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AUGUST 21-23, 1996 <br /> <br />Following the Myers-Briggs discussion, Council took up a review of <br />prior plans and agreements, as established in previous retreats and <br />meetings. Communications between Council members, between Council <br />members and staff, and between Council members and the public were <br />discussed at length. When queried as to their expectations of Admi- <br />nistration in support of their decision making processes, Council <br />members responded with the following: <br /> <br />Suggestions on alternatives and costs on specific issues <br />Provision of diverse perspectives <br />A desire for informal fact gathering <br />Provision of facts in advance of decision making <br />Recognition that some issues require more detailed facts than <br /> others <br />Recognition of the usefulness of the informal monthly <br /> informational meetings <br />Want to be kept informed on changing issues and their <br /> implications for the city, in order to make necessary <br /> policy adjustments <br />Need to audit city operations through reports, tours of <br /> projects and facilities, etc. <br />Communications from the City Manager should provide timely <br /> information and feedback on effectiveness of policies <br />Clear understanding that all operations are the delegated <br /> responsibility of the City Manager, and that the Manager <br /> needs to assure the Council that all priorities are <br /> communicated and addressed <br /> <br />Within the context of the prior discussion, David Blackman led a <br />review of the elements that contribute to an effective team. These <br />elements included pursuit of common goals, team members with <br />comparable skills, commitment to a common purpose, concern for each <br />other, working according to a plan, vital "chemistry" among <br />members, agreement on purpose and approach, and the managing of <br />feedback and positive appraisal. <br /> <br />The next area of discussion had to do with Council effectiveness. <br />In order to be more effective, Council members agreed that they <br />should spend more time on creative policy development, working in <br />well planned meetings with firm agendas, and let the City Manager <br />and staff relieve Council of minor ongoing processes. Council also <br />agreed that different types of work should be carried out at <br />meetings for those specific purposes. They agreed that regular city <br />business should be carried out at regular Council meetings, that <br />informational sessions should be reserved for the informal monthly <br />meeting, that visioning and planning should occur at annual or <br />semi-annual meetings/retreats, that town meetings should continue <br />to be held on a quarterly basis, and that regional issue meetings <br />should be held as needed. There was also agreement that efforts <br />should be made to get more citizen involvement in strategic <br />planning and information processes. <br /> <br />Council then agreed upon the following as issues that need to be <br />considered for informational and strategic planning meetings: <br /> <br />Capital investment program <br />Economic development <br /> <br /> <br />