,&V,(,p,artners ' ' '. ,,_,"'.- p' _",.,1 t-! <. ~. .,' , 1 ' .. '::""'(::,\;~~!i;~;,~.:':. , ?Ji~ . I I I " I I I I e e I I Life Strategies for I I Public Sector Partners I, I . Teambuilding I - The Importance of Family Connections I . Coping Skills (Tap Dancing is Exhausting) 1 - Being informed about the city - Establishing Personal Policies to Manage Your Life I - Be a duck... Staying calm on the surface while you are paddling like crazy underneath 1 . The Art of Small Talk 1 - Effective interaction in social environments I . The Role of Ambassador I - The spouse as an emissary for the city I I 1 I I. e 'J If I I I" ~,;'. I . '. I ,~ .t~ 'i. I' <~. I t'''' :I'f" I , I Motivational \ I '\ ' ~~; I :.,_t::, " Quotes " \ I \ I .'- \ I I .m ,.._~_ . .. j . , I I 1 I I I I e e I I Cynthia Alexander I . Introduce two quotes you refer to that help motivate you I during difficult tasks or times. Explain the relevance of the quotes. I~ - "I can do all things through Christ who I strengthens me; and I AM an OVERCOMER" I - His Grace is Sufficient, so I have the Grace to handle it, and This Too, Shall Pass" I I I I I I I I I I I - e Stephen Barr . Introduce two quotes you refer to that help motivate you during difficult tasks or times. Explain the relevance of the quotes. - "The true test of character is not how much we know how to do, but how we behave when we don't know what to do." - "Those who cannot remember the past are condemned to repeat it." I e e I Carol Buttler I . Introduce two quotes you refer to that help motivate you I during difficult tasks or times. Explain the relevance of the quotes. I - "Time management requires focus on effectiveness, I results, and relationships - not solely on time, efficiency, and things." "The bottom Jine in time I management is results." . Reading this quote from previous maliagement training (by Joe Gonzales, The Management Connection) was very I liberating for me. . By refocusing my thought process to consider time I management as achieving results, I was able to believe and feel that I was more effective as a staff member. I was able to see beyond the calendar, the constant I interruptions, and general issues of day-to-day operations. . Although I do not relate this quote word for word to I department staff, I do stress the importance of planning; organization; and follow through skills on assignments; I and working with fellow employees to achieve desired results. I "You must do the things you think you cannot do." . I intend sharing these quotes with Administrative Services I Department staff as guidelines for them to support the City's Mission Statement. I . This statement is very brief but powerful and extremely motivating for me. This quote creates an imperative and I sense of urgency to build my confidence level when I falter. As I refer to this positive statement, being creative, innovative, and striving for excellence in perfonning my I duties appear more attainable. I have indicated to my staff that there is a need to emerge from the "tunnel" and "expand our horizons" in dealing with assignments. I I ----------- I e e I ,J, I Champ Dunham I I . Introduce two quotes you refer to that help motivate you during difficult tasks or times. Explain the I, relevance of the quotes. I - "Well done is better than well said." I · Simply stated, talk is cheap, which is probably another famous quote. To me it means that rather I than dwell on what one might do, it is better to just do it. I - "Push, pull, or get the hell out of the way." I · My father was the fIrst person I heard use this phrase, and it has stuck with me all my life. Tome I it means don't stand around talking about something, figure out what needs doing and get it done. I I I I I I I ------------- ---- I e a I I Martha Gillett I I . Introduce two quotes you refer to that help motivate you during difficult tasks or times. Explain the I, relevance of the quotes. I - "It is better to light a candle than to curse the I darkness. " · This quote helps me to look towards the positive I side of things and look for solutions when dealt with a difficult situation. I - "The art of being wise is the art of knowing I what to overlook." · This quote helps me to overlook things that I consume and waste time and really don't mean anything in the large scope of things. Save I battles for meaningful issue I I I I I I I e e I I Steve Gillett I I . Introduce two quotes you refer to that help motivate I you during difficult tasks or times. Explain the relevance of the quotes. I I - "First ask yourself: What is the worst that can happen? Then prepare to accept it. Then proceed I to improve on the worst." I - "No matter how dark things seem to be or actually I are, raise your sights and see possibilities - always see them, for they're always there." I I I I I I I I I e e I ~" I Doug Kneupper 1 . Introduce two quotes you refer to that help motivate you 1 during difficult tasks or times. Explain the relevance of the quotes. I, "The greatest mistake a man can make, is to be afraid of I making one." - It's not that I enjoy making mistakes or that I need a good excuse when I do make them; mistakes are inevitable. Our actions I shouldn't be controlled by the fear of making a mistake. Instead, our actions should be from the heart and focused on where we are I trying to go. When a mistake is made we should first of all, learn from it. Then, get over it and move on. I I "Obstacles are what you will see when you take your eyes off your goal." - Successful pursuit of our goals is a very effective way to keep us I motivated. Too often, a good amount of resources are used overcoming obstacles. Sure, obstacles always show up on the way. I to our goals. We need to make sure we don't spend our resources overcoming obstacles that don't get us any closer to our goals. I I I I I I I e e I I I Richard Reff I I . Introduce two quotes you refer to that help motivate you I during difficult tasks or times. Explain the relevance of the quotes. I - "Ruck up and Charlie Mike" - "Without stability of character you will not survive. I Without the nobility of character you should not survive. " I I I I I I I I I I I e e I I Crystal Scott I 1 . Introduce two quotes you refer to that help motivate I, you during difficult tasks or times. Explain the relevance of the quotes. I - "If you are not a part of the solution, you are part 1 of the problem." - "Never waste today on yesterday." I - "No one can ride your back unless it is bent." 1 I 1 1 I I I 1 I I I e - I I Joe Sease I I . Introduce two quotes you refer to that help motivate I you during difficult tasks or times. Explain the relevance of the quotes. I I - "Success doesn't happen over night, it happens over nights" I I - "It is amazing what can be accomplished, when you don't care who gets the credit" I I I I I I I I I I - e I I John Joems I . Introduce two quotes you refer to that help motivate you I during difficult tasks or times. Explain the relevance of the quotes. I - "Let's see action, let's see people." I I - "Well then my dear, there'll be pork in the trees come morning." I I I I I I I I I I I I e e I I Robert '1'. Herrera I I . Introduce two quotes you refer to that help motivate 1,- you during difficult tasks or times. Explain the relevance of the quotes. I I - "Watch your thoughts, for they become words. I Choose your words, for they become actions. Understand your actions, for they become habits. I Study your habits, for they will become your character. Develop your character, for it becomes I your destiny." I - "Y ou have nothing to fear but fear alone. Do those things that you fear and the death of fear is I certain. " I I I I I I e . ili , .) ~i ~\, \!If" L' Management '~Level Rising Star \ , \ \ \ \ 1 ,I '.. --------------- ---...-- ---------------- I e e I I Cynthia Alexander I I . Identify a rising star on the management level. - Shelley W olny, Investment/Budget Officer I, I . Describe why this person stands out from the others. - Shelley stands out because of her initiative, personality, I intelligence, and ambition. She is extremely motivated, and has an excellent work ethic. I am proud of her growth and development I with the City. . Describe what areas you want this person to improve in. I - The main area I want Shelley to improve in is the supervision of I others. I plan to help in this area by slowly giving her people to supervise, probably beginning with a paraprofessional or professional level employee. I . Describe what you plan to do to continue this person's growth. I - I am currently and will continue to mentor and groom her - this I includes providing educational opportunities as well as networking with her. I have selected her the Co-Chair of the Texas GFOA Scholarship Committee (along with myself), and I am slowly I allowing her to take over. I have ensured that she's joined several other committees and she is an active participant. I am also I discussing managerial issues with her as a method of introducing, teaching, and training her for upper management. I feel that at her I age, if we continue in the present vein, she will eventually make an excellent Director of Finance. I I e e Stephen Barr . Identify a rising star on the management level. - James Eastep is the new Assistant Director of Parks & Recreation. . Describe why this person stand out from the others. - James stands out because he is new to the City. All of the other managers in the dep& huent have been public servants for many years (average 17 years). - His background is in parks maintenance, with over twenty years in the commercial landscape and design business. He brings a wealth of experience to the table, but that experience i.; fairly one- dimensional. He has used his knowledge to make some needed improvements to the City in the area of grounds maintenance methods and procedures. James has excellent public relation skills and works well with people. He is willing to learn new things and to expand his knowledge of parks and recreation areas beyond parks maintenance. . Describe what areas you want this person to improve in. - James has limited experience as a public servant. He needs to develop a sense of the interaction between the administrative and political realities of a public servant. As public administrators, we use a framework of rules, policies, procedures, ordinances, laws, as well as relationships with peers, superiors, and political entities to accomplish our tasks. Developing a balance between the administrative effectiveness of a decision with the potential for political fallout is a learned art. - James needs to work on his computer skills, particularly in the areas ofMS Word and Excel. With hard work he can improve his writing skills in composing written correspondence. . Describe what you plan to do to continue this person's growth. - James needs mentoring in several areas. The first order of business is getting a handle on the myriad City policies and procedures, from personnel and purchasing, to council agendas, etc. James will enroll in some computer classes to improve his skills in that area. I plan to work with him to get him up to speed on the nuances of public administration. With additional training and experience, James can become an even more valuable member of the executive staff and the La Porte community. e e Carol Buttler . Identify a rising star on the management level. - Of the three (3) division managers within the Administrative Services Department, I have selected Susan Kelley as a rising star, although she is not the only manager of the group who exhibits potential. . Describe why this person stands out from the others. - Susan has 10 years of experience with the City of La Porte and over 9 years with another municipality for a total of 19+ years in municipal government. She has experience with presentations to senior management and City Council, as well as, interacting with employees at all levels on a daily basis. - She embraces new ideas and accepts recommendations for improvement positively. She has the desire to succeed not only with her career in the Purchasing field, but also as a part of the City's management team. Susan is firm when dealing with vendors and departments to protect the City's interests, but is willing to be flexible when "gray areas" are appropriate. - Susan has been accepting of my mentoring efforts and has reciprocated these efforts when I have been in need. . Describe what areas you want this person to improve in. - I have asked Susan to improve in mentoring her own staff, becoming more visionary, and anticipating more detailed information needs by her supervisor and senior management. I have asked Susan to assist with projects and to attend meetings in my place that are outside her area of expertise, but that use skills she has developed in her position. . Describe what you plan to do to continue this person's growth. - To continue Susan's growth, she is pursuing certification in Purchasing Management, and is expanding the growth of her staff. I am attempting to provide her the resources she needs to accomplish these goals. By increasing the variety of her duties and having her expect more of her staff, I should be able to rely on her to act as an Assistant Director when needed. - Currently, we also are developing her management skills to increase her comfort level in the role of a division manager. I e e I I Martha Gillett I . Identify a rising star on the management level. - Sharon Harris, Assistant City Secretary I . Describe why this person stands out from the others. I, - Sharon has an extremely large desire to learn and be a great leader. She views her position at the City of La Porte as an opportunity I and wants to know all aspects of the City Secretary's Office as well as the entire City. She has enrolled in the Texas Municipal I Clerk's Association Certification Program. She would like to gain all the knowledge, experience and expertise to become the next City Secretary when I retire. She has the respect of her staff due I to treating them with respect. She likes working in a positive environment and never meets a challenge that she can't find a solution for. She wants the job done right and improved on the I next time it is done. She is dedicated to serving the public and co- workers. I . Describe what areas you want this person to improve in. I - I would like to see Sharon not be so critical of herself and allow herself the opportunity to learn without the burden of worrying I about the knowledge she has not yet gained. As she grows in her position, I want her to keep in mind balancing both work and home life. I . Describe what you plan to do to continue this person's I growth. - In addition, I want to afford her more opportunity to interact as 1 part of the Executive Staff Team. She is new to this position and I don't feel she has been fully accepted as an assistant member of Executive Staff I recognize her talents and want her to have the 1 opportunity for others to recognize her abilities as well. I plan on continuing to provide Sharon with the opportunities to - 1 learn all areas of my office. I will work with her to develop a schedule for obtaining her certification. I will place her in charge of projects so she has the opportunity to demonstrate and gain I additional leadership skills and opportunities. I e e I I Steve Gill ett I I . Identify a rising star on the management level - Ray Mayo is the Water Production Supervisor in the Utility Division of the I Public Works Department. . Describe why this person stands out from the others. - He performed the duties of this position for quite some time before the I position was created during the budget process. He is a past Employee of the Quarter and can be counted on to always perform a ta&k willingly and to the best of his ability. I - Ray is constantly striving to improve his division by looking at new techniques and procedures. He is very cognizant of his responsibility to I safeguard the City's water supply and always keeps abreast of new and changes to regulations to make sure the City stays in compliance with all State and Federal mandates. He was instrumental in the City being able to I acquire the Superior Water Rating from the State after many years of trying. . Describe what areas you want this person to improve in. - We would like to see Ray be given more opportunities in areas of the Utility I Field outside of his area of expertise. Additionally, as his experience grows, we feel he should be given the opportunity to branch out into other areas of Public Works in order to prepare him for a larger role in the Department I and/or City. He has the ability, we feel, to handle any task given to him. . Describe what you plan to do to continue this person~s growth. I - Ray has been given a lead role in construction contracts on several CIP projects relating to his Division. He has performed these duties in such an excellent manner that the City's consultant has tried to hire him for I inspections of similar work. We intend to continue allowing him to participate in this type of activity and to introduce him to other areas outside his professional expertise. He currently participates in other areas of Utilities I by periodically performing Standby Duties on nights and weekends. This has given him additional exposure to other areas of the Utility Field. - We feel Ray has the potential to move into increasingly responsible roles I within the Public Works Department and, possibly, within other Departments of the City. Additional training in supervision, personnel issues and construction management will expand his abilities and value to the City. We I will continue closely monitoring his progress, training needs, and always be available to mentor Ray in accomplishing his and the City's goals and objectives. I - Ray exemplifies the quote from General George S. Patton: "Never tell people how to do things. Tell them what to do and they will surprise you with their I ingenuity". With Ray, this is something we have come to expect. I e e I Doug Kneupper I . Identify a rising star on the management level. I - I have identified Gwen Goodwin, City Planner, as the Planning Dept's Rising Star. I . Describe why this person stands out from the others. - She is recognizable as a rising star because she brings a I professional, calming presence to the depal uuent. I believe it is her level of formal educatio~ her years of experience and her maturity that affords her this distinction. I . Describe areas you want this person to improve in. - There are specific activities within the Planning Dept. that need to I be improved upon and I believe Gwen will be able to meet these challenges. I - She will need to develop a strong rapport with the Planning & Zoning Commission. They will need to rely on her professional opinions and her thoughts regarding many development related I actions. In turn, Gwen will need to be able to interpret directives from the Commission and conversations with the members and I gain their trust as a professional staff member. - Gwen will need to attain a strong command of the Zoning Ordinance and Development Ordinance. This will allow her to I demonstrate confidence when discussing development issues. In addition, a thorough knowledge of the Codes will help Gwen I recognize the shortcomings in the documents and recommend changes. - Gwen will need to bring some consistency to the development I review and authorization process. Currently we have good Codes to follow and enough personnel; however, we seem to not follow I through on key issues. . Describe what you plan to do to continue this person's growth. I - To promote Gwen's growth, I plan to create a motivational climate. Utilizing empow\:,uuent techniques, I will provide training in all applicable areas and provide resources to get the I jobs completed. Since genuine and lasting motivation is internal, and only comes from within, I plan to exchange the effort, I productivity, and quality services that Gwen will provide with compensation, recognition, and encouragement to promote self- worth. I I e e I Richard Reff I . Identify a rising star on the management level. I - Ron Parker. Ron came to work for the City of La Porte Police Department in 1984, promoted to Sergeant in 1991, and then to Lieutenant in 1997. Ron I served in the capacity of a Patrol Supervisor and on June 2000 I reassigned him to the position of Support Services Lieutenant. . Describe why this person stands out from the others. I - Ron stands out due to his dependability and commitment to the City and the Police Department. He has good organizational skills and prioritizes his work I to ensure that projects are met in a timely manner. He has quickly adapted to his new position and after a short learning period has excelled in the position. In Support Services he is involved in the administrative aspects of the Police I Department and is considered a member of the Administrative Staff. He has demonstrated the initiative and desire to improve and learn the various demands of the functioning of the organization. He has been doing an I excellent job and is the reason I recommended him for Manager of the Year 2001. I . Describe what areas you want this person to improve in. - I have a hard time trying to pinpoint a particular area that I feel that Ron I needs to improve in. Ron has been perfvl1uing his duties in an exemplary manner. He takes on new assignments willingly and asks for more.' I just would like to see him continue to grow and gain experience in the I administrative functions of the Police Department and its relationship to the City. . Describe what you plan to do to continue this person's growth. I - I have sent Ron, along with my other Lieutenants, to the Command Staff Leadership Series Training conducted by the Law Enforcement Management I Institute of Texas (LEMIT). I have also sent him and require him to attend Civil Service Seminars and other management related courses. - I intend to continue to send him to additional schools, the primary being the I Leadership Command College conducted by LEMIT. This particular course is a hard course that gives the student nothing; he has to earn his grades by I demonstrating accepted principles. I will also send him to the new series of Command Staff Leadership programs provided by LEMIT. Ron is involved in the major functions of the Police Department and I will ensure that he I receives challenging assignments that will give him a greater appreciation for the administrative functions of the Police Department. As the Support Services Lieutenant, I will see that he becomes more involved in the budget I process beyond that of only considering the needs of his single division, but how that has to integrate with the overall needs of the Police Department and I its integration into the overall City budget. - I am very pleased with Ron's development and progress as a manager within my department. I e e I 1 Joe Sease I I . Identify a rising star on the management level. - Ray Nolen I, . Describe why this person stands out from the others. I - Ray has shown and taken an increased role in management at EMS. I . Describe what areas you want this person to improve in. I - Ray needs classes in the areas of justification, accountability, and 1 marketing. I . Describe what you plan to do to continue this person's growth. - In order to continue Ray's growth, I plan to assign more projects to I Ray and to suggest seminars that he can attend. I I I I 1 I I eii.... ... \ Executive Staff \ \ ! 1 i .,''',.,.",...."..:.~." ,,'. I ! i \ t ! ! ~ \ \ i , e - Cynthia Alexander .. Word describing Executive Staff - Effective · Webster's Dictionary defmes the word "effective" as (1) producing a decisive or desired effect; (2) impressive, striking: (3) ready for service or action. · Executive Staff easily fits into all of these descriptions. Since becoming a member of Executive Staff, I have witnessed the group: - detcl1uine needs (needs assessment). - set group and personal goals. - set priorities and personal goals. - turn adversity into advantage. - use appropriate educational means in a memorable and attention-getting manner. - master people management. - conduct and contribute to meetings. e " Stephen Ban4 Word describing Executive Staff - Responsive . Responsive is defined as : (being) able to receive and respond to external stimuli. . From a positive point of view we, as a group, are responsive. We can bring a lot of information, knowledge, influence and manpo\\Cer to bear on a problem or situation that needs attention. We have a huge collective knowledge base from which to draw, and expertise in many areas individually, from computers to engineering concepts; from fire suppression to water well regulations; from bond analysis to open records. . From a negative point of view, we oftentimes have difficulty recognizing or tend to ignore a potential problem or situation before it becomes a real one. We tend to be reactive rather than proactive; we generally wait for a problem to come to us before we begin to try solving or working to improve; we are generally responsive to situations rather than actively anticipating and preparing contingencies. One way to counter this image as a group would be to begin looking at areas that may need attention and try to come up with ways to do things better before some event happens that forces us to deal with making it better. . One of the precepts of our Mission Statement is to "deliver... programs... timely and effectively". The ideal interpretation of that portion is to be actively responsive to the needs of our stakeholders; to be responsive. I think we meet this area of our mission very well. . Another of the precepts of our Mission Statement; "to perform our duties with ... creativity and innovation" relates, I think, to being proactive in dealing with issues, problems, or just everyday operations; with a genuine respect for the impact our actions can have on reducing the impediments to citizens and business interests of our City. I think this is how we begin to build trust in government, and is an area of our mission that could be improved on by our staff . Executive Staff is improving more as a team. Staff seems to be melding as a group. We are more willing to consider the others viewpoint. I e . I I I Carol Buttler I .. Word describing Executive Staff I - Cohesive I · Cohesive is synonymous with unified, solid, consistent. I . My observations are that while Executive Staff is composed of individuals with various interests, I issues, and values, we do come together when needed. Not only have we improved our mentoring I efforts of each other, but also I believe our tenure has been a contributing factor in becoming a more I cohesive group. I I I I I I I I e - Maliha Gillett . Word describing Executive Staff - Motivated . Executive Staff are motivated individuals in many ways, such as: < - To do a good job - To learn - To grow - To serve all citizens - To accept responsibilities - To accept change e -. Steve Gillett . Word describing Executive Staff - Individual . The word individual describes the Executive Staff in various ways. As individuals, each inember of staff brings a unique and different perspective to the group. As individuals, each member can contribute ideas and solutions to individual challenges as well as to problems that embrace the entire city. . As individuals, staff members can relate to other staff members in new and innovative ways, and can contribute to furthering the knowledge of all members in areas outside their expertise. The group is made up of a unique group of individuals, who bring their own unique knowledge and experience to bear on a wide variety of issues. Without this individuality, the group would not be the effective and innovative group that it is. e -. Doug Kneupper . Word describing Executive Staff - Social . The Social aspect of people has a lot to do with the way we communicate with each other. Through Social avenues and gatherings we develop relationships and a better understanding of each other. Having a frrm foundation Socially, can improve our abilities to communicate with each other. Effective communication is important to a successful working team. . Too often, the work environment has no time for the development of Social relationships. Projects and deadlines receive the most attention and investing time in honest, trusting relationships is overlooked. While not a top priority within our working environment, Social relationships should not be overlooked. . The time that Executive Staff spends together is very important. The weekly meetings, time before Council meetings, retreats, etc. are all opportunities for us to foster and develop our relationships, in the working environment along with the Social environment. e . Richard Reff .. Word describing Executive Staff - Open . I describe Executive Staff as open because it was the fITst thing I felt when I came to work for the City of La Porte. The staff continues to have this open attitude about it that I feel is the reason why it is successful. I have participated in a number of meetings in which there seemed to be a closed attitude. In that environment there is no honest or real exchange of information or communication. That attitude encourages withdrawing from the group, protection of personal agendas, closed minds to new concepts and suggestions. . I feel that the open attitude of the Executive Staff encourages communication, interaction, support, and willingness to try something new or innovative. It is that element that facilitates the staff in becoming a team that is supportive of each other and the goals of the City. It encourages its members to be aware of other issues within the City and how each may be able to assist the other. This open attitude allows for exchange of thought, without fear of ridicule. To me, it is the key element to allow for the other aspects of the staff to work. e - Crystal Scott . Word describing Executive Staff - Innovative . Innovative is defmed "as to introduce as or as if new; to effect a change in." · The City has been recognized for numerous accomplishments due to the leadership and innovation of Executive staff such as: - TML Excellence Award - Superior Water Rating - GFOA awards - EMS award - Production of the marketing La Porte CD - Marketing booth at TML Annual Conference showcasing La Porte - Promotion of the bond election I e - I I I Joe Sease I .. Word describing Executive Staff I - Improving I · Executive Staff is improving more as a team. Staff seems to be melding as a group. Weare more I willing to consider the others viewpoint. I I I I I I I I I I I I e - I I I John Joems I . Word describing Executive Staff I - Committed I · Executive Staff is committed to making a difference in La Porte to our profession's ability to impact lives I within the community. Executive Staff does not only see La Porte as a career stop. We believe in the City I Manager form of Govcuilllent. I I I I I I I I I I e - Robert '1'. Herrera . Word describing Executive Staff - Maturing It , Areas for \ 1 Improvement of .... \ '\ Executive Staff \ \ ! , " .1.. ... I e . I' I I Cynthia Alexander I I' .. Word or phrase describing an area you feel Executive Staff needs to improve in I - Understanding I · A very old song begins with the phrase "Understanding is the best thing in the world", and I I fmd that to be a very true statement that is diligently exercised by our Executive Staff. Although there are I still a few of us who are learning new things about other departments every day, many of us have a I thorough understanding of the city's "Big Picture". This is continually evidenced by the practice of I "Thinking Outside the Box" - and making suggestions, giving constructive criticism, and solving I problems in areas that we are not primarily responsible for. I have experienced this as recently as I a week ago - when I sent out notices to a mobile home park that their water services would be I discontinued in ten days. The calls started to come in and immediately I had assistance from three members I of Executive Staff - and we were able to successfully deflate a potentially explosive/embarrassing situation. I They all understood why I had taken the actions I took, and I now understand why they reacted the way they did. I I I e . I I I Stephen BaIT I I . Word or phrase describing an area you feel Executive Staff needs to improve in I - Proactive <, . Proactive means acting in advance to deal with an expected I difficulty; anticipatory. As a group we can bring a lot of information, knowledge, influence and manpower to bear on a I problem or situation that needs attention. However, we oftentimes have difficulty recognizing or tend to ignore a potential problem or we generally wait for a problem to come to us before we begin to I try solving or working to improve. . One way to counter this image as a group would be to begin I looking at areas that may need attention and try to come up with ways to do things better before some event happens that forces us to deal with making it better. We could start by spending more I informal time with each other, either 1 on 1 or in smaller groups. Sometimes just talking about issues and getting another perspective on a problem can trigger the thought process and I generate a solution to a particular problem. . We could participate in a variation of "Management by Walking I Around". What I mean is, just being observant; looking for missing street signs and reporting them; looking for and removing garage sale signs or posted signs along our streets; reporting zoning I violations or littering, etc. This also would include actively looking at citizen needs in our everyday movements through the city, and responding to the appropriate staff member. In general, becoming I more knowledgeable about and taking an interest in other areas within the City that are not our normal areas. We could volunteer to help other staff members instead of waiting to be asked. I . These things, while they may not be earthshaking or of great substance, would go a long way toward fine-tuning our group I performance. After all, we are already collectively pretty good at what we do; becoming more proactive in developing solutions would help us meet the public need and move toward our mission. I I e e I I I Carol Buttler I I . Word or phrase describing an area you feel Executive I Staff needs to improve in - Consideration I · As Executive Staff members, we do not always appreciate "being in someone else's shoes" and I facing their predicament. . Sometimes we may not be as alert as we should be I when a fellow staff member needs our support for I an idea, to assist with an assignment (Council Agenda Requests, adding contact names to bid I packets, etc.), or to deal with a controversial issue ("we still go to Abilene"). I · I believe we do not refuse to be considerate of each other (or our staffs), intentionally. At times, we I tend to appear apathetic or uninterested; "this issue does not really affect me directly." This view can I be perceived as a lack of support for each other (or our staffs). However, I believe we just forget to I show consideration for each other. I I I I e e I I I Martha Gill ett I . Word or phrase describing an area you feel Executive I Staff needs to improve in I - Follow Up . Executive Staff members could improve on follow I ups in the following ways: - Improve communications on project status and needs. I - Provide better follow up on items requested by others, make sure others get what they request. I - Improve follow up with citizens, make sure they are called back in a timely manner. I - Improve follow up on items that are critical to others trying to meet deadlines. I - Improve follow up with our staff on important items from Executive Staff meetings. I - Improve follow up with our staff on important items passed at City Council meetings. I I I I I I I e -. I I I Steve Gillett I I .- Word or phrase describing an area you feel Executive Staff needs to improve in I - Planning . Planning is an issue that can be a challenge to the executive I staff Not planning on the part of individual depa. Lwents, but planning as a group. Often, each individual member of the I group'is consumed with planning issues for their department. Frequently, solutions for problems within the individual I department can cause additional problems for other departments. I . Projects, whether construction or creating or modifying existing programs, rarely involve one department. Projects in I the city almost always affect several other departments, including coordination of forces, expenditure of funds, and establishment of priorities. It is important that each staff I member be kept abreast of ongoing projects to ensure proper coordination of resources, and to allow individual department I to plan their use of resources to coordinate with the planning efforts in other depal hllents. . The key, obviously, is good communication between I depal L.llents. Proper planning and coordination of projects between departments can and will result in a better product for I the citizens. Lack of planning and coordination between departments often results in project delays, cost overruns and I duplication of effort, as well as having to take additional time and effort to correct problems and deficiencies that could have I been avoided with proper planning. I I e - I I I Doug Kneupper I I' . Word or phrase describing an area you feel Executive Staff needs to improve in I - Communication I · As described in the above defmition, communication is more than just providing details about what we have I done or accomplished, communication can involve the exchange of ideas. Examples of forms of I communication contained within the Principles supporting the Mission Statement are: I - "Openly communicate with each other. . . " " fit. ." - ...0 enng... expertIse... I - " . . . shared knowledge. . . " - "... communicating with other members of Executive I Staff' · As a team, it is important for Executive Staff to I communicate in achieving the goals of our Mission Statement. It is my opinion that Principles #2 and #3 I are the most important. As individuals, there are plenty of situations and solutions that we have not yet I encountered or have no knowledge of. However, as a team, there are far fewer situations that we have not I encountered, and the team would have more solutions to offer. If we communicate (offering expertise, and I shared knowledge) the team becomes more effective in ascertaining the stated goals of our Mission I Statement. I e - I I I Richard Reff I .- Word or phrase describing an area you feel Executive I Staff needs to improve in Coordination - I . Finding myself at a loss for a word that indicated an area that the Executive Staff needs to improve in, l selected I Coordination. Regardless of the dedication and effectiveness of an organization the aspect of coordination can always be I worked on. This coordination requires communication, sharing information, asking for assistance, giving assistance, etc. to reach a common goal. I . The best example came from the TV series Combat Mission. One team was comprised solely of SEAL's and Delta Force I Operators. They met, conducted dry runs, and map exercises in preparation of a mission to rescue a pilot. The other team I was a mix of SEAL, Marines and SW A T officers. They too discussed the mission and prepared for the training and experience. The end result was that the team or real life I experts in covert operations were wiped out with a mission failure because they failed to coordinate with each other. The I other team, considered the underdogs when compared to the make up of the other team, completed their mission with no I casualties because they did coordinate with each other to complete their mission successfully. This aspect goes far beyond tactics for each team had the same tactical plan. The I success and failure of the missions was due to the lack of coordination within the team. I . This is an example of what I mean by the fact that we should always build on our ability to coordinate with each other to I bring our various experience and knowledge together to accomplish goals. I I e ~ I I I Crystal Scott I I . Word or phrase describing an area you feel Executive Staff needs to improve in I - Marketing I · The City is being recognized for many accomplishments. The employees and citizens should I know of these accomplishments. · A newsletter to the citizens of La Porte would help I inform our citizens of what is happening in La Porte. · The City currently has the La Pen newsletter that is I put in employees' checks. The staff should consider inserting information about businesses coming to the I City and various accomplishments the City has been awarded for. Support level staff tend not to know I what the City has been recognized for and what is to come for La Porte. I · La Porte is a wonderful city and we should promote it as such, not only to our Council, but to our citizens, I and our employees. I I I I I e e I I I Joe Sease I I . Word or phrase describing an area you feel Executive I Staff needs to improve in - Ability to React I · I feel that the Executive Staff needs to improve in its ability to react to identified changes. I feel that the I staff needs to increase its use of the e-mail system to respond and communicate changes to policies, I procedures, etc. I I I I I I I I I I e .- I I I John J oems I I " . Word or phrase describing an area you feel Executive Staff needs to improve in I - Change I · Executive Staff tends to be slow to change:l especially when there is a process in place or a certain comfort I level attained (this is what we have always done). · Executive Staff tends to be slow to fill in I policy/procedure gaps (verbal/unwrittenlhistorical) which prevents mid-managers and line employees I from doing more. · Executive Staff tends to be slow to react or embrace I major change that may be different or offer an element of risk. I I I I I I I 1 e - I' I I Robert '1'. Herrera I I · Word or phrase describing an area you feel Executive Staff needs to improve in I - Conflict Resolution I I I I I I I 1 I I I I 10 DO', - _ D,dAIAJA~ ~ phone (.D(Olrv~ e - ~.x Dnif-y 5RTviu'S - d- P 5'f- -5 --~o _ 311 5y5telri - c/J-ou-r nu: SAN LUIS RESORT PDV Lcx,oVl ' 91)~ e(f)YYlerrr SPA a. CONFERE~ CENTER ~ \ ft 5- _ {f)f/e tJLr-ea f{DCP55C'O~'Q It p1.l Sefl 0 rn{J o--fo 10 ~{~ men1 5 O~ SuccesS', I} (OWl mOrv 6eV15~ - 'i 0n~OU)e(fY\f~ -decen--h'rt 'IL~ f) tG\1\omi( 5e rulc~ ~) ~ rvOw I t?&~eO f- Cr{) vY] pi1e nc t- -- - ~tl t\ f()..ft 0 {\ ilJ De-~ 'I \ - C. Orl f\ ct e V' ce " f\ Se. \ ~ - p r " 0 ( ~ -t\ l.. (. ,- ~ <t(j1~A4C 3 ) / ~ a O-p~abJ.e. . _ P'ICt ~/o().( E>AJ1(.f~ 4) DJ'0Pnce I w( c! worF--e( 5) f~'l5 .- ~ \ -(.(: e( .p nee wwe.en (( ;3h-l ~ w u 0 v1 ~ ~I U Qt1\iv',i i - . - 00",'1 ~ ~a;{ 'rs .{he." w1 uJe. A kVA-~S Di 0 r1 - VimJ e , -:r 1 (: II V ()IA -111 i d5 ~.el.( cUt d;.(.( e r (' rrt " -xi \J- a \ ~ 13 ( OlLt -- 6 ( e ~ l+ - ?fl f -h/\~ (Sh '\ ? ~'Jf1. to Y'1.vY\ Gl V) r-\ '-) . -e ct lAC-Men POu V1 ctl17h\ DvI - VY\lt\7\- A II Ow M \CY\cxXes 1.\ VOLA & eJe~me 1 ) 0IJ.e VI n .e~ ') \ A 1:.(.(55, Ii, I; .1\.1 / Co \'Y1/'Au. II i ell'! e _ .- o(?P(\ (Y\e-gfin~S wJi.n&~~.o~\-e 01lt-E'( 111Yl7u ~ec, <'stAyp - Mll V\lt~e rn.eflte S~(Lu~1{esoiisp~aftJe~J}grence Center 5222 Seawall Blvd.,. Galveston Island, Texas 77551 · (409) 744-1500 e ~ e T~E SAN LUIS RESORT SPA u. CONFERENCE CENTER 'b) \ \ UlSIOVl - - i.AJlUAt Ov\.t, \JJL ~ (19 - wQlJu liu~ ~ 10 - {. (,o\'\Offi'L- rA~l% .em - -f1(\J (RJOlA((es r f>erlf( q\JJ(J;+l( Or li-F-<..- QJ t O,nt p~\ Dvl a~.t -- C I-I z....e V\ J -~f - u ~ e LJ .,41 \ OJ! fA> 0 r:: C-{~I I 0 u-J -f-'h; 9 h - 'I olX1l-l ~r05( a rtI,) - Y'\tV-{Q.)t..$ /tv I {'~wa~e7 IOJ \ 11 II Pltj5 ( D () - DrJ v.u - M lJ.ot uJ a Vl+ --/ v (} D i + ~ Wb'\a.,~ d (I\I)-e~ you - '<f1d wh();?/ d r/Je.5 vou. - 5e-l- -e~flm(J/~ -- h'\aY10~evneY)-r w'0f 0....- hear-f ~ e POuJt( or lea m uJort', / bOsic f(\rJ(\pl-e~' w~.t f()Jort'':J C0t1601tl\iS - ....\ cw~? 'foileS -- J-{).,-le., -h> 1/'( \ f \1\& \~ /(lXt7 ~\r'v\ - .ki ^ d iWf It fJ o~ '-i111 {lr;;1nP5h-1 --r- ~rli iSG - pro.?e 510(l(L{ d (OfiYI .- deJe.,/o; m/cA 1111l11~P Jo 1& -fU.Ju.vt l-eodtr5 - .e /111 e/ r:ree V 01 U h+e e V- prriJed5 - 1 ('11 t IUje0-fS , - II (0"1) ,a11-e,,-,/'- UI~u-J (("if - ~ e(!D5 () 1)\ 0 (J - , ,- 5Atl( f)WOL(~ - \N\V)(J~7lfV - IOj;v (UDj'" ~-riol1 -"\1JJfi('(J.5 - t -t l-e (Ct1h O~ s - ~0 C{J c h '6 A IS -+ J v wS The San Luis Resort Spa and Conference Center 5222 Seawall Blvd., · Galveston Island, Texas 77551 · (409) 744-1500 e ~ e TI-I~ SAN LUIS RESORT SPA a. CONFERENCE CENTER _ P[;l~lic- SefUt'c-{J fl1ovrfl1 /JA/ll -"n(l~ Uvofl'ef5 '10 CClJ1j - HumO(' V'UD9nit.e 11fe LJe. 01'" rluWlO(' --=-') ~ 5 t17f ~ ~ OAC.--H J.e... _ wl'll - 5; J e 0 (1 {; D5 FH i) y) - lP{ cJ11 e o-Ih.e ( t,e.5D(1 541Je -H:tC e...- o I enu' - ~ \ck- 1 i11'€- f10(] ei- go ~ ~u. (1C tt ~ 9rl 0 U7 D F roPFIC( ~~ ~ - &€ cotvfiJen-f frrrYl j!:155/oY!u-!e /ofhfeierrJ - c.)1007-e uJor DS I ca.r.{ lIy I ood 13.e w/jh y wA6h f.. The San Luis Resort Spa and Conference Center 5222 Seawall Blvd., · Galveston Island, Texas 77551 · (409) 744-1500 e ~ e THE SAN LUIS RESORT SPA 6- CONFERENCE CENTER The San Luis Resort Spa and Conference Center 5222 Seawall Blvd., · Galveston Island, Texas 77551 · (409) 744-1500 e ~ e TH~ SAN LUIS RESORT SPA u. CONFERENCE CENTER The San Luis Resort Spa and Conference Center 5222 Seawall Blvd., · Galveston Island, Texas 77551 · (409) 744-1500 . . City of La Porte Executive Retreat March 1-3 San Luis Resort Galveston, Texas e e Life Strategies for Public Sector Partners Learn to recognize your core values and establish goals to honor those values in all aspects of your life. Discover Your Core Values 1. Describe what is really important to you. 2. What would you risk your life for? 3. When are you at your best? 4. What would you do naturally if you had all the money and affection in the world? e e J , ( Values, simply put, are about s important to you in life. Circle ten words that best describe concepts important to you. Accomplish Freedom Difference Adventure C~\, Honor Beauty Guide Dignity Cause Win (Healttl\ '----, /' Serve Express Explore ~-~ Create) Inspire Challenge ',~ -'.-.. .^ Discover Build Enjoy Mastery Lead Amuse Fun ~ Grow ~rtur~) Plan Happy ,..-------....:::::::-:--- Acquire ~ecure/ Calm ~-----~::~ , Support Attract ~. Strengthen Connect Live .----. ~--- ,.-........ Touch Communicate CCelebrate __:' Amuse Passion Experience Influence Growth Respect Expert Protect Instruct elay', Integrity Choices --~ Build Fulfill Satisfaction Teach Independent Explore ('-F~~i1itat~-- Gratify Defend Acquire Help Assist Observe Appreciate CSha~ e e Select 5 of the values you circled. Write a goal to help honor that value. I. Value: X ~ 1104~Ju Goal: v , I' II. Value: B aJi OfVl rJ/ Goal: III. Value: Goal: IV. Value: Goal: V. Value: Goal: Your values describe what you care about. When you operate outside of your values, you experience stress, guilt, and loss of vitality. -- -- - ------ e e Developing Personal Policies Write five personal policies that will help you honor your values and maintain connections that are important to you. . e e Coping Skills - Be focused & informed! What do you like the most about being in the public sector? What do you like the least? What is the most frequent complaint you hear about the city? What is the most frequent question you get about the city? What is the most incorrect thing you hear said about the city or staff? What do you want to be known for? e G e THE SAN LUIS RES0RT SPA u. CONFERENCE CENTER The San Luis Resort Spa and Conference Center 5222 Seawall Blvd., · Galveston Island, Texas 77551 · (409) 744-1500 e ~ e THE SAN LUIS RESORT SPA a. CONFERENCE CENTER The San Luis Resort Spa and Conference Center 5222 Seawall Blvd.,. Galveston Island, Texas 77551 · (409) 744-1500 ----- ------ --..-------.-.- e ~ e THE SAN LUIS RESORT SPA u. CONFERENCE CENTER The San Luis Resort Spa and Conference Center 5222 Seawall Blvd., · Galveston Island, Texas 77551 · (409) 744-1500 e e e THE SAN LUIS RESORT SPA u. CONFERENCE CENTER The San Luis Resort Spa and Conference Center 5222 Seawall Blvd.,. Galveston Island, Texas 77551 · (409) 744-1500 e ~ e THE SAN LUIS RESORT SPA (i. CONFERENCE CENTER The San Luis Resort Spa and Conference Center 5222 Seawall Blvd., · Galveston Island, Texas 77551 · (409) 744-1500 - ___n.. ___ __ ________ ______ ___ -----------