Minutes 01-22-04 VALUES TNTEGRA'I'ZON MEE'I'ZNG
HELD TN THE LI'BRARY PROGRAM ROOM
BOYNTON BEACH, FLORTDA
ON THURSDAY, 3ANUARY 22, 2004 AT 2:00 P.M.
Present at the Meetin_a: Regina Scott, Ellen Mancuso, Alan Kadalainen, Pam Webb, Carol
Doppler, Chris Roberts, Dominic DeMauro, Mark Pyne, Mike
Landress, Christina Mayers, Octavia Sherrod, .leff Livergood, Paula
LeBlanc, Cathy McDeavitt, Carisse Le~leune, Ginny Shea, Bill
Bingham, Arkansas Graham, Brent Rolle, Arthur Lee, Mark Bobich,
Dave Ailstock, Bob Kenyon, Bonnie Glinski
Meetina FacilitatQrs: Wilfred Hawkins, Assistant City Manager
Patricia Spoerri, Professional Development
Mr. Hawkins opened the meeting at 2:07 p.m. Everyone introduced himself/herself and a
sign-in sheet was circulated. Mr. Hawkins thanked everyone for attending the meeting. He
explained that the purpose of the meeting was for a final wrap-up of the Values and to explain
how the Values would be communicated throughout the organization. The official
implementation timeframe was February and this deadline was met. Mr. Hawkins said that the
City is making history. This type of high-level organizational project has never been done by
the City. Tt is the first step in changing the City's culture. Everyone should be proud of this.
This process allows us to live, breathe and work on the same page with a shared philosophy on
how the City does business and delivers services. He thanked everyone for their hard work and
dedication.
As this process becomes part of the fabric of the organization, he explained that the
committee's work would continue. He looked to everyone for their understanding of the
importance of this and counted on them for leadership.
The next step is how these Values would be communicated throughout the organization and
how these Values will be integrated into the workplace.
Chief Bill Bingham, facilitator for the Values Communications Team, recognized and thanked
the team. The members include Dave Ailstock, Dominic DeMauro, Arkansas Graham, .lohn
.lordan, Mike Landress, Paula LeBlanc, Carisse Le.leune, Christina Mayers, Andy Rosenberg,
Wayne Segal and Ginny Shea.
He explained that the team completed its report on ~lanuary 1, 2004. Based on a late entry, it
was revised on 3anuary 20, 2004. He read the Mission Statement that states, "The City of
Boynton Beach believes that through its core values of diversity, integrity, creativity and
stewardship, it succeeds in enriching its partnerships, in identifying opportunities for enhancing
services, and in offering a positive and receptive environment, thereby making Boynton Beach a
city of choice."
Meeting Minutes
Values Tntegration Meeting
Bovnton Bepch, Flori~la 3an#~ry 22, 200~.
The report contains a Statement of Purpose. It talks about how important the Values are and
how they need to be deep within the culture of the organization. The report includes not only
the Values and definitions but also the philosophy of operations and the guiding principles from
the Reconciliation Team.
Chief Bingham explained that the Communications Team's task was to develop an action plan
for disseminating the core Values to City employees and the general public. They felt that they
were responsible for developing an organized plan for promoting Values and for incorporating
Values into the culture of the organization. Their task is to establish an on-going process to
keep Values visible throughout the organization and the community and to serve as a resource
to departments as they implement Value related initiatives. They did not want to take
responsibility away from individual supervisors and department heads in the City. The Values
must be disseminated from the highest level, but the team would be there for a resource.
Some ideas from the team's brainstorming session include the following:
> Tnclude Values information in Citywide and departmental newsletters
Post Values on the City's web site
Post Values on City-owned kiosks
Have Values printed on name tags for future employees
Print Values on business cards
Have small cards printed with Values on them for employees to carry with them
Have games and contests to test employees' knowledge of Values
Develop a single page flyer
Develop an informational video
Send out Value information on paychecks
Tie communication of Values into some type of kick-off program
Make t-shirts emphasizing the Values and/or add the Values to existing uniforms
Apply Values anywhere in the City where a Mission Statement currently exists
Put the Values on the sides of City vehicles
Send out personal invitations to employees inviting them to participate in emphasizing
Values
> Tncorporate Values education into all City and department training programs
> Incorporate Values information on City utility bills
> Permanently display Values on City marquee at City Hall
> Organize monthly programs sponsored by individual departments showcasing their
implementation of Values
> Look for "model" behavior consistent with Values
What has actually been done to date:
> Prepared an article for the City newsletter - completed
> Prepared a letter for the City Manager's signature that should be going out with the next
paychecks
:> Worked on some modifications to permanently add the Values to the City marquee -
research completed, pending approval
> New business cards- research completed
2
Meeting Minutes
Values Tntegration Meeting
Bovnton Be~ch, Florida 3anuarv 22, 20e~.
:~ City sailfish logo was used to highlight a Values logo - completed
:> Post Values on the City's website and closed circuit TV in City Hall - ~'I'S has been
contacted and awaiting final product in order to post
> Post Values on City-owned kiosks - Trs contacted and research underway
> Including Values on City paychecks - research underway
:> Coordinate efforts with the City's Recognition Team to acknowledge employees who
demonstrate Values in the workplace - project pending
The Communications Team was asked to look at the standards as to how the Values would be
displayed. They took an initially conservative approach to this. The team was underwhelmed
by the totally structured format. They felt that the stringent criteria contradicted one of the
Values - creativity. The team did agree, however, that during the rollout, the Values should be
rolled out together and that there may be many circumstances that the Values would be used
together in a certain order. But they wanted to stop short of using that as a general rule. The
team agreed that the Values logo would adhere to the Image Standards Manual available thru
the City's Public Affairs Office and that any use of the Values logo must be approved by the
Values Communication Team.
A copy of the Communications Team Report was distributed to everyone and is attached to the
original minutes on file in the Office of the City Clerk.
Chief Bingham said that the Communications Team had been meeting once every two weeks
for one hour. They are planning to meet once a month in the future. They plan to tackle
approximately six projects at a time and complete them before moving on to more projects.
Mr. Hawkins announced that members of the Recognition Team included Dominic DeMauro,
Paula LeBlanc, Carisse Le.]eune and Cathy McDeavitt.
Carisse Le.]eune explained that the Recognition Team's direction and focus is to enhance and
encourage recognition within the City. They have several on-going projects. One of them is to
put together a newsletter honoring the retirees. They are looking at an informal welcoming
program for new employees. The team is going to be taking over the Appleby's Heroes
Program that recognizes City employees' achievements. They are open to suggestions and
welcomed anyone who wants to join the team.
Mr. Hawkins felt strongly about making employees feel that they are properly recognized for
their good work. He also wanted people to feel appreciated for being a part of the
organization.
He explained that the work that was done in individual departments regarding Values is
important. The documents that were created in each department are still viable documents.
Those documents are specific and significant to departments. He asked that the employees in
the departments know what is in those documents and refer to them to assist with making
policies and procedures.
3
Meeting Minutes
Values Tntegration Meeting
Bovnton Beach, FIorid~ 3anuary 22, 200~.
Mr. Hawkins distributed a final Values matrix from the City Manager's Leadership Team (copy
attached to original minutes on file in the Office of the City Clerk). He felt good that a lot of
what the CMLT came up with is very similar to what was developed in individual departments.
Also distributed was a summary document of the Philosophy of Operations - The Guiding
Principles, developed by the Reconciliation Team. A copy of the document is attached to the
original minutes on file in the Office of the City Clerk. The Reconciliation Team included Arthur
Lee, Carisse Le.leune, .left Livergood, Leslie Rogers, Dennis Flushing, Doug Solomon, Dan Hager
and Bob Kenyon. Mr. Hawkins said that this was a very important document and it should be
given to each individual employee and be in everyone's work place.
Ginny Shea suggested that a copy of this document be included with the letter that is being
sent by the City Manager. This will ensure that all employees receive a copy of it. Mr. Hawkins
thought that was an excellent suggestion.
Brent RoDe asked whether this document had to be uniform or could creativity be used to
dress it up. Mr. Hawkins said that the document could not be reworded but it could be dressed
up as you so desire.
Mr. Hawkins explained that the majority of the formal work would be coming from the
Communications Team. He thanked the people who served on the Reconciliation and Operating
Teams. He would look for leadership and guidance from everyone on the teams. He said that
this is how we are living and breathing, how we do business, how we make decisions and how
we plan. He appreciated everyone taking the leadership role and making this successful.
Mr. Hawkins asked whether there were any questions or comments. There were none. The
meeting adjourned at 2:35 p.m.
Respectfully submitted,
Bonnie Glinski
Deputy City Clerk
(oz-3o-o )
VALUES COMMUNICATION TEAM
POSITION PAPER / ACTIVITY REPORT
JANUARY 1, 2004 (Revised 1/20/04)
Mission Statement
The City Of Boynton Beach believes that through its core values of diversity, integrity, creativity
and stewardship, it succeeds in enriching its partnerships, in identifying opportunities for
enhancing services, and in offering a positive and receptive environment, thereby making Boynton
Beach a city of choice.
Statement of Purpose
Values are enduring beliefs that influence the choices we make and represent
ideals of a society toward which we have an emotional regard. Values are an
essential link between our daily activities and the broad aims of public service.
Values need to be imbedded into the organizational culture before they can form
a strong framework for decision-making and response to emerging issues.
Values are not a project or a program, but are an integral part of our identity.
Use of the term "values" was discussed and centered on whether our selected
values may be best represented as "The City values (verb) ...Stewardship, etc.
as opposed to (mis)representing our selected values based on the fact that some
of them are not true values, but outcomes and technical terms. It was
determined that this committee has the ability to structure our rollout
opportunities in such a way as to resolve this issue.
The City of Boynton Beach values Diversity, Integrity, Stewardship, and
Creativity, as defined below. This list includes the completed Philosophy of
Operations - The Guiding Principles of the Values Reconciliation Team
(December 10, 2003).
Diversity Using the strengths that come from our differences and
sharing ideas as we work together toward completion of our
goals.
· We respect and benefit from the differences of all those we
encounter. We believe that all people inherently provide unique
and valid contributions to our community.
· We utilize the strengths we find in not only ourselves, but the
strengths we find in the diversity of our peers.
Inte.qrity Having consistency in action and words grounded in ethical
conduct. Having the courage to do the dght thing and
willingness to be held accountable for our decisions.
-. · We present a positive image of the City by always conducting
ourselves in an honest and forthright manner according to
established standards, practices and laws.
Stewardship Providing responsible management of public and natural
resources entrusted to our care.
· As entrusted public servants, we are committed to the efficient use
of City assets and resources.
· We demonstrate ownership and accountability to maximize the
value of public assets.
Creativity Encouraging the use of imagination to develop new ideas
and to find improvements.
· We will think outside the box, look for a better way and encourage
those that do.
· We support responsible risks taking necessary to turn challenges
into opportunities.
Assi,qned Task
The objective of the Values Communication Team is to develop an action plan for
disseminating the core values to City employees and the general public, and plan
the process for making the City values an integral part of the workplace. The
focus is on effectively communicating the City's values to all employees and
stakeholders to the extent that everything we do reflects back to those values.
We need to encourage all employees to routinely ask a few simple questions
regarding the relationship between their decisions and accepted values. We will
then be integrating and reflecting the values into the culture of the organization in
the management processes of performance management, recruitment and
selection, performance appraisal, and human resource development. This team
is interested in moving ahead with incorporating the principles we value, teaching
and imbedding them into the culture, practicing them, measuring them, and
confronting the poor performance of the people who consistently work against
the values. An important point that should be emphasized is the need for the
departments to include Values information during the recruiting and hiring
process so that this indoctrination can begin eady in an employee's career and
then cultivated throughout their career via citywide emphasis on values,
performance appraisal and other means. ~ '
2
Responsibilities
The Values Communication Team consists of Dave Ailstock, Bill Bingham,
Dominic DeMauro, Arkansas Graham, John Jordan, Mike Landress, Paula
Leblanc, Carisse LeJeune, Christina Mayers, Andy Rosenberg, Wayne Segal,
and Ginny Shea. Meetings were held on October 23, November 6, November
18, and December 2, 2003, and January 6, 2004.
The Values Communication Team is responsible for:
o Developing an organized plan for promoting the values
o Incorporating the values into the culture of the organization
o Establishing an ongoing process to keep values visible throughout
the organization and community.
o Serving as a resource to departments as they communicate and
implement value-related initiatives.
The Communication Team took on the task of developing a values-related
Mission Statement (see header above). The entire values integration process
was mapped out to determine deadlines and to identify the Communication
Team's resources. Assignments were given at each meeting and outcomes
were determined and discussed. The deadlines have changed over the past
several months and it was determined that this report be completed by mid-
January 2004.
Su.qaested Outcomes
Ideas for promoting values have been suggested and discussed by the team. It
was decided to develop an all-inclusive list and then delve into specific projects,
applicability and project detail at a later date. Projects listed may or may not be
given future consideration. The initial list included:
o Include values information in citywide and departmental
newsletters.
o Post values on City websites.
o Post values on City-owned kiosks.
o Have values pdnted on the back of nametags for future employees.
o Print values on of business cards.
o Have small cards (the size of employee ID's) printed with values on
them and distribute to all employees to be carried with them at all
times.
o Have games and contests with prizes and awards to test
employees' knowledge of values.
o Develop a single page flyer listing Mission, Values Statement and
Values (with definitions) to be used at orientation, recruiting,
city/departmental events, etc.
o Develop an information video (incorporate with City Orientation
Program). . .
o Send out values information with (on) paychecks.
Tie the communication of values into a kick-off activity or event
citywide or departmentally (i.e., breakfast, luncheon, BBQ, etc.)
Make T-shirts emphasizing values and/or add values to existing
umform shirts.
Apply Values anywhere in the City where a Mission Statement
currently exists.
Put the values on the sides of city vehicles.
Send out "personal" letters/invitations to each employee inviting
them to participa[e in emphasizing values. List values and
definitions.
Incorporate Values Education into all City and Department Training
Programs.
Incorporating ~alues Information on City Utility Bills.
Permanently display values on City Marquee at City Hall.
Organize monthly programs sponsored by individual departments
showcasing their implementation of values.
Look for "model" behavior consistent with values. Set review
committees and criteria for nominating employees. Reward winner
and winner nominator with prizes.
Outcomes (to date)
As issues were reviewed, researched, and planned, each has been verbally
forwarded to CMLT for final approval. Below is a list of initiatives either
completed or close to being completed.
· An article was prepared for the City Newsletter. (COMPLETED)
· ^ letter from the City Manager was prepared and designed to distribute to
all city employees. (AWAITING SIGNATURE)
· Modification of the City Marquee to permanently add the values.
(RESEARCH COMPLETED / PROJECT PENDING APPROVAL)
· New business cards to include Values. (RESEARCH COMPLETED / NEW
CARD TO INCLUDE VALUES INFORMATION)
· The City's sailfish logo was used to highlight a values logo. (COMPLETED
-ATTACHED - POSTERS TO BE PROVIDED)
· Post the Values on the City's website and closed circuit TV in City Hall.
(ITS CONTACTED / AWAITING FINAL PRODUCT TO POST)
· Posting of Values on city-owned kiosks. (ITS CONTACTED - RESEARCH
UNDERWAY)
· Including Values on City Paychecks. (RESEARCH UNDERWAY)
· Coordinate efforts with the City's "Recognition Team" to acknowledge
employees who demonstrate the use of City Values in the workplace.
(PROJECT PENDING)
Closin.q Comments
The successful integration of values requires value-centered leadership. This
requires that leaders serve as models of model-based behavior. A top-down,
common vision and setting examples by conducting yourself in a manner that is
consistent with shared values is integral to successful integration of values into
4
an organization. It is critical that CMLT members take a leadership role in
communicating and implementing value-related changes within their respective
area.
It is recommended that we get away from a "project" approach and move ahead
with showcasing our values, asking ourselves whether our actions are consistent
with these values, providing training as to why these values are important, and
moving ahead with these tools for improved decision-making.
On January 9, 2004 a report from the Reconciliation Team was provided to
CMLT. A meeting should be held to bring together the Operations Team and the
Communications Team at which time there should be a final recap of activities
and a review of reports provided by designated team members. The future
activity of both the Reconciliation and Operations Team is unclear and needs to
be clarified. The Communication Team will continue to function as an overseer
of Values recognition and related initiatives.
Later in this process, the Values Communication Team was tasked with
developing specific criteria and/or guidelines that could be used as a means of
"communicating" our values. The intent is to ensure consistency and uniformity
in the creation and use of promotional items, messages and collateral pieces.
Criteria was offered and forwarded to the Team for their comments and input.
Those responding were, for the most part, opposed to the any stringent criteria
that restricts creativity and limits the use of individual values and associated
definitions under certain circumstances. The concept of developing specific and
restrictive guidelines is counterintuitive given one of our identified values is
Creativity. The Team agrees that the values should be "rolled out" together and
that there will be many circumstances where they will be used together in a
certain order, but stops short of endorsing this concept as a general rule. The
Team agrees that the Values Logo must adhere to the Image Standards Manual
available through the City's Public Affairs Office, and t~at any use of the Value's
Logo, whether by employees, contractors, or authorized agents of the City must
be approved by the Values Communication Team.
Respectfully submitted,
William L. Bingham, Fire Chief
Chairperson - Values Communication Team
Values Reconciliation Team
PHILOSOPHY OF OPERATIONS - THE GUIDING PRINCIPLES
December 10, 2003
DIVERSITY
Using the strengths that come from our differences and sharing ideas as we work
together toward completion of our goals.
· We respect and benefit from the differences of all those we
encounter. We believe that all people inherently provide unique and
valid contributions to our community.
· We utilize the strengths we find in not only ourselves, but the
strengths we find in the diversity of our peers.
INTEGRITY
Having consistency in action and words grounded in ethical conduct. Having the
courage to do the right thing and willingness to be held accountable for our
decision.
· We present a positive image of the City by always conducting
ourselves in an honest and forthright manner according to
established standards, practices and laws.
STEWARDSHIP
Providing responsible management of public and natural resources entrusted to
our care.
· As entrusted public servants, we are committed to the efficient use
of City assets and resources.
· We demonstrate ownership and accountability to maximize the value
of public assets.
CREATIVITY
Encouraging the use of imagination to develop new ideas and to find
improvements.
· We will think outside the box, look for a better way and encourage
those that do.
· We support responsible risk taking necessary to turn challenges
into opportunities.
City of Boynton Beach Values
Wrap-Up Meeting
January 22, 2004
AGENDA
Welcome Wilfred Hawkins
[] Thank You for Your Participation
[] Keep, review and refer to the Department's matrix
Communication/Activity Report Bill Bingham
Wrap-Up Wilfred Hawkins
[] Share the CMLT Integrated Philosophy
[] Share the Philosophy of Operations
[] Conclusion
Page 1 of 1
Glinski, Bonnie
From: LeJeune, Carisse
Sent: Friday, February 06, 2004 8:31 AM
To: Livergood, Jeffrey
Cc: Hawkins, Wilfred; Glinski, Bonnie; Spoerri, Patricia
Subject: Values Integration Meeting
Jeff, I just reviewed the minutes from the Jan. 22nd values meeting and I see
that Christopher was not listed as a member of the Reconciliation Team on
page 4, paragraph 2. What is his last name so that l may make a proper
recommendation to the Deputy City Clerk to have the minutes amended?
Thank you.
Carisse LeJeune, Admin. Asst.
City Manager's Office
City of Boynton Beach
100 E. Boynton Beach Blvd.
Boynton Beach, FL 33425
Ph: (561) 742-6012
Fx: (561) 742-6011
e-mail: leieunec @ ci.boynton-beach.fl.us
2/6/2O04
..... orig~ria[ Mes§age ..... ' -----
From: L~eune, Carisse
Sent: Monday, February 09, 2004 8:27 AM
To: Glinski, Bonnie
Cc: Hawkins, Wilfred; Spoerri, Patricia; Livergood, .leffrey
Subject: RE: Values Integration Meeting
Bonnie, please revise the minutes to include Christopher Collett as a member of
the Reconciliation Team on page 4, paragraph 2. Let me know if you have any
questions of if there is anything further I need to do.
Thank you.
Carisse
..... Original Message .....
From: Le_]eune, Carisse
Sent: Friday, February 06, 2004 8:31 AM
To: Livergood, 3effrey
Cc: Hawkins, Wilfred; Glinski, Bonnie; Spoerri, Patricia
Subject: Values Integration Meeting
Jeff, I just reviewed the minutes from the Jan. 22nd values meeting and I
see that Christopher was not listed as a member of the Reconciliation
Team on page 4, paragraph 2. What is his last name so that I may make a
proper recommendation to the Deputy City Clerk to have the minutes
amended?
Thank you.
Carisse LeJeune, Admin. Asst.
City Manager's Office
City of Boynton Beach
100 E. Boynton Beach Blvd.
Boynton Beach, FL 33425
Ph: (561) 742-6012
Fx: (561) 742-6011
e-mail: leieunec @ ci.boynton-beach.fl.us
2/9/2004