ICMA: Leaders at the Core of Better Communities

• How two distinctly different communities are proactively reducing costs while maintaining a high level of service;
• Six key ingredients for successful implementation of alternative delivery strategies;
• Five criteria to help you evaluate potential outsourcing opportunities;
• The true costs of in-house services and the common costs that are often overlooked;
• A filtering technique that will help you identify services within your organization that can be shared with other government agencies;
• Lessons learned from past alternative service delivery efforts that will help you avoid potential pitfalls with your implementation;
• And much, much more!
  

Local governments, including Springfield, Massachusetts, Erie County, New York, Grand Rapids, Michigan, Cape Coral, Florida, and Fort Wayne, Indiana, have seen huge cost savings as a result of eliminating waste by removing steps or processes that do not create value for citizens.  In addition to millions of dollars in annual savings and cost avoidance, they are seeing improved customer service, higher quality, improved accuracy, reduced injuries, and more.

“Lean” principles, originally designed for eliminating waste in manufacturing, are being proven as highly applicable to local government service delivery. In an economic climate that has caused you to continually cut budgets, applying Lean principles offers a proven solution for closing the budget gap and improving capacity at the same time.

In this 90-minute interactive webconference, the chief administrative and financial officer of the city of Springfield, Massachusetts, Lee Erdmann, teams up with Lean government expert Harry Kenworthy to show you how to introduce Lean principles to your local government. You’ll get solid advice and guidance,plus actual examples of how the principles worked in practice.

Discover:

• How to introduce changes in your organization for maximum succesS
• How to best use your training dollar
• Why project charters are excellent in minimizing wastes
• How you “learn to see” to identify and eliminate wastes
• How visual controls drive accountability and engage your workforce
• Why Kaizen events are so much more effective in reducing wastes/costs and improving service
• Specific examples of how the city of Springfield has benefited from Lean principles
• And much, much more.

This is a great opportunity to bring your entire staff together to gain a deeper understanding of what it really means to apply Lean principles, and what needs to happen to get started. You’ll get a chance to ask the speakers your toughest questions on Lean thinking during the Q/A session.

• Which “treatments” to address your fiscal crisis are OK for the short term, and which ones should be avoided without doing the diagnostic analysis in advance
• How preventative diagnosis may uncover potentially unhealthy practices that could easily be corrected
• The 5 areas of fiscal health, along with the tools and techniques to assess your organization’s health 
• The 12-point diagnostic questionnaire to “self assess” your organization’s fiscal health
• How to most effectively communicate your “fiscal health picture” to staff, elected officials and citizens
• How to monitor your fiscal health—once you’ve achieved it—to maintain it 
• And much more.

If you ever thought the Baldrige model of performance is applicable to larger local governments or private-sector organizations, now’s the time to take another look. The Baldrige model helps any-sized local government understand customers’ needs, improve quality of services, reduce costs, transform a culture of blame to a culture of cooperative problem-solving, empower employees, and more.

Bring your staff together and join us for this interactive webconference, in which Baldrige expert Craig Rapp and Saco, Maine city manager Richard Michaud, team up to show you how implementing this comprehensive management system can benefit local governments of any size.  You’ll hear how the Baldrige process can enable your city to better anticipate issues and strategically address challenges. And you’ll get proven advice on the key steps in the process.

Discover:

• How the Baldrige model drives the positive results that are important to your citizens
• Why the City of Saco follows the Baldrige model, and how it got started
• What hurdles Saco encountered, and how it is addressing them
• Examples of measurable performance improvements, such as significantly reducing police response time to arrive at the scene of reported domestic disturbances
• How the Baldrige process can assist you in resource allocation and budgeting decisions
• Why Baldrige works for organizations of any size
• How the Baldrige quality model transforms staff from reactive to proactive—and why that’s so important
• And much more!

Whether your city has already begun its quality journey, or you are exploring the idea, don’t miss this great opportunity to hear directly from two quality experts in local government. During the Q/A session in the last 30 minutes of the audioconference, you’ll get a chance to ask your toughest questions directly to the speakers.

• How value-based leadership in your community that fits with and supports your style will make a tremendous difference in the outcome
• Your role as top administrator to align organization structure with leadership accountability
• The dynamic strategic management process in the city of Woodbridge (Illinois), and how it kept all stakeholders focused on the mission
• The importance of creating a positive “self-fulfilling prophecy”
• How to isolate the troublemaker (and who is the troublemaker, really?) to bolster trust and faith
• Characteristics of a successful relationship between the public servant and the citizen that fosters engagement
• And more!
  

• How to select the relevant and important community issues for including in a community results compact
• Ways to engage community residents as active partners in addressing important community issues
• How to develop specific community action plans with an effective mix of community actors
• Steps to ensure progress is measured and results are reported on a regular basis
• How to produce more successful outcomes by following up on progress reports to devise ways to improve desired outcomes
• And much, much more.
  

• What citizen surveys can do that other methods of resident input cannot
• When not to survey
• How best to get a representative sample of resident opinion
• What to expect when you’re expecting to work with a consultant
• What jurisdictions DO with their survey results.

• How two distinctly different communities are proactively reducing costs while maintaining a high level of service;
• Six key ingredients for successful implementation of alternative delivery strategies;
• Five criteria to help you evaluate potential outsourcing opportunities;
• The true costs of in-house services and the common costs that are often overlooked;
• A filtering technique that will help you identify services within your organization that can be shared with other government agencies;
• Lessons learned from past alternative service delivery efforts that will help you avoid potential pitfalls with your implementation;
• And much, much more!
  

Local governments, including Springfield, Massachusetts, Erie County, New York, Grand Rapids, Michigan, Cape Coral, Florida, and Fort Wayne, Indiana, have seen huge cost savings as a result of eliminating waste by removing steps or processes that do not create value for citizens.  In addition to millions of dollars in annual savings and cost avoidance, they are seeing improved customer service, higher quality, improved accuracy, reduced injuries, and more.

“Lean” principles, originally designed for eliminating waste in manufacturing, are being proven as highly applicable to local government service delivery. In an economic climate that has caused you to continually cut budgets, applying Lean principles offers a proven solution for closing the budget gap and improving capacity at the same time.

In this 90-minute interactive webconference, the chief administrative and financial officer of the city of Springfield, Massachusetts, Lee Erdmann, teams up with Lean government expert Harry Kenworthy to show you how to introduce Lean principles to your local government. You’ll get solid advice and guidance,plus actual examples of how the principles worked in practice.

Discover:

• How to introduce changes in your organization for maximum succesS
• How to best use your training dollar
• Why project charters are excellent in minimizing wastes
• How you “learn to see” to identify and eliminate wastes
• How visual controls drive accountability and engage your workforce
• Why Kaizen events are so much more effective in reducing wastes/costs and improving service
• Specific examples of how the city of Springfield has benefited from Lean principles
• And much, much more.

This is a great opportunity to bring your entire staff together to gain a deeper understanding of what it really means to apply Lean principles, and what needs to happen to get started. You’ll get a chance to ask the speakers your toughest questions on Lean thinking during the Q/A session.

• Which “treatments” to address your fiscal crisis are OK for the short term, and which ones should be avoided without doing the diagnostic analysis in advance
• How preventative diagnosis may uncover potentially unhealthy practices that could easily be corrected
• The 5 areas of fiscal health, along with the tools and techniques to assess your organization’s health 
• The 12-point diagnostic questionnaire to “self assess” your organization’s fiscal health
• How to most effectively communicate your “fiscal health picture” to staff, elected officials and citizens
• How to monitor your fiscal health—once you’ve achieved it—to maintain it
  

• How San Jose successfully got a 1.3 megawatt system installed – without using the city’s money to fund it;
• Lessons San Jose learned from their initial solicitation of proposals, and changes made to ensure a successful solicitation;
• An innovative solar group buy program that you can model in your jurisdiction;
• Strategies San Jose is using to reach a community-wide goal of receiving 100% of its electricity from clean renewable sources by 2022;
• Why Gainesville decided the best avenue to increasing use of solar was to implement a solar feed-in tariff; 
• Lessons learned in Gainesville on implementation (land use and zoning issues, tree and solar conflicts, and ensuring homeowners have an opportunity to participate);
• The economic development potential of solar energy (Gainesville went from one to six solar companies with one company creating eight jobs in the community, leading to over $1 million in local work);
• How the city of Pendleton got a third party to pay for the solar installation with a guarantee that the energy cost won’t be higher than what the city currently pays;
• The zero-interest loan program that Pendleton created that greatly reduced the financial barriers of installing solar energy systems to homeowners and businesses;
• What Pendleton has done to promote solar energy, including its “Biggest Saver” competition;
• And much more!
  

• Will devaluing someone make the work more efficient or get the job done more effectively?
• Will holding people accountable for the work they are able to do make for more effective work?
• How much lost productivity would your organization save every week if less time is spent worrying about the shortfalls of people and more time is spent getting work done?
• Would the energy in the office be more positive if you could look at all the people in the office and focus on bringing out the best in each of them?

Today’s stressful and uncertain work environment can put a toll on interpersonal dynamics. Your organization can lose thousands of hours in lost productivity as time is wasted on the effects of reactionary behaviors of dissatisfied staff.

There are positive steps you can take to create a supportive work environment and change the dynamics of the organization. Join your colleagues on this interactive 90-minute webconference in which Dr. Lynette Reed outlines the new rules of engagement for dealing with interpersonal challenges.  She shows you how this strategic model helps create improved accountability and time management, better communication, and increased job satisfaction and trust.  And she outlines the steps you and your managers can each personally take to move the effort forward and effect real, lasting change.

Discover:

• A checklist to follow when confronted with a challenging situation that may test your ability to respond instead of react
• How personal mission statements can help individuals keep their focus on something that is controllable: their own behavior
• How matching words and actions can make the difference between harmony and discordance, between clarity and misunderstanding
• Steps to identify the "observable reality" and find a way to resolve the situation without fighting over individual beliefs
• How to encourage employees to be responsive instead of reactionary in the face of crisis
• How to help people respond to situations using established rules of engagement
• And much more!

This is a great opportunity to bring your entire staff together to get practical strategies and tools that, if implemented, will begin a shift in the organizational culture that supports improved accountability and time management, better communication, and increased job satisfaction. The big plus is that the individuals on your staff who use the strategies can find increased clarity within themselves about their personal goals.

During the 30-minute Q/A session, you’ll get a chance to ask the speaker your toughest questions about interpersonal dynamics and making changes in the environment.

• Lisa Hill, Vice President of the Community ID Division of Buxton.
• Michael J. Scanlon, ICMA-CM, City Administrator, Mission, Kansa
  

• Michael D. Baker, Deputy Village Manager, Downers Grove, Illinois

• Douglas R. Russell, City Manager, Yankton, South Dakota;
• Charlene R. Stevens, Assistant County Manager, Sedgwick County, Kansas; 
• Wayne C. Parker, Chief Administrative Officer, Provo, Utah
  

• Dr. Ron Carlee, Chief Operating Officer, ICMA, Washington, DC

• Robin White, Community and Regional Resilience Institute (CARRI). Oakridge, Tennessee
• Lee Feldman, City Manager, City of Palm Bay, Palm Bay, Florida
• James K. Spore, City Manager, City of Virginia Beach, Virginia 
• James D. Prosser, President, JDP Public Partnership Group, Cedar Rapids, Iowa
• Thomas J. Wood, City Manager, City of Anaheim, Anaheim, California
  

• Lynn Luckow, President & CEO, Craigslist Foundation

• Anton (Tony) Dahlerbruch, City Manager, Rolling Hills, California
• Janet Denhardt, Professor, Arizona State University, School of Public Affairs, Phoenix, Arizona
• Matt Leighninger, Director, Deliberative Democracy Consortium, Hamilton, Ontario, Canada
• Dave Waffle, City Manager, Cornelius, Oregon
  

• Larra Clark, Project Manager, American Library Association, Washington, D.C.

• Kim Walesh, San Jose Assistant Director of Economic Development and Chief Strategy Officer, San Jose, California,
  
• udy Klikun, Work Wise Program Director and Literacy Coordinator, San Jose Public Library, San Jose, California,
  
• Danis Kreimeier, Director, Napa City-County Public Library, Napa, California
• Bruce Wilson, Workforce Development Manager, Napa Workforce Investment Board, Napa, California
  

• Bill Follette, Director of Management Performance and Accountability, Mesa, Arizona;
• Nathan George, Deputy Town Manager, Fishers, Indiana
  

• Joe Colangelo, Assistant Town Manager/Finance Director, Middlebury, Vermont

• Laurel Prevetti, Assistant Director, Planning, Building, and Code Enforcemen, San José, California
• Della Rucker, National Lead for Economic Development, Jacobs Urban Design & Planning, Cincinnati, Ohio
  
• Kim Walesh, Chief Strategist, San José, California
  

• Michael Van Milligen, City Manager, Dubuque, Iowa Speaker: G.
• William Hoagland, Vice President of Public Policy, CIGNA, Washington, D.C.
  

• Gregory Dyson, Senior Vice President, Chief Operations and Marketing Officer, ICMA-RC, Washington, D.C.

• Kathryn Kurre, Director, Personal Planning Team, ICMA-RC, Washington, D.C.;
• Alexandra M. Petze, Health Promotion Manager, CIGNA, Columbia, Maryland
  

• Bob O’Neill, Executive Director, ICMA, Washington, D.C.

• Peggy Merriss, City Manager, Decatur, Georgia;
• Karen R. Thoreson, President/Chief Operating Officer, Alliance for Innovation, Phoenix, Arizona
  

• Laura Biery, Administrative Analyst, Santa Clarita, California

• Catherine Tuck Parrish, Associate, The Novak Consulting Group, Cincinnati, Ohio
  
• Ken Hampian, San Luis Obispo, California

• Jerry Newfarmer, President & CEO, Management Partners, Inc., Cincinnati, Ohio

• Debra Figone, City Manager, San José, California; R. Michael Herr, County Manager, Polk County, Florida
• Steve Rymer, Director of Parks and Recreation, Morgan Hill, California

• Enrique Salem, President and Chief Executive Officer, Symantec Corporation, Mountain View, California
• William D. Watkins, Chief Executive Officer, Bridgelux, Inc., Livermore, California;
• Thomas H. Werner, Chief Executive Officer, SunPower Corporation, San Jose, California
  

• Chris Zapata, City Manager, National City, California

• Richard Dale, Chairman & Chief Executive, iXP Corporation

• Craig Rapp, Director, ICMA Consulting Services
  
• Douglas J. Schulze, City Manager, Normandy Park, Washington
• Scot E. Simpson, City Administrator, River Falls, Wisconsin

• David Y. Miller, Associate Professor, Graduate School of Public and International Affairs, University of Pittsburgh, Pittsburgh, Pennsylvania
• Brian Moura, Assistant City Manager, San Carlos, California
  

• Amy Paul, Corporate Vice President, Management Partners, Inc., Cincinnati, Ohio

• Shaun Carey, City Manager, Sparks, Nevada
• Mike Huggins, City Manager, Eau Claire, Wisconsin; Gloria Rubio-Cortes, President, National Civic League, Denver, Colorado

• Tad McGalliard, Director of Sustainability, ICMA, Washington, D.C.

• Roger Fraser, City Administrator
• Ann Arbor, Michigan
  
• Kerrie Romanow, Assistant Director, Environmental Services Department, San Jose, California
• Hannah Muller, Program Manager, U.S. Department of Energy, Washington, D.C.
  

• Greg Larson, Town Manager, Town of Los Gatos, Los Gatos, California,
• Tad McGalliard, Director of Sustainability, ICMA, Washington, DC
  

• Bill Barratt, Chief Administrative Officer, Resort Municipality of Whistler, Whistler, British Columbia, Canada
  
• Justin Brugger, Senior Program Manager, City of Fort Wayne, Fort Wayne, Indiana
• Michael C. Van Milligen, City Manager, City of Dubuque, Dubuque, Iowa
  

• Barbara J. Cohn Berman, Vice President, National Center for Civic Innovation, New York, New York
• David Dubauskas, City Manager, Fort Saskatchewan, Alberta, Canada
• Jay Stroebel, Director of Planning and Management, Minneapolis, Minnesota
  

 

• Brian Cole, President, Building Communities, Inc., Baker City, Oregon
  
• Edward Lavallee, City Manager, Newport, Rhode Island
  
• Francine Ramaglia, Assistant Village Manager, Wellington, Florida

 

• Eric DeMoura, Town Administrator, Mount Pleasant, South Carolina
• Sara Ott, Senior Project Manager, Dublin, Ohio
• Tasha Logan, Interim City Manager, Goldsboro, North Carolina
  

 

• Jennifer Kimball, Assistant City Manager, Rockville, Maryland
• Mark McDaniel, City Manager, Tyler, Texas
• Catherine Tuck Parrish, Associate, The Novak Consulting Group, Cincinnati, Ohio

 

• Community Resilience in the New Normal
• Technology Trends for Cities and Counties in 2011
• Excellence through Skill Sets in the New Normal
• Shared Services 101

 

• Rick Davis, City Manager, West Jordan, Utah
• Edward Everett, Senior Fellow, Davenport Institute of Public Engagement and Civic Leadership, Pepperdine University School of Public Policy, Malibu, California
• Francine Ramaglia, Assistant Village Manager, Wellington, Florida

 

• Alice Fay Campbell, Health Promotion Manager, CIGNA, Chesterfield, Virginia
• Kathryn Kurre, CFP®, Director, Personal Planning Solutions Team, ICMA-RC, Washington, D.C.

 

• Gary Becker, Planning Consultant, Vierbicher Associates, Madison, Wisconsin
• Anthony Tolstedt, City Administrator, Broken Bow, Nebraska

 

• James Svara, Professor and Director, Center for Urban Innovation, Arizona State University, Tempe, Arizona
• Karen Thoreson, President/Chief Operating Officer, Alliance for Innovation, Phoenix, Arizona

 

• Darin Atteberry, City Manager, Fort Collins, Colorado
• Robert Knabel, City Manager, Collinsville, Illinois
• Christal Laswell, Assistant to the City Manager, Collinsville, Illinois

 

• Michael D. Baker, Deputy Village Manager, Downers Grove, Illinois
• Mary Bunting, City Manager, Hampton, Virginia; Janet Denhardt, Professor, Arizona State University, Phoenix, Arizona
• Shannon Flanagan-Watson, Assistant County Manager, Arlington County, Virginia
• James Holgersson, City Manager, Arlington, Texas; Andrew Pederson, Village Manager, Bayside, Wisconsin

 

• Bill Guiney, Director, Solar Thermal Business, Johnson Controls, Milwaukee, Wisconsin
• Amy Heart, Solar Program Manager, Milwaukee Shines, Milwaukee, Wisconsin
• Tad McGalliard, Director of Sustainability, ICMA, Washington, D.C.
• Suzanne Rynne, Green Communities Program Manager, American Planning Association, Chicago, Illinois

 

• Benjamin Shivar, Town Manager, Cary, North Carolina
• Robert Stewart, Executive Director, Rural Community Assistance Partnership, Washington, D.C.
  

 

• Jeffrey L. Esser, Executive Director and CEO, Government Finance Officers Association, Chicago, Illinois
• Joshua Franzel, Vice President of Research, Center for State and Local Government Excellence, Washington, D.C.

 

• Michael Flad, City Manager, Burbank, California;
  
• Elizabeth Fretwell, City Manager, Las Vegas, Nevada;
• Robert LaSala, County Administrator, Pinellas County, Clearwater, Florida
  

 

• What Options Are Left When Downsizing Is NOT an Option?
• Between a Rock and a Hard Place
• The Ethics of Regionalism
  

 

• Mary Sassi Furtado, Executive Director of Strategic Operations, Sarasota County, Florida
• Mike Goodrich, Director of Administration, Arlington County, Virginia
• Christine Smith, Principal, Baker Tilly Kirchow Krause, LLP, Madison, Wisconsin

 

• Jeffrey Amell, Strategy and Marketing Officer, CIGNA HealthCare, Bloomfield, Connecticut
• Evelina Moulder, Director of Survey Research, ICMA, Washington, D.C.
• John Young, Senior Vice President, Consumerism, CIGNA, Minneapolis, Minnesota

 

• Dov Chelst, PhD, Director of Quantitative Analysis, ICMA Center for Public Safety Management, Newark, New Jersey
• Richard E. Dale, Chairman and Chief Executive Officer, iXP Corporation, Scottsdale, Arizona

 

• Gerald Gabris, Professor, Northern Illinois University, DeKalb, Illinois
• Anne Marie Gaura, Village Manager, Montgomery, Illinois
• Shayne Kavanagh, Senior Manager of Research, Government Finance Officers Association, Chicago, Illinois

 

• How value-based leadership in your community that fits with and supports your style will make a tremendous difference in the outcome
• Your role as top administrator to align organization structure with leadership accountability
• The dynamic strategic management process in the city of Woodbridge (Illinois), and how it kept all stakeholders focused on the mission
• The importance of creating a positive “self-fulfilling prophecy”
• How to isolate the troublemaker (and who is the troublemaker, really?) to bolster trust and faith
• Characteristics of a successful relationship between the public servant and the citizen that fosters engagement
• And more!
  

• Develop principles of a forward-thinking strategy (Game Plan);
• Identify and use the Five Practices of Great Leaders (Offense);
• Use proven approaches to leading change (Defense);
• Implement leading edge practices for effective execution of services (Xs and Os);
• Successfully use methods of managing employee performance (Play Calling);
• Utilize techniques to develop future leaders (Team Players);
• Foster a leadership culture (the Field);
• Pursue a leadership competency (Touchdown);
• Digitally engage the public (Fans);
• Celebrate success (Tailgating).
  

• How to overcome “bureaucratic gravity,” that prevents your organization’s leaders from using a more innovative approach to problem solving
• How to use the four-step approach of Rapid Innovation 
• The three areas in your organization that should be the target of innovative solutions 
• Techniques  that many local governments aren’t using – but should—to foster an innovative culture 
• Ways to change the organization’s vocabulary that tends to put a straitjacket on introducing new ideas 
• How to get leaders to start accepting new ideas and discard past solutions 
• Steps you can take immediately to strengthen your own innovation muscles that will benefit you both personally and professionally 
• And much, much more!
  

• Discover how connection-based team building creates a stronger organization.
• Experience an intergenerational exercise that demonstrates how values are formed and have impact on the workplace.
• Find out about an experience-based exercise that highlights purpose and reinvigorates commitment to public service.
• Get tips on how to effectively use current leadership articles or books to create engaging team building or staff development.
• And much more!

• How narrative and storytelling can motivate your audiences and advance your cause
• The elements of a good story—whether in a Hollywood screenplay or a one-to-one conversation
• How to develop the ability to communicate in “story packages”—combining a compelling story, a great piece of data, and a clear call to action
• How to build a storytelling culture within your organization
• How to use the power of story even when you don't have the time to tell complete stories
• How all individual stories exist within a web of larger stories—of your community, of the value of civic life, and finally of society itself.
  

• Why the Baldrige model works for local governments—and why it’s even more critical now with the economic climate
• How the Baldrige model can help your bottom line 
• How to assess your current condition and options for getting started 
• Key steps to launching a successful implementation 
• Strategies for managing with Baldrige 
• How Pasco County, Florida, used a Baldrige-based performance system to prepare its first county-wide strategic plan 
• The benefits that Coral Springs, Florida realized by using its Baldrige system to adopt the current year’s annual budget 
• And much more!
  

Local governments, including Springfield, Massachusetts, Erie County, New York, Grand Rapids, Michigan, Cape Coral, Florida, and Fort Wayne, Indiana, have seen huge cost savings as a result of eliminating waste by removing steps or processes that do not create value for citizens.  In addition to millions of dollars in annual savings and cost avoidance, they are seeing improved customer service, higher quality, improved accuracy, reduced injuries, and more.

“Lean” principles, originally designed for eliminating waste in manufacturing, are being proven as highly applicable to local government service delivery. In an economic climate that has caused you to continually cut budgets, applying Lean principles offers a proven solution for closing the budget gap and improving capacity at the same time.

In this 90-minute interactive webconference, the chief administrative and financial officer of the city of Springfield, Massachusetts, Lee Erdmann, teams up with Lean government expert Harry Kenworthy to show you how to introduce Lean principles to your local government. You’ll get solid advice and guidance,plus actual examples of how the principles worked in practice.

Discover:

• How to introduce changes in your organization for maximum succesS
• How to best use your training dollar
• Why project charters are excellent in minimizing wastes
• How you “learn to see” to identify and eliminate wastes
• How visual controls drive accountability and engage your workforce
• Why Kaizen events are so much more effective in reducing wastes/costs and improving service
• Specific examples of how the city of Springfield has benefited from Lean principles
• And much, much more.

This is a great opportunity to bring your entire staff together to gain a deeper understanding of what it really means to apply Lean principles, and what needs to happen to get started. You’ll get a chance to ask the speakers your toughest questions on Lean thinking during the Q/A session.

• Will devaluing someone make the work more efficient or get the job done more effectively?
• Will holding people accountable for the work they are able to do make for more effective work?
• How much lost productivity would your organization save every week if less time is spent worrying about the shortfalls of people and more time is spent getting work done?
• Would the energy in the office be more positive if you could look at all the people in the office and focus on bringing out the best in each of them?

Today’s stressful and uncertain work environment can put a toll on interpersonal dynamics. Your organization can lose thousands of hours in lost productivity as time is wasted on the effects of reactionary behaviors of dissatisfied staff.

There are positive steps you can take to create a supportive work environment and change the dynamics of the organization. Join your colleagues on this interactive 90-minute webconference in which Dr. Lynette Reed outlines the new rules of engagement for dealing with interpersonal challenges.  She shows you how this strategic model helps create improved accountability and time management, better communication, and increased job satisfaction and trust.  And she outlines the steps you and your managers can each personally take to move the effort forward and effect real, lasting change.

Discover:

• A checklist to follow when confronted with a challenging situation that may test your ability to respond instead of react
• How personal mission statements can help individuals keep their focus on something that is controllable: their own behavior
• How matching words and actions can make the difference between harmony and discordance, between clarity and misunderstanding
• Steps to identify the "observable reality" and find a way to resolve the situation without fighting over individual beliefs
• How to encourage employees to be responsive instead of reactionary in the face of crisis
• How to help people respond to situations using established rules of engagement
• And much more!

This is a great opportunity to bring your entire staff together to get practical strategies and tools that, if implemented, will begin a shift in the organizational culture that supports improved accountability and time management, better communication, and increased job satisfaction. The big plus is that the individuals on your staff who use the strategies can find increased clarity within themselves about their personal goals.

During the 30-minute Q/A session, you’ll get a chance to ask the speaker your toughest questions about interpersonal dynamics and making changes in the environment.

• Give Yourself Permission – why management is every bit as important as leadership
• Management Systems – what makes up a system of management
• Managing Organizational Performance – how do you manage organizational performance
• Managing Key Projects – tips for project management
• Managing Direct Reports – regular communication is part of good management
• You Have Permission – Go Ahead!
  

• How to overcome “bureaucratic gravity,” that prevents your organization’s leaders from using a more innovative approach to problem solving
• How to use the four-step approach of Rapid Innovation 
• The three areas in your organization that should be the target of innovative solutions 
• Techniques  that many local governments aren’t using – but should—to foster an innovative culture 
• Ways to change the organization’s vocabulary that tends to put a straitjacket on introducing new ideas 
• How to get leaders to start accepting new ideas and discard past solutions 
• Steps you can take immediately to strengthen your own innovation muscles that will benefit you both personally and professionally 
• And much, much more!
  

• Why the Baldrige model works for local governments—and why it’s even more critical now with the economic climate
• How the Baldrige model can help your bottom line 
• How to assess your current condition and options for getting started 
• Key steps to launching a successful implementation 
• Strategies for managing with Baldrige 
• How Pasco County, Florida, used a Baldrige-based performance system to prepare its first county-wide strategic plan 
• The benefits that Coral Springs, Florida realized by using its Baldrige system to adopt the current year’s annual budget 
• And much more!
  

• Tracking dollars?
• Developing and preparing budgets? 
• Monitoring month-to-month financials? 
• Preparing annual financial reports? 
• Performing audits? 

• The fundamental difference between the "gotcha" school of performance measurement and the "continuous learning" one, and its wide-ranging implications for management and leadership;
• The key set of questions to ask your management team (and yourself) to add "piercing clarity" to what elected officials have indicated your community needs to accomplish, as well as determine if real progress is being made.  
• How focusing on lower-level performance measures can distort budget decisions and policymaking - and how to avoid that by facilitating outcome-based decision making by elected officials and employees alike.
  

• How to select the relevant and important community issues for including in a community results compact
• Ways to engage community residents as active partners in addressing important community issues
• How to develop specific community action plans with an effective mix of community actors
• Steps to ensure progress is measured and results are reported on a regular basis
• How to produce more successful outcomes by following up on progress reports to devise ways to improve desired outcomes
• And much, much more.
  

• Establish goals and priorities and know what you need to analyze
• Quantify what the workloads are in the police and fire departments - and identify whether personnel is allocated correctly to meet the workload demands
• Get the metrics you need from police departments (such as the percentage of police officers’ time actually tied up on calls)
• Identify the number of firefighters and amount of equipment that is really necessary
• Deal with low firefighter utilization
• Set measurable goals, identify performance problems, and apply strategies to follow the path of continuous improvement
• And much more!

• The first mistake that many local government managers make;
• How to practice communication, anticipate existing communication methods to fail, and have a backup for when they do fail;
• What you can do, as a small- to medium-sized community, to "hedge your bets" against the highest risks;
• Steps to help you plan better as a team - and why it is so important to train together;
• The importance of "doing your job" and sticking to the script – those predetermined critical decisions and actions in your plan;
• Why the Incident Command System is a valuable key management tool that smaller communities can adapt to fit their needs;
• The most important qualities that leadership must have to successfully meet that unthinkable disaster;
  
• How to ensure your plan supports initiative, clears away the barriers to operations, and sets the protocols for making decisions.

• The 10 steps to get the business community engaged in community preparedness efforts
• How to set up a Business Continuity Planning Council to educate business owners on the importance of disaster planning and coordinating with local, state, and federal government 
• Examples of how the 211 network helped Charleston during the recent ice storm that closed major bridges 
• How a Resilient Communications Network (RCN) helps close gaps in communications before, during, and after every disaster 
• Valuable lessons from Hugo that show how local governments can work effectively with community organizations 
• What to look for and what to avoid when considering a “Sister City Agreement” to ensure backup support when a crisis hits 
• Strategies to formalize resilience as an on-going process to encourage broad-based community participation 
• And much more.
  

• How two distinctly different communities are proactively reducing costs while maintaining a high level of service;
• Six key ingredients for successful implementation of alternative delivery strategies;
• Five criteria to help you evaluate potential outsourcing opportunities;
• The true costs of in-house services and the common costs that are often overlooked;
• A filtering technique that will help you identify services within your organization that can be shared with other government agencies;
• Lessons learned from past alternative service delivery efforts that will help you avoid potential pitfalls with your implementation;
• And much, much more!
  

• How San Jose successfully got a 1.3 megawatt system installed – without using the city’s money to fund it;
• Lessons San Jose learned from their initial solicitation of proposals, and changes made to ensure a successful solicitation;
• An innovative solar group buy program that you can model in your jurisdiction;
• Strategies San Jose is using to reach a community-wide goal of receiving 100% of its electricity from clean renewable sources by 2022;
• Why Gainesville decided the best avenue to increasing use of solar was to implement a solar feed-in tariff; 
• Lessons learned in Gainesville on implementation (land use and zoning issues, tree and solar conflicts, and ensuring homeowners have an opportunity to participate);
• The economic development potential of solar energy (Gainesville went from one to six solar companies with one company creating eight jobs in the community, leading to over $1 million in local work);
• How the city of Pendleton got a third party to pay for the solar installation with a guarantee that the energy cost won’t be higher than what the city currently pays;
• The zero-interest loan program that Pendleton created that greatly reduced the financial barriers of installing solar energy systems to homeowners and businesses;
• What Pendleton has done to promote solar energy, including its “Biggest Saver” competition;
• And much more!
  

• What types of funding will be available for renewable energy, energy efficiency, clean vehicles, smart growth, green infrastructure and other sustainability initiatives, and how can localities prepare to be competitive?
• What types of technical assistance will be available from EPA, DOE, DOT and other federal and state agencies?
• What sustainability policies are likely to be debated in Congress, and will how will they impact cities and counties?
  

• How to finance and implement leading practices that reduce polluted stormwater from entering a community’s creeks, rivers, and other waterways.
• How to prevent frequent stormwater/MS4 violations and avoid costly remedial expenses by complying with federal regulations.
• Why stormwater management is closely linked to achieving community sustainability goals.
• How to effectively engage and educate citizens and businesses to participate in stormwater management programs.
• A variety of resources.
  

• The benefits of pursuing solar projects on contaminated sites and vacant land
• Important considerations when pursuing projects on contaminated sites and vacant land
• Tools that exist to help evaluate potential projects
  

• Considerations for writing a solar RFP for municipal installations
• The importance of building partnerships with utilities and the private sector
• Financing mechanisms that have helped make municipal solar installations possible.

• How San Jose successfully got a 1.3 megawatt system installed – without using the city’s money to fund it;
• Lessons San Jose learned from their initial solicitation of proposals, and changes made to ensure a successful solicitation;
• An innovative solar group buy program that you can model in your jurisdiction;
• Strategies San Jose is using to reach a community-wide goal of receiving 100% of its electricity from clean renewable sources by 2022;
• Why Gainesville decided the best avenue to increasing use of solar was to implement a solar feed-in tariff; 
• Lessons learned in Gainesville on implementation (land use and zoning issues, tree and solar conflicts, and ensuring homeowners have an opportunity to participate);
• The economic development potential of solar energy (Gainesville went from one to six solar companies with one company creating eight jobs in the community, leading to over $1 million in local work);
• How the city of Pendleton got a third party to pay for the solar installation with a guarantee that the energy cost won’t be higher than what the city currently pays;
• The zero-interest loan program that Pendleton created that greatly reduced the financial barriers of installing solar energy systems to homeowners and businesses;
• What Pendleton has done to promote solar energy, including its “Biggest Saver” competition;
• And much more!
  

• Barbara J. Cohn Berman, Vice President, National Center for Civic Innovation, New York, New York
• David Dubauskas, City Manager, Fort Saskatchewan, Alberta, Canada
• Jay Stroebel, Director of Planning and Management, Minneapolis, Minnesota
  

 

• Brian Cole, President, Building Communities, Inc., Baker City, Oregon
  
• Edward Lavallee, City Manager, Newport, Rhode Island
  
• Francine Ramaglia, Assistant Village Manager, Wellington, Florida

 

• Eric DeMoura, Town Administrator, Mount Pleasant, South Carolina
• Sara Ott, Senior Project Manager, Dublin, Ohio
• Tasha Logan, Interim City Manager, Goldsboro, North Carolina
  

 

• Jennifer Kimball, Assistant City Manager, Rockville, Maryland
• Mark McDaniel, City Manager, Tyler, Texas
• Catherine Tuck Parrish, Associate, The Novak Consulting Group, Cincinnati, Ohio

 

• Community Resilience in the New Normal
• Technology Trends for Cities and Counties in 2011
• Excellence through Skill Sets in the New Normal
• Shared Services 101

 

• Rick Davis, City Manager, West Jordan, Utah
• Edward Everett, Senior Fellow, Davenport Institute of Public Engagement and Civic Leadership, Pepperdine University School of Public Policy, Malibu, California
• Francine Ramaglia, Assistant Village Manager, Wellington, Florida

 

• Alice Fay Campbell, Health Promotion Manager, CIGNA, Chesterfield, Virginia
• Kathryn Kurre, CFP®, Director, Personal Planning Solutions Team, ICMA-RC, Washington, D.C.