6.0.-8.0. EDSR 11-15-1994 (�S0
•
PROPOSAL TO
CITY OF ELK RIVER
•
PROCESS FACILITATION
NOVEMBER 7, 1994
SUBMITTED BY:
TRAINING NETWORKS
17130 ZEOLITE STREET NW
ANOKA MN 55303
•
PROPOSAL TO
CITY OF ELK RIVER
PROCESS FACILITATION
BACKGROUND In the northern suburbs of the Twin Cities, the City of Elk
River is growing rapidly. Contributing to that growth is an
attractive climate that encourages business expansion and
development along with residential growth. As a result of
this development, it may be appropriate to examine and
update the existing Review and Permitting systems in place.
This would help deliver the level of customer service that
projects a positive image for the City of Elk River.
DESCRIPTION Lee Colby, consultant and trainer, will facilitate a needs
• assessment process involving key players at the City of Elk
River. This will be the first phase in helping provide effective
service in a growth environment and position the City for
future progress.
OBJECTIVES The objectives of this client-centered process are to:
1. identify the strengths and weaknesses of the
Review and Permitting methodology relating to
commercial and industrial projects;
2. facilitate ownership and solutions for any
problems identified;
3. build ownership for an ongoing approach to
customer service;
4. help appropriate City department plan for the
future;
• 5. ensure that the process is driven to the
desired outcomes.
•
FIRST ACTION STEPS
Two critical questions need to be answered before a process
facilitation strategy is employed.
1> What exactly is the current situation? What are the
strengths and where are the gaps in service? What are the
perceptions and needs of the various stakeholders?
2> Why should anyone change the status quo? What are the
costs and benefits of undertaking an examination of a City
process?
These questions are answered with an objective Needs
Assessment conducted by a neutral third party.
•
Step 1: A Needs Assessment is conducted to
ascertain the perceptions, experiences, and issues
of City departments concerned with Reviewing and
Permitting commercial and industrial projects.
This information is gathered through confidential
interviews with department managers and focus groups of 6-8
employees.
Questions for the Needs Assessment can be generated by the
consultants or with key City employees. Sample questions
are found on page 6.
•
page 2
*** Step 2: A Needs Assessment is conducted with designated
past and present external industrial customers of the City of
Elk River (6-8). This will be held as a focus group to
ascertain the perceptions, experiences, and issues
concerning the Review and Permitting processes with the
City. Lee Colby and Sandra Bower will facilitate this focus
group at a location to be designated. Questions to be asked
will be designed by Lee Colby, Sandra Bower, and City
employees. It is recommended that a key City official
personally invite the designated participants to be a part of
this focus group, such as Bill Rubin, Economic Development
Coordinator.
Step 3: The information is summarized and response
patterns are identified in a report that can then be used as a
• planning tool and base line for desired outcomes.
Step 4: The report is discussed with the appropriate
leadership body (perhaps the Economic Development
Authority or a special task force). This group makes "next
step decisions based on the information in the Needs
Assessment.
page 3
S
• POSSIBLE "NEXT STEPS"
Commercial and industrial development involves many different City processes.
A broad, proactive approach that considers all the stakeholders leads to better
planning and reduces finger pointing. Using the Needs Assessment, some
possible next steps might be:
1. With facilitation, the leadership group could engage in a short strategic
planning process to define short term and long term objectives to
enhance the City's Review and Permitting processes.
2. In a facilitated process, key departments (i.e. Permitting and Review)
cold address any issues identified in the Needs Assessment and
develop strategies to strengthen their processes. Teamwork between
• departments could be strengthened with joint problem solving.
3. An approach to employee training could be formulated so that
employees can gain the skills to implement a long range plan and grow
in their own job capabilities.
4. The leadership group could conduct informal feedback sessions with
external customers on an on-going basis.
page 4
TIME
The time required for the Needs Assessment is:
1. Consult with leadership group about needs
assessment content 2 hours
2. Design needs assessment 1 hour
3. Conduct interviews: six interviews
in one day 8 hours
4. Focus groups: four (4) one and
one-half hour focus groups in one day 8 hours
5. Focus group with external industrial
customers (2 hrs) and summarizing data 4 hours
6. Summarize and analyze findings,
write report 6 hours
7. Present and discuss report with
leadership group 2 hours
Total estimated time: 31 hours
INVESTMENT
City of Elk River's investment in the assessment portion of Process Facilitation
would be at a package rate of $4490. This includes travel to Elk River and all
items above. When future training projects are identified and agree upon by the
leadership group, Jim Arnott would be a potential consultant, along with Lee
Colby, according to needs and areas of expertise. Jim and Lee are associates
in Leadership of the Twin Cities consulting group.
5 page 5
• SAMPLE QUESTIONS FOR
INTERNAL NEEDS ASSESSMENT
1. What is this department's role in the City's Reviewing and Permitting
commercial and industrial projects?
Probes: What specific tasks do you do?
Who is impacted by your efforts?
2. What other departments do you work with to provide this service?
Probes: What, if any, are the glitches in this
process?
What impact do such glitches have?
3. How do you think your department is perceived by your customers--
• pros and cons?
Probes: External customers
Internal customers
4. What are 1-3 changes you would suggest that could make a positive
difference in the service provided for economic development?
5. What training would help you be more effective in your job today and in the
future?
Probes: Computer, customer service, performance
management, telephone skills, etc.
page 6
•
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LEE COLBY
219 Southeast Main Street,Suite 300
Minneapolis,Minnesota 55414
tel: (612)378-7652
• fax: (612)378.7655
SUMMARY Training and organization development specialist with interest in building effective
work teams and empowering individuals and groups to be responsible for careers and
productivity. Independent consultant for 15 years; Community Faculty member of
Metropolitan State University for 20 years;partner in Colby Sands Inc.,a training and
development firm. Originated Action Learning Contracts for training effectiveness
and InPlacement program for new employees.
PROFESSIONAL • Teambuilding with planning sessions,meeting observation and personal styles
SKILLS analysis.
• Teambuilding through planning session facilitation,meeting observation and per-
sonal style analysis.
• Facilitation of group planning and decision-making endeavors.
• Coaching and individual development with action follow-through for career devel-
opment,stress and burn-out, communication problems, leadership development
and conflict management.
• Training programs in TeamTalk Communications,TeamTalk for Managers,
Change Management, Customer Service,and Walk the Talk Seminar.
• Writing for publication.
CAREER • Currently senior consultant with Leadership of the Twin Cities.
• HIGHLIGHTS
• Independent consultant for 20 years in areas of teamwork, communication, per-
sonal development, and career development.
• Teach Professional Development of Managers in Business College of
Metropolitan State University.
• Delivered change management seminars for several large organizations,visiting
wide variety of field operations.
• Minneapolis Police Department management training and teambuilding retreat.
• Counseled managers and engineers on performance and motivation issues for ten
years at high-tech firm.
• Developed Action Learning Contracts to integrate training concepts into daily
work life.
• Published several articles;named as authority in several others.
• Mentor for Student Leadership Development Program at University of Minnesota
for five years.
• Board member for several community organizations.
WORK SENIOR CONSULTANT 1992-Present
EXPERIENCE Leadership of the Twin Cities, Minneapolis,Minnesota
Provide training and organizational development services to organizations committed
to serving customers with improved teamwork and self-directed employees.
PRINCIPLE 1979-Present
• Lee Colby and Associates, Minneapolis,Minnesota
Develop and market consulting practice. Provide organization development training
services to private sector,public sector and non-profit organizations.
LEE COLEY
page two
• WORK COMMUNITY FACULTY MEMBER 1973 Present
EXPERIENCE Metropolitan State University, Minneapolis,Minnesota
(continued) Developed and instruct coursesin Business College: Professional Development for
Managers,Managing People and Managerial Communications.
PRINCIPLE 1974- 1979
Colby Sands and Associates,Inc., St.Paul,Minnesota
Developed and delivered training programs and workshops in communications,asser-
tiveness,time management,career development and stress management.
GROUP PROCESS COUNSELOR 1974- 1975
Working Opportunities for Women, St.Paul,Minnesota
Developed and delivered group career development process for women seeking to ad-
vance in organizations and for homemakers returning to the job market.
EDUCATION MA,Social Work, 1956
Springfield College, Springfield,Massachusetts
Specialized in group work and community organization. Field work assignments
in home for unwed mothers and juvenile probation system.
BA.,magna cum laude,English and Sociology, 1954
Northeastern University, Boston,Massachusetts
CONSULTING Work with clients to design and customize training and organization development
SERVICE projects to empower employees at all levels. Projects include:
Training for Employee Development
• Tailored TeamTalk program to needs of insurance,technology,banking,utility,
and manufacturing companies.
• Delivered programs to several organization levels.
• Presented programs in weekly sessions with Action Learning homework,giving
immediate and long term results.
Training for Manager Development
• Adapted best seller The Seven Habits of Highly Effective People,by Stephen
Covey,to manager-leader development format.
• Delivered program in weekly sessions with Action Learning homework, one-to-
one coaching and personal style feedback.
Training to Deal With Organizational Change
• Designed and delivered change management program throughout several large
organizations.
• Focused program to help employees adapt to different culture, new structure
and rapid growth of organization.
Teambuilding
• Identify and confront sources of conflict in workgroups.
• Facilitate group planning sessions.
• Observe and critique staff meetings.
• Coach managers and individual performers for better teamwork.
LEE COLBY
page three
• CONSULTING Coaching and Counseling
SERVICE • Coached individuals on more assertive behavior in many organizations: utilities,
marketing company,law firms,state government,high-tech companies and pub-
lishing company.
• Counseled individuals dealing with high-stress situations, career changes and vic-
timization.
PUBLICATIONS Take Charge of Change,employee manual for large,restructured company.
Pillow Talk in the Office: The Impact of Romantic Affairs on Internal Communication,
Prentice-Hall Information Services, 1991.
Post Merger Management: A Guide to Human Resource Management After a Merger or
Acquisition,Executive Enterprises,Inc., 1989.
Laying the Groundwork for Successful Job Transitions, Employment Relations Today,
Winter, 1989-90.
Employees'Attitudes--How They Can Affect the Success of a Merger, Employment
Relations Today,Spring, 1989.
Managing the Human Side of a Merger or Acquisition, Prentice-Hall Information Ser-
vices, 1986.
Mission Statements: Are They Worth It?,Prentice-Hall Information Services,1986.
• The Implications of Love in the Workplace (co-authored with Vic Grossman),
Prentice-Hall Information Services, 1985.
CLIENTS Organization Development: Coaching: (continued)
(partial list) First Bank Systems MTS Systems Corporation
Federal Express,Inc. Minnesota Suburban Publications
Hubert Humphrey Job Corps Northern States Power Company
IDS Life Companies Radisson Hotels
IDS Financial Services Valspar Corporation
Metropolitan Transit Commission
Minneapolis Police Department Training:
Minnesota Department of Revenue First Bank of St.Paul
Minnesota Suburban Publications Group Health Inc.
MTS Systems Corporation Lutheran Brotherhood
Northern States Power Company Metropolitan Transit Commission
Oppenheimer Wolff and Donnelly Minnesota Mutual Life Insurance
Rivertown Trading Company Mutual Service Insurance,Inc.
Saint Anne's Residence Minneapolis Police Department
West Side Health Center Minnegasco
3M,Abrasives Division
Coaching: Minnesota Suburban Publications
American Medical Systems,Inc. Minnesota Department of Revenue
Century Manufacturing,Inc. MTS Systems Corporation
Dayton-Hudson Department Stores National Car Rental,Inc.
Ellerbe Associates,Inc. Northern States Power Company
. First Bank of St.Paul St.Paul Pioneer-Dispatch
CURRENT CLIENTS AND PROJECTS
•
State of Minnesota
Department of Natural Resources -- Enforcement (law) Division
Strategic planning
Management team development
Office processes
Coaching
Department of Natural Resources -- License Bureau
Supervisor's Team development
Coaching
Department of Labor and Industry -- Workers Compensation Division
Change management
Managers' Team Development
Team building with several other groups
Department of Administration -- Information Policy Office
Coachih ger
Team ing developmentwtmanager
• project managers
Facilitation/mediation with management group
Minnesota State Lottery
Coaching with several managers
Team development with several work groups
Facilitation and mediation
City of Minneapolis
MIS Department
Management team development
Customer Service group--conflict resolution and teamwork
•