CR 2000-055 Phase ll Proposal Visioning Process-The Organization Coach
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March 17, 2000
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Council Report 2000-55
PHASE II PROPOSAL, VISIONING PROCESS-THE ORGANIZATION COACH
Proposed Action
Staff recommends adoption of the following motion: Move to approve the Phase II proposal from
Tom Allen-The Orqanization Coach. Approval of this motion will result in authorization to
proceed with the second phase of the visioning process as discussed with the City Council.
Overview
In 1999 the City Council took action necessary to begin a visioning process for the City of
Hopkins. Focus groups were conducted as part of Phase I, and the results of those focus
groups were reported to the City Council in February 2000.
The Council has indicated a desire to proceed to the next phase of this process and have
discussed the attached proposal with Mr. Allen.
Primary Issues to Consider
. What is the source of funds for this project?
The Council has set aside $8,000 for this process. The proposal assumes a cost
estimate of $16,000. Staff recommends the use of contingency funds if necessary to
supplement the Council's budget for this item.
. What are the next steps that will occur after this approval?
A timeline has been established for the creation of a design team that will be responsible
for creating a draft vision statement, mission statement, and action plans. This group is
to complete their work by the end of May. A community input process will follow,
culminating in one or two large community gatherings around this issue.
Supporting Information
. Phase II proposal
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Steven C. Mielke
City Manager
Financial Impact: Est. $16,000 Budgeted: Y/N No Source: General Fund
Related Documents (CIP, ERP, etc.): N/A
Notes: $8,000 budgeted, $8,000 to come from contingency if necessary
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Phase Two Proposal
Proposed pllase two results - track #1:
1. Community wide commitment to a vision and mission for Hopkins.
2. Commitment to goals and priorities.
3. Agreement on community action plans.
4. Agreement on long tenn roles for city council, boards and commissions. staff,
community leaders, and residents.
Proposed phase two results - track #2:
1. Agreement between stailand councIl regarding:
Short-term expectations and roles.
Short tenn accountability and follow through.
Action plall to achieve phase two results - track #1:
(in terms of consultant responsibilities) - total estimated hours = 70
I. Coach and plan with city manager. including development of communication
pieces regarding focus group results. - 3 hours.
Facilitate 2 public sessions to evaluate phase one report. - 6 hours.
Facilitate joint session of city council and key staff to select and recmit a diverse
design team. (All council members and key staff to be part of design team.) _
3 hours
Design: - 8 hours
A four evening (or day and a half) dialogue process tor a diverse design
team.
A two evening dialogue process tor a large gathering of diverse
community interests.
Coach and plan with city manager. - 2 hours
Evaluate proposed designs in joint session of city council and key staff. - 3 hours
Develop and prepare materials for 4 evening design team sessions. - 8 hours
Facilitate 4 evening (or day and a half) meetings of the design team. - 12 hours
Develop proposed vision, mission, and goals.
Develop proposed long term roles.
Evaluate the design for the large two evening dialogue.
Agree on the role of the design team in the large two evening dialogue.
Coach and plan with city manager and council. - 3 hours
Develop and prepare the materials and site tor the large two evening dialogue. -
12 hours
facilitate a large, two everilng community dialogue. - 6 hours
Evaluate proposed vision, mission, and goals.
Commit to priorities.
Agree on community action plans.
Evaluate proposed long term ro les.
Coach and plan with city manager. - 2 hours
Evaluate the dialogue with participants and the design team to determine if the
intended outcomes for Phase Two have been achieved. - 2 hours
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PaRe 2
Phase two proposal (continued)
A proposal for supporting the implementation of commitments and action plans from the
dialogue will be developed and presented tor consideration after the evaluation of phase
two and upon request.
Action plan to achieve phase two results - track #2:
(in terms of consultant responsibilities) - total estimated hours = 47
1. Coach and plan with city manager and mayor. Develop communication pieces. -
4 ho urs
2. Facilitate separate staff and city council sessions: - 8 hours
To evaluate mutual expectations, roles, implementation, and
accountability between staff and counciL
To identifY what it is that everybody wants.
To agree on ground rules for a joint session.
Design a one-day joint dialogue between city council and staff that will meet
phase two - track #2 results. - 8 hours
Coach and plan with city manager and mayor. - 4 hours
Facilitate evaluation of proposed joint dialogue process in city council! staff
session. Development of communication pieces. - 5 hours
Develop and prepare materials for joint dialogue process. - 8 hours
Facilitate dialogue between staff and council to meet phase two - track #2 results.
- 8 hours
Evaluate dialogue with participants to determine if phase two - track #2 results
have been achieved.
Coach and plan with city manager and mayor. - 2 hours
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Investment:
The investment in consulting services {Dr phase two will be:
$10,750. plus out of pocket costs. (includes two days of
tin1e from an additional facilitator for two evening large
community gathering.)
Phase two - track #2 $6,000. plus out of pocket costs.
Grand total for phase two $16,750. plus out of pocket costs.
NOTE: You will be billed for actual time spent @ $1.000. per day, if it is less than
the estimated time. lfsteps are added to the process or if the action plan is
altered, then the investment in consulting fees may be higher. Both parties
will agree to any changes in advance.
Phase two - track # 1
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T om Allen
The Organization Coach
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Steve Mielke
City Manager
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Action Steps for the Implementation of the HCA Organizational
Concept.
For several months the HCA Operations Board and Hopkins Area Arts Association
(HAAA) have discussed an organizational concept that will provide the greatest
opportunity for the Arts Center to improve its programming and financial pictures. The
Operations Board and HAM have accepted the HCA Organizational Concept (see
attached) and recommend that the City Council also accept the concept and move
toward its implementation. This will require action steps by all parties to the concept.
HCA Organizational Concept Overview
The proposed organizational concept suggests that the current Operations Board be
dissolved. In it's place will be formed a new non-profit organization charged with the
development of programming activities at the Art Center and the new non-profit would
host at least one significant annual fundraising event. The programming areas will
include visual arts, performing arts, and membership/volunteerism and other
programming opportunities. The new organization will be based upon the foundation of
HAM, but will be re-named. The legal structure of HAM will remain intact but the
board will be enhanced with additional members (Operations Board members initially).
. The City Council will be able to nominate up to 4 persons to be ejected to the board.
Action Steps
Step 1: City Council dissolves Operations Board
Responsibilities of the dissolved Operations Board will be absorbed by the new non-
profit (programming & fundraising), a facilities committee (Tenant/City relations), staff
(facilities management) and City Council (policy).
Step 2: The Operations Board and HAAA Board form a transition task
forse.
The transition task forse will consist of current Operations Board and HAAA Board
members. The transition task forse will be responsible for the amendment of HAAA by-
laws and legal matters associated with the non-profit transformation.
Step 3: A new name is created for the non-profit.
The transition task forse will be responsible for naming the new non-profit organization.
Step 4: City Council and transition task forse reach an agreement
This agreement will define the relationship between the City and the non-profit. Once
the parties reach an agreement, the new non-profit will move forward to legally form the
new non-profit.
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step 5: Non-profit creation is finalized and an agreement with the City .
is signed
Operations Board members and HAAA Board members are appointed or elected as the
new non-profit board. HAM is dissolved or transformed to a new non-profit, and all
memberships, assets and functions are transferred to the new non-profit. The new non-
profit then signs the agreement with the City.
Step 6: City Council recommends candidates for the non-profit board.
The non-profit board will have 4 seats available for Council nominees. Council wJII
nominate candidates to serve on the non-profit board. The board will then have the right
to vote on final approval of the candidate.
Step 7: Facilities Committee is formed.
This will be a committee of tenant representatives and City staff that will meet regularly
to discuss and take action on facilities, scheduling, and common use issues. The
Tenant leases reference Tenant representation on an Operations Board
The Facilities Committee concept will have to meet the approval of the Tenants as a
alternative to having an Operations Board.
Step 8: Non-profit proceeds to fulfill the mission of its organization
and the terms of the agreement with the City.
The non-profit will proceed with program, membership, and annual fundraising e
implementation, non-profit administration and marketing, and fulfillment of the terms of
the agreement with the City.
Timeline
March
Council agrees to move forward to implement new organizational structure
Transition board is created
April
Council dissolves Operation Board
Transition board agrees on a new name for non-profit organization
Staff presents first draft of City/non-profit agreement
May
Council and non-profit accept final agreement
Non-profit creation is finalized
Agreement is signed
June
Council nominates candidates to the non-profit board
Facilities committee is formed
Non-profit proceeds as a new organization
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RCA Organizational Concept
The Hopkins Center for the Arts is a municipally owned facility. The Center is operated
by a staff of City employees under the direction of an Operations Board. The Operations
Board is responsible for both poLicy development and programmatic implementation of
most aspects of the facility. The City council acts as landlord to long-term leaseholders
and is responsible for the financial controls at the Center.
The concept of an organizational change has been discussed for several months. The
purpose of the change is to better employ the strengths ofal! of the parties involved in the
activities and financial strength of the Center.
A new organizational concept is described herein. It is intended that this new concept will
draw upon the strengths of each of the parties involved and will provide for the greatest
opportunity for the center to improve its programming and financial pictures.
Concept Overview
The proposed organizational concept suggests that the current operations board is
dissolved. In it's place will be formed a new non-profit organization charged with the
development of programming of activities in the Center and at least one significant
annual fundraising event. The programming areas will include visual arts, performing
arts, and membership/volunteerism and other programming opportunities. This new
organization will be based upon the foundation of the Hopkins Area Arts Association
(RAAA), but will be re-named. The legal structure ofHAAA will remain intact but the
board will be enhanced with additional members (Operations Board members initially).
The City Council will be able to nominate up to 4 persons to be elected to the board.
The facility management responsibilities at the HCA will fall exclusively on the City
through its paid staff and the City Council. Day-to-day management of the center, budget
and fiscal matters, tenant relationships and facility rentals will be the primary
responsibility of the City.
Facility Management:
The City will be responsible for the following:
I. Development, recommendation and adoption ofthe RCA Budget.
2. Monitor and implement capital improvements.
3. Maintenance/custodial responsibilities
4. Creation and administration of a facilities committee with tenant representation.
5. Scheduling responsibilities (Meet and Confer process).
6. Facility rental rates and policies.
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7. Financial and activity reporting.
8. Utilization of volunteers in appropriate capacities.
9. Community Use policies.
10. Marketing of the Center.
11. Provide staff support to the non-profit.
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Programming and Flindraisine
The Non-profit will be responsible for the following:
1. Annually conduct a major fundraising event with the net profits donated to the HCA.
2. On-going visual arts programming with staff support.
3. On-going performing arts programming with staff support.
4. Assist the City with grant writing and fund development activities.
5. Maintain and operate the Non-profits independent financial systems and controls.
6. Management of the Non-profit organization.
7. Marketing of the non-profits programming and membership programs.
Finances
1. The budget and fiscal controls of the HCA remain the responsibility of the City.
2. The budget and fiscal controls of the Non-profit are the responsibility of the non-
profit organization.
3. Revenues from programming and P."lembership activities conducted by the non-profit
will be shared in a mutually agreed upon fashion. The amounts will be negotiated to
provide a reasonable return to both parties.
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